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HomeMy WebLinkAboutResolution 2015-005 Implemenation of Marana Strategic Plann IIIMARANA RESOLUTION NO. 2015-005 RELATING TO STRATEGIC PLANNING APPROVING AND AUTHORIZING THE IMPLEMENATION OF MARANA STRATEGIC PLAN III WHEREAS the Town of Marana has en in a y ear-lon g process that included council input and direction, an online citizen feedback forum, and meetin with nei and communit g roups to update the ke focus areas and initiatives that constitute the Town of Marana Strate Plan and WHEREAS the Town of Marana has updated its Strate Plan document to serve as the foundation for the Town's future, includin land use plannin bud development and assessment of individual and or performance and WHEREAS the Town Council finds that adoption of the updated Town of Marana Strate Plan is in the best interests of the Town and its residents. NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND COUNCIL OF THE TOWN OF MARANA, ARIZONA, AS FOLLOWS: Section 1. The Marana Strate Plan 111, attached to and incorporated b this reference in this resolution as Exhibit A. is hereb approved, and the Town Mana is hereb authorized to implement it for and on behalf of the Town of Marana. Section Z. The Town's Mana and staff are hereb directed and authorized to undertake all other and further tasks re or beneficial to carr out the terms, obli and objectives of the Marana Strate Plan 111. PASSED AND ADOPTED b the Ma and Council of the Town of Marana, Arizona, this 6th da of Januar 2015. Ma Ed Honea ATTEST: ?o c e� �I _n ,Y. Bronson, Town Clerk Resolution No, 2015-005 APPROVED AS TO FORM: FOCUS AREA: Commerce PRINCIPLE STATEMENT 1 We will support commerce and business by being creative and flexible in order to produce innovative solutions that exceed customer expectations. INITIATIVES: 1. Update the Land Development Code to enhance simplicity, understanding and ease of use (Planning, Legal) a. Engage the business community in the Land Development Code update by providing opportunities for review, comment and dialogue b. Explore other jurisdictions' codes for ideas and course of action c. Identify format and structure d. Develop a scope, retain consultant and commence work on the update within a year e. Include low impact development standards to provide greater flexibility with design and sensitivity to environmental concerns MEASUREMENT: Complete LDC update within two years from adoption of Strategic Plan III 2. Continuously review and improve process and procedures in the business development Center (Development Services) MEASUREMENT: Achieve 90% or greater approval rating through customer satisfaction surveys 3. Research and evaluate innovative practices and best practices to enhance business and commerce development (Planning, Building Safety, Engineering, Manager's office) MEASUREMENT: Departments and teams to allocate at least 20 hours per year researching and investigating new ideas for possible inclusion as a business development tool 4. Provide technical licensing and permitting assistance and education support with state and federal entities for new and existing businesses (Development Services) MEASUREMENT: Achieve 90% or greater approval rating through customer satisfaction surveys S. Explore/facilitate the use of business attraction and retention tools including the use of local, state and federal incentive programs (Development Services, Economic Development) Strategic Plan III 1 MEASUREMENT: On-going F. Create a "solutions team" to facilitate rapid response for business inquiries, help solve process problems and minimize the points of contact for permitting or other procedures (Development Services, Planning, Building Safety, Manager's office) ,MEASUREMENT: Achieve 90% or greater approval rating through customer service surveys 7. Promote the use of the Marana Airport and increase its visibility for business development opportunities (Airport, Economic Development) a. Develop a marketing campaign that leverages the advantages of the Marana Airport as a business (or event) travel destination and business operations hub b. Identify and collaborate with local corporations and/or hotels to market the airport as a business (or event) travel destination for private /corporate planes c. Identify targets/recipients of marketing materials MEASUREMENT: Draft marketing plan complete within two years of adoption of Strategic Plan III 8. Collaborate with the Marana Chamber of Commerce to update its "Buy Local" marketing plan with additional strategies such as development of a credit/debit /gift card program (Economic Development) MEASUREMENT: on -going 9. Expand the on -line capability of the business development center [Economic Development, Development Services] a. Develop web applications for services and processes to include application submittal and project tracking b. Ensure that policies and procedures are on -line, easily located and understandable c. Implement on -line bill pay MEASUREMENT: To be completed within two years of adoption of Strategic Plan III 10. Create a workforce development strategy, including identification of partner organizations, including MUSD, Pima Community College, University of Arizona, and other higher educational institutions (Economic Development) Strategic Plan 111 2 MEASUREMENT: Identification of partners and areas of expertise, inventory of current and projected business needs [based on Marketing plan] 11. Develop a marketing plan to promote Marana's economic development assets to current and potential business (Economic Development) a. Promote the development of business parks /incubators b. Identify targeted recipients MEASUREMENT: Complete within one -year of adoption of Strategic Plan III 12. Utilize and leverage resources of Town to encourage the development of retail grocery operations in North Marana (Economic Development, Manager's office) a. Investigate all tools and strategies to facilitate the development of a grocery store in the North Marana area MEASUREMENT: ongoing 13. Leverage the Town's coordinating capability to facilitate customer interaction with multiple governmental agencies involved in the development process (Development Services, Planning, Building, Engineering, Utilities) a. Designate a single point of customer contact for coordinating the requirements of multiple special districts (utilities and fire) serving the Town to facilitate customer service and efficiencies in permitting and development activities b. Develop a "master" permit application to include basic information to be used by all entities, eliminating multiple application forms c. Explore standardization of permit tracking software or other electronic workflow tracking among and between different entities MEASUREMENT: ongoing, monitor monthly PRINCIPLE STATEMENT 2 We will create strategic infrastructure plans that support the attraction and retention of career - centered business and commerce in our Economic Activity Centers. INITIATIVES: 14. Conduct infrastructure studies for the Tangerine Corridor, Tangerine Road/1- 10 Activity Center and the Airport (Engineering, Utilities, Public Works, Economic Development) MEASUREMENT: To be completed within two years of adoption of Strategic Plan III Strategic Plan 111 3 15. Develop design guidelines that create and promote a sense of place and visual "destination" for downtown Marana (Planning) a. Engage experts and key stakeholders in developing design guidelines b. Establish common design features for the downtown such as street lighting, signs, public furniture and art, building facades and other attributes, massing, and pedestrian - friendly streets c. Identify additional planning and other resources required to make downtown business- ready, including parking and infrastructure plans MEASUREMENT: Completion of design guidelines, including process and schedule for stakeholder /community outreach 16. Explore opportunities for annexation to enhance economic activity centers, including lands within the Town's General Plan planning area MEASUREMENT: On-going 17. Prepare a comprehensive public utilities master plan that includes power, communications and Town infrastructure including consideration of funding strategies (public and private) (Utilities, Engineering) . MEASUREMENT: Draft plan completed within two years of adoption of Strategic Plan III PRINCIPLE STATEMENT 3 We will seek and retain diverse industries and commerce in order to promote sustainable economic health. INITIATIVES: 18. Cultivate and participate in state and national partnerships such as Arizona Commerce Authority (ACA), TREO and Site Selector's Guild (SSG) to promote Marana and its assets as a community of choice for career - oriented business and commerce (Economic Development) MEASUREMENT: Identify partnerships, cost /benefit and key town representatives 19. Market the town's high quality K -12 education as a compelling factor for families relocating as part of business /industry recruitment efforts (Communications and Marketing, Manager's office) a. Schedule joint Town Council and MUSD Board meetings b. Explore, discuss and advance partnership opportunities Strategic Plan 111 4 c. Collaborate on legislative agenda and advocacy where mutually beneficial d. Identify ways to cross - market and promote each entity MEASUREMENT: On-going 20. Town projects and initiatives should include outreach [where appropriate] to universities, colleges, and K -12 education as a way to promote educational opportunities and improved project/initiative outcomes (All departments) a. Departments working on specific projects should consider if individual students, student teams, or entire classes could be utilized to help assist with the project or initiative MEASUREMENT: on -going 21. Seek opportunities to attract the physical presence of higher educational entities for classroom instruction, research, and community investment (Manager's office, Economic Development) MEASUREMENT: On-going 22. Facilitate with the support of the Marana Chamber of Commerce, internship opportunities at local businesses for students in K -12 and higher educational institutions (Economic Development) MEASUREMENT: On-going 23. Implement the tourism master plan and partner with local industry to expand Marana's tourism outreach [Economic Development] a. Ensure proper staffing is in place to effectively implement the tourism master plan b. Allocate financial resources for marketing and partnership opportunities MEASUREMENT: To be completed within one-year of adoption of Strategic Plan III 24. Allocate Town resources to ensure travel ways, public spaces, parks, public facilities, and other community spaces are clean, maintained, and present Marana's high standard of excellence (Public Works) MEASUREMENT: ongoing, monitor monthly 25. Allocate and maximize Town resources to recruit, maintain and expand businesses and industry (Economic Development) Strategic Plan 111 5 a. Review and identify financing tools; evaluate tax increment financing and develop policies as required b. Create and utilize a "solutions team" for rapid response and deployment of development related and business attraction /retention /expansion issues c. Develop and implement job - shadowing or on- the -job training for employees involved in the development process to expand town knowledge base (see also Progress and Innovation Focus area) MEASUREMENT: On- going, Number of financing tools identified and evaluated 26. Develop partnerships throughout the state and region to assist Marana in commercial and industrial development activities (Economic Development) a. Leverage key staff and elected official participation with local, regional and state entities engaged in economic development b. Identify legislative needs; develop draft language; engage in legislative advocacy to support efforts to attract, retain and expand commerce and industry MEASUREMENT: ongoing 27. Create a comprehensive Town marketing plan with individual departmental plans as supporting elements (Communications and Marketing) a. Consideration should be given to other marketing efforts and the tourism plan b. Individual departments should all tie into the Town's marketing plan ensuring consistency of message and appearance MEASUREMENT: To be completed within two -years of adoption of Strategic Plan III FOCUS AREA: COMMUNITY PRINCIPLE STATEMENT 1 We will maintain and enhance our reputation as a safe and well - planned community. INITIATIVES: 1. Establish, maintain and update a preventive maintenance plan for Town assets (Public Works, Utilities, Engineering) a. Identify Level of Service (LOS) standards for parks, sidewalks, paths, landscaping, and roads b. Identify timeline for maintenance and improvements c. Identify proposed funding sources Strategic Plan 111 6 d. Link maintenance plan to annual budgeting process MEASUREMENT: LOS maintained, citizen response surveys Z. Provide a responsive, community and service - oriented professional police department (Police) a. Ensure facilities and support areas are consistent with current best practices and professional norms b. Maintain police response times at or above the national standards. c. Implement best practices from Crime Prevention Through Environmental Design (OPTED) as part of the development review process. d. Continue community - policing efforts such as the school resource officer program, Neighborhood Watch, and Tri -Star (multi- housing program.) MEASUREMENT: Monitor monthly, ensuring level of service standards are met 3. Leverage the Town's coordinating capability to facilitate enhanced customer interaction with multiple governmental and external agencies (All Departments) a. Ensure Marana residents and business owners experience excellent customer service interactions MEASUREMENT: On- going, monitor monthly 4. Enhance the way - finding sign program (Communications and Marketing, Engineering, Public Works) a. Identify and install signs for downtown district and Marana Town limits/gateway signage MEASUREMENT: To be completed within two -years of adoption of Strategic Plan III S. Maintain updated emergency response, continuity of operations and disaster recovery plans (Safety and Emergency Management) a. Identify participants and ensure that staff receives training b. Establish and maintain regional partnerships for emergency response and disaster recovery MEASUREMENT: On- going, monitor monthly 6. Explore and research innovative community planning ideas for incorporation into processes, procedures, and codes a. Seek to build a clear sense of place Strategic Plan 111 7 b. Encourage quality in design and construction c. Develop incentives, allow flexibility to achieve development enhancements MEASUREMENT: on- going, include as part of Land Development Code update 7. Update the Land Development Code to include low impact development standards to provide greater flexibility with design and sensitivity to environmental concerns (Planning, Legal) MEASUREMENT: To be completed within two -years of adoption of Strategic Plan III PRINCIPLE STATEMENT 2 We will use unique and creative approaches to engage and reach out to citizens. INITIATIVES: S. Market Marana as a destination for unique, family - friendly events (Special Events, Parks, Communications and Marketing) a. Promote Marana's low -cost or non -cost admission to events to increase attendance and participation b. identify new ways of promoting programs and events c. Maintain and expand sponsorships through advertising and other forms of recognition d. Staff a booth dedicated to Marana services and key initiatives as signature events to better inform citizens MEASUREMENT: Attendance, citizen survey, social media comments 9. Evaluate and continuously improve citizen participation and community outreach (Town Clerk, Manager's office, Marketing and Communications) a. Solicit evaluation and feedback from program participants using survey tools like Survey Monkey b. Routinely review and update the Marana Citizens' Forum to ensure current and fresh information c. Maintain and evaluate metrics on Marana's website and social media outreach d. Identify creative options to market the town's website and mobile app to residents e. Expand Marana's mobile app to increase use and engagement f. Develop an ongoing outreach program to inform neighborhoods and businesses about capital improvement projects and streets maintenance Strategic Plan 111 8 MEASUREMENT: on- going, monitor monthly 10. Identify and implement continual improvements to the Town's website to engage residents, business owners, and visitors (Communications and Marketing, Technology Services) a. Implement on -line bill pay services for all departments who collect fees and fines for general services b. Monitor content on the Town's website and social media sites for timeliness and depth of information MEASUREMENT: on- going, monitor monthly, citizen survey 11. Engage and support Veteran /Military groups to be a part of community activities, including the Veterans cemetery associations MEASUREMENT: on -going 12. Facilitate regular interactions with neighborhood groups, HOAs, and other community groups (Community Development) a. Provide Town updates, listen to concerns and issues, and provide a personalized way to anticipate changes taking place in the community MEASUREMENT: Attend four community group meetings each quarter, on- going, monitor monthly PRINCIPLE STATEMENT 3 We will invest in a well- managed government that provides reliable services and quality amenities for citizens and businesses. INITIATIVES: 13. Maintain an accurate infrastructure inventory and align future infrastructure expansion with planned and /or complimentary capital improvement projects (Engineering, Public works) MEASUREMENT: On- going, monitor every six months 14. Develop policies and procedures to achieve a bond rating of AA or higher (Finance) MEASUREMENT: On- going, annual work plan 15. Provide opportunities for training, development, and leadership assignments to prepare individual employees for advancement opportunities within the Marana organization (Human Resources, All departments) MEASUREMENT: on -going Strategic Plan 111 9 16. Maintain a structurally balanced budget utilizing appropriate revenues with associated expenses [Finance] a. Encourage resiliency with the development of each fiscal year budget MEASUREMENT: Annual budget process 17. Develop a Town -wide public art program to install and showcase unique art pieces reflecting and celebrating the Marana community (Community Development) a. Identify and install a unique Marana art piece in the roundabout near the Marana Municipal Complex b. Identify criteria and ways to evaluate public art proposals with Town projects c. Encourage private development projects to include unique public art pieces as value added components MEASUREMENT: Complete within two -years of adoption of Strategic Plan III 18. Identify a financially sustainable long -term solution for the Tortolita Preserve State Land lease [Legal, Finance, Manager's office] MEASUREMENT: Resolution of issue completed within one -year of adoption of Strategic Plan III 19. Identify creative ways to plan neighborhoods and future growth areas with meaningful open space, trail connectivity, and active recreation areas (Planning) a. Identify opportunities during the development review process to connect and enhance open -space amenities. MEASUREMENT: on- going, monitor yearly as part of annual review 20. Identify public transit needs and cost - effective options for facilitating public transit (Community Development) MEASUREMENT: On-going 21. Provide annual training for the Council Code of Ethics/Conduct [Town Manager's office, Legal] a. Engage University of Arizona Ethics program to provide specialized training b. utilize information and staff talent from the League of Arizona Cities and Towns MEASUREMENT: Hold annual review Strategic Plan 111 10 22. Hold annual Council /Leadership team strategic plan review and goal setting for budget preparation MEASUREMENT: Annual meeting held and issues identified for budget /strategic planning 23. Develop a dashboard view of critical indicators for Council and public to better understand financial, personnel, and program /project status [Finance, Technology Services, Communications and Marketing] MEASUREMENT: Monthly update provided on -line and presented at department head meeting 24. Adhere to the principles and tenets of the Council/Manager form of government, including the ICMA Code of Ethics (Manager's office, Legal) MEASUREMENT: Hold annual review 25. Continually seek and evaluate new water resources to increase the Town's water portfolio (Utilities) MEASUREMENT: on -going FOCUS AREA: INNOVATION PRINCIPLE STATEMENT 1 We will explore bold ideas and best practices as a catalyst for forward - thinking and visionary community leadership. INITIATIVES: 1. Encourage, reward and facilitate innovative ideas [Human Resources] a. Recognize employees and members of the community through recognition and rewards programs b. Identify methods and opportunities for showcasing Marana achievements c. Participate in award and recognition events for Town programs, projects and services as opportunities arise MEASUREMENT: Program elements implemented within one -year of adoption of Strategic Plan III 2. Invest in professional development and continuous learning for employees including education assistance, cross - department staff rotation, job-related training and certification [Human Resources] Strategic Plan 111 11 a. Encourage Town staff to seek certifications and credentialing to expand professional expertise b. Link employee training to an identified need or goal c. Identify and implement a succession /growth development plan for Town employees (Human Resources, Manager's office) MEASUREMENT: on -going 3. Enhance MaranaIs on -line presence to increase visibility, information - sharing and community engagement (Technology Services, Communications and Marketing) MEASUREMENT: on- going, monitor monthly 4. Develop an on -line educational tool to highlight departments and Town of Marana services (Manager's office, Communications and Marketing) MEASUREMENT: To be completed within one -year of adoption of Strategic Plan III S. Research and develop policies that support choices for environmental design and energy efficient construction (Planning, Engineering) MEASUREMENT: To be completed within two -years of adoption of Strategic Plan III PRINCIPLE STATEMENT 2 We will excel in communication and in the work we produce through internal collaboration and partnerships. INITIATIVES: 1. Create and engage multi - disciplinary work teams to ensure that in -house and external projects incorporate best practices, effective communications, and serve multiple service delivery goals (All departments) MEASUREMENT: on -going 2. Facilitate formal and informal two -way communication with employees and among and between departments to ensure better outcomes and avoid missed opportunities (All departments) MEASUREMENT: on- going, monitor monthly with department heads 3. Practice and support team- centered management (Human Resources, All departments) Strategic Plan 111 12 a. Define values and best practices b. Embed into performance management instruments and recruitment practices MEASUREMENT: On-going 4. Ensure accurate, timely, and sufficient information is available to employees and the public on the Town's website, social media sites, and other media sources (Communications and Marketing, Technology Services) MEASUREMENT: on- going, monitor weekly PRINCIPLE STATEMENT 3 We will align our organizational culture and internal processes and procedures to support an efficient and effective business - focused model for service delivery. INITIATIVES: 5. Ensure all information systems are current, relevant, and are easily accessible (Technology Services) MEASUREMENT: ongoing, monitor monthly 6. Enhance the Intranet to better serve employees (Technology Services, Human Resources, Communications and Marketing) MEASUREMENT: ongoing, monitor monthly 7. Implement performance -based pay philosophy and develop a pay incentive plan linked to the performance system (Human Resources, Manager's office) a. Create a performance -based pay system based on objective criteria linked to strategic plan goals and cultural values MEASUREMENT: on- going, Annual review through budget process 8. Support an organization of excellence through Values in Action initiatives (Human Resources, Manager's office) MEASUREMENT: ongoing, monitor monthly 9. Encourage organization and individual leadership through participation in professional organizations and achievement of professional certifications (All Departments) a. Support individual employee recognition by professional organizations Strategic Plan 111 13 MEASUREMENT; On-going 10. Formalize process improvement reviews of Town practices to continually improve efficiencies and effectiveness (Human Resources, Manager's office) MEASUREMENT: On-going FOCUS AREA: HERITAGE PRINCIPLE STATEMENT 1 'Ll11'e will seek to preserve the unique history and culture of Marana for generations to come. INITIATIVES; 1. Document Marana's history including its neighborhoods and business districts with maps, photos, written histories, and artifacts (Community Development, Technology Services, Manager's office) a. Work with community partners and heritage organizations to create oral and written history using traditional and social media outlets b. Encourage the use of online educational resources c. Develop an inventory of places d. Identify significant historic properties, areas, images and traditions e. Begin the planning process for recognizing /preserving historic places f. Explore staffing needs related to supporting heritage focus area MEASUREMENT: on -going 2. Collaborate with historic preservation organizations (Community Development, Airport, Parks, Manager's office) a. Collaborate with the Heritage Conservancy b. Partner with the Pima Air and Space Museum and Pinal Air Park to promote the area's aviation history c. Plan for museum /cultural exhibits at the Heritage Park such as Cotton Oil Producer's Building d. Seek opportunities to attract cultural and historic displays for public viewing e. Provide support to the Heritage Conservancy for the annual Founders' Day celebration MEASUREMENT: On-going 3. Update and implement the Heritage Park Master Plan to showcase Marana's history while maximizing economic development, tourism opportunities and community events (Manager's office, Parks) Strategic Plan 111 14 a. Develop a business plan for the Heritage Park, including engaging stakeholders b. Continue implementation of the Heritage Park Master Plan c. Identify locations for interpretative historic monuments and markers within the Heritage Park and at various locations of historic significance around town d. Capitalize on cotton as the second wedding anniversary gift as an export tourism. product MEASUREMENT: Yearly progress report 4. Develop preservation incentive codes /overlay process to protect any current or future historical areas (Planning, Community Development) MEASUREMENT: Identified as part of Land Development Code Update process S. Expand and promote Marana Cotton Festival (formerly Fall Harvest Festival) as a showcase of the Marana quality of life and its farming and ranching roots (Special Events, Parks) MEASUREMENT: Annual process 6. Identify wags to promote and expand Marana's agricultural interests with "Farm to Table ", U -Pick, Farmer's markets, field trips, and unique crops (Special Events) MEASUREMENT: on -going 7. Strengthen agricultural research and development in the Marana area by engaging Universities and private interests (Economic Development) a. Partner with universities, agricultural cooperatives and other professional /academic organizations to initiate research and development programs including those involving unique crops MEASUREMENT: On-going 8. Identify architectural design standards for infrastructure projects that reflect key attributes and images of Marana's history (Planning) a. Encourage innovative ways to reflect Marana's history through architectural design MEASUREMENT: To be completed within one -year of the adoption of Strategic Plan III FOCUS AREA: RECREATION Strategic Plan III 15 PRINCIPLE STATEMENT 1 We will design, build and maintain appropriate high quality recreational amenities to enhance the quality of life for Marana residents and visitors. INITIATIVES: 1. Expand Marana's Loop system (Planning, Parks) a. Continue working with partners and neighboring jurisdictions to develop an extensive multi -use trail system in the Tortolita Mountains b. Provide connection points, benches, shade, water fountains and restrooms as part of new park amenities c. Encourage all new residential and commercial developments to find unique and creative ways to add value and to extend physical linkages to the Marana Loop system MEASUREMENT: On- going, monitor with each new development project 2. Pursue recreational and tourism development opportunities and projects (Parks, Economic Development) a. Implement recreational aspects of the tourism master plan b. Support youth and amateur athletic programs as a way to generate community involvement, recreational tourism, and showcasing Marana's public facilities c. Partner with public and private entities to promote Marana as a recreation destination d. Continue to promote recreational and tourism opportunities at regional sporting events e. Continue partnership with Oro valley to promote trails and tourism amenities MEASUREMENT: On-going 3. Encourage grade - separated path and trail crossings at all arterial streets, railways and major drainage ways (Engineering, Planning, Parks) MEASUREMENT: On-going 4. Review and update the Parks Master Plan, aligning the plan with the Town's strategic vision related to recreation a. Identify future regional, district, and community parks b. Identify linkages to tie neighborhoods, commercial centers and other areas together through bike lanes, trails, multi -use paths, and other recreational open space areas Strategic Plan 111 16 c. Seek ways to generate community interest to invest, support, and volunteer to help establish an even greater parks and recreation system MEASUREMENT: Complete update within two -years of adoption of Strategic Plan III 5. Identify and implement policies and procedures to ensure all projects within Marana promote the recreation focus area to include connectivity, recreation spaces, view sheds, multi -modal opportunities, and open space (Parks, Planning) MEASUREMENT: on- going, monitor with each project PRINCIPLE STATEMENT 2 We will promote a healthy and active lifestyle through Town programs and community partnerships. INITIATIVES: 6. Engage residents with creative and exciting neighborhood programming events such as movies, concerts, plays, and art exhibits (Special Events, Parks) MEASUREMENT: Citizen survey, social media comments, ongoing evaluation of each event 7. Ensure that new development (residential and commercial) includes connections to pathways and trail systems (Planning, Parks) MEASUREMENT: Monitor with each project 8. Continue to create path, greenway and trail linkage to parks, recreation facilities, schools, commercial development and other public infrastructure (Planning, Parks) a. Identify a master trails, bike, pathway, sidewalk plan for the Marana community, linking together the unique and separate development areas of the community MEASUREMENT: Monitor with each project, review annually 9. Support a multi -event complex plan for joint -use community centers or similar assets for a wide range of recreational and cultural amenities (Manager's office, Planning, Parks) MEASUREMENT: on -going Strategic Plan 111 17 10. Develop "Friends of the Parks" volunteer corps (Parks) MEASUREMENT: Complete within one -year of the adoption of Strategic Plan Iii 11. Seek partnerships with public and private entities to provide programs and enhanced services (Parks) a. Develop unique relationships to deliver programs and services without creating additional long -terra financial commitments MEASUREMENT: On-going 12. Develop strategies to engage the full spectrum of citizens (youth, young adults, parents, seniors) in recreational programming and activities (Parks) a. Utilize partnerships as a way to deliver programming services, if possible MEASUREMENT: Monitor monthly, on -going 13. Identify strategies to enhance and expand the Marana Senior program to be more inclusive, engaging, and dynamic (Parks) MEASUREMENT: On- going, monitor monthly, customer satisfaction surveys 14. Identify strategies to enhance and expand youth programs and activities with the goal to attract new families to the Marana community due to the reputation and service excellence provided by these programs (Parks) MEASUREMENT: On-going PRINCIPLE STATEMENT 3 We will capitalize on the uniqueness and value of the Sonoran Desert in our community planning and tourism attraction efforts. INITIATIVES: 15. Use recreation facilities and programming as opportunities to highlight the unique Sonoran Desert (Parks) MEASUREMENT: On-going 16. Identify regional destinations and recreational areas to showcase, educate and communicate about the Sonoran Desert (Parks, Economic Development) MEASUREMENT: on- going, annual review Strategic Plan 111 18 17. Develop tourism package about Marana's unique geography and recreational opportunities that can accompany a variety of marketing materials (tourism, commerce, sporting events) (Economic Development) MEASUREMENT: Complete within one -gear of adoption of Strategic Plan III Strategic Plan 111 19