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HomeMy WebLinkAbout2009 Strategic Plan II No No :: ON No NN No COMMERCE COMMUNITY BUILDING ik I RATE GC NIARANA HERITAGE PROGRESS INNOVATION RECREATION December 15, 2009 "Your legacy should be that you made it better than it was when you got it." - Lee Iacocca Marana Strategic Plan — Action Agenda for the Future The Marana Strategic Plan outlines the actions to be taken by the Town to address community needs and position Marana for future success. The Strategic Plan answers the following questions: • Where are we now? • Where do we want to be? • How do we get there? • How do we measure our success along the way? The Strategic Plan is not a rigid document but a flexible tool that will be used by elected leaders and staff to ensure that resources, both financial and human, are efficiently targeted at the most important priorities. It is more than a "wish list." It is a comprehensive blueprint to achieving Marana's vision. Ensuring Marana's quality of life as the community continues to mature is the ultimate goal. To achieve this goal requires diligent effort, leadership and commitment by all, including Marana's citizens. Implementing the Strategic Plan is a collaborative effort requiring citizens, businesses, community leaders, and staff to move forward on the action strategies, review performance, and institute course corrections when needed. The Strategic Plan is about community legacy building one step at a time. The achievements will be enjoyed by current residents as well as future generations. Working together, Marana can ensure that the community is an even greater place to live, work and play than it is today. "The only limits to our realization of tomorrow will be our doubts of today." - Franklin D. Roosevelt Marana Today — Abundant Opportuni"ti"es Marana is a community "Inspired by its past, committed to the future." Citizens and businesses have chosen Marana because of its quality of life, rich heritage, visionary leadership, small -town character and abundant opportunities. The attributes that make the community a great place to raise a family are the same assets that make Marana a quality business investment. Location Marana is strategically located within the Sun Corridor Megapolitan Region; one of 10 identified megapolitan regions in the U.S. where demographers estimate that the majority of future growth will occur. Marana consists of 126 square miles with 17 -miles of Interstate highway and rail frontage providing tremendous opportunities for attracting quality jobs so people can work closer to home. People Marana is a community of strong, diverse neighborhoods where residents are welcoming and friendly. People choose Marana because of its quality of life. The State of Arizona has been one of the fastest growing states in the country and this growth is projected to continue. Arizona's growth brings people and investment that will find quality places to live and raise a family in Marana. The population today is approximately 33,000 and is expected to grow to over 45,000 during the five -year strategic planning horizon. Environment /Cultural Resources Land is one of the community's most precious resources. Marana lies within the beautiful Sonoran Desert with wide open spaces and abundant wildlife. The Santa Cruz River and Tortolita Fan provide a unique setting and as a result of the confluence of waterways, the area has been attractive for settlement for more than 4,000 years. The people who settled left behind a rich legacy of cultural resources. Conservation and preservation of these assets are balanced with economic development and community sustainability. With opportunities there are challenges that must be addressed. Ensuring that the community has adequate water, sewer, transportation and public safety infrastructure to meet the growing demands of a maturing community is difficult, particularly in a financially - constrained environment. Self- determination and innovative leadership are the community traits that Marana has demonstrated in the past that resulted in overcoming seemingly insurmountable challenges. These traits will serve the community well as it takes advantage of its abundant opportunities. 2 "The future belongs to those who believe in the beauty of their dreams." Eleanor Roosevelt Vision for the Future — Marana's Strategic Framework The one certainty about the future is that it will be different than today. Rapid change is occurring all around. Marana's Strategic Framework outlines the vision for the future and identifies five focus areas with goals to achieve that vision. This vision is an achievable future state and dream rooted in reality. Overriding principles are those values that Marana strives to achieve in everything it pursues. Focus areas identify where resources (time, money and human resources) should be spent to achieve Marana's vision. Strategic goals are longer -term statements of achievement that, if pursued over time, collectively will implement the vision. Vision— Marana is the centerpiece of the Sonoran Desert experience, where fun and progress meet. Overriding Principals— Financial sustainability, collaboration with citizens, and developing strategic partnerships Five Focus Areas 1. Commerce 2. Community Building 3. Progress and Innovation 4. Heritage 5. Recreation Five Strategic Goals • Build upon the unique combination of assets to attract and maintain career - oriented commerce. • Create a safe community with a strong sense of place where diverse people are motivated to be involved and feel connected, needed and appreciated. • Foster an open atmosphere that embraces change, creativity, innovation and calculated risk. • Maintain a sense of community character by linking the past, present and future. • Showcase the unique Sonoran Desert environment by providing diverse recreational opportunities that create economic benefits and accommodate a healthy lifestyle. 3 The Strategic Framework also outlines the specific initiatives and action strategies that will be pursued over the near term by the Town of Marana. These initiatives and action strategies are intended to implement the related strategic focus areas and goals. Initiatives— Are defined as concentrated efforts that will lead to implementation of a related focus area and goal. Action Strategies —Refer to the specific activities that Marana will undertake within atwo -year timeframe. For each of the action strategies identified, staffing responsibilities and potential relative budget implications (range of impact: $ =low budget impact to $$$$ =high budget impact) are indicated. CI Marana's Action Plan Focus Areas: Commerce Center COMMERCE Community Building COMMUNITY BUILDING r Progress and Innovation PROGRESS INNOVATION Heritage that Ties the Past to the Future HERITAGE fi Recreation Capital of Arizona -1 RECREATION R ■■ ■■ ■■ ■■ 0 0 COMMERCE FOCUS AREA: Commerce Center GOAL: Build upon the unique combination of assets to attract and maintain career - oriented commerce. INITIATIVE: Initiate and complete the Economic Development Roadmap planning process that will guide decisions about economic diversification ACTION STRATEGIES (2 YEAR) STAFFING BUDGET • Complete Roadmap planning process as agreed upon by all involved parties Manager's Office, Legal, $$ -$$$ • Present draft and solicit feedback on Economic Development Roadmap from Finance, Public Services, citizen advisory commissions Development Services • Present plan for public comment via the Internet and open house events • Submit plan for Mayor and Council study and adoption • Use groups identified in the Roadmap to execute elements of the plan • Revisit plan on annual basis to check progress • Explore creative ways to encourage development along Tangerine Road while preserving existing recreational and open space elements in Tortolita Mountains • Identify industries and land uses that are appropriate for development along the Tangerine Road corridor (east of Interstate 10) through the Economic Roadmap process • Address the transition from the planning phase to the implementation phase upon the Economic Development Roadmap's Adoption Create a science and technology council with existing Marana major employers Manager's Office $ • Contact major Marana corporations • Create a list of interested participants and formulate a regular meeting schedule and scope of work Complete infrastructure master plan with representation from all utilities Manager's Office, Public $ • Include this plan as a subset of the Economic Development Roadmap Services, Development Services • Hold regular utility infrastructure subcommittee meetings to implement this element of the Roadmap ■■ ■■ ■■ ■■ 0 0 COMMERCE INITIATIVE: Identify Town resources to engage in the recruitment of new business and industry ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Review current tax rates and strategies Finance, Manager's Office, $ • Research and benchmark with what other communities have done in this area Legal Develop a strategy for attracting specific industries to Marana Manager's Office $$ • Use the Economic Development Roadmap process and steering committee to identify what industries match well with Marana • Develop guidelines for Mayor and Council use in reviewing projects to see if they match well with community • Develop a plan and budget for Town economic development staff to attend site selection and industry conferences and trade shows to attract companies to Marana Identify means to get "green" industries attracted to Marana Manager's Office, $ • Identify specific "green" industries Marana would like to attract Development Services • Research what elements "green" industries look for in a community Work towards making the Marana Regional Airport a "shovel- ready" place Public Services, Development $$$$ • Plan and fund utility infrastructure through CIP process Services Manager's Office, • Work collaboratively with Arizona State Land Department to promote job Finance development around the airport Consider annexing Pinal Airpark Manager's Office, $ • Perform a complete cost /benefit analysis Development Services, Public Services Assist shovel -ready property owners in marketing their sites Manager's Office, Technology $ • Create database on Town website for site - seekers to research properties Services located in Marana ■■ ■■ ■■ ■■ 0 0 COMMERCE INITIATIVE: Identify Town resources to engage in the recruitment of new business and industry ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Expand use of existing State of Arizona incentive programs, including job training Manager's Office, $ grants and enterprise zones Development Services • Perform survey of area businesses to determine which are currently using State of Arizona incentive programs • Offer educational workshops or materials to employers on programs available • Market applicable available properties as being eligible for enterprise zone Town Manager's Office, $ credits and reimbursements Finance INITIATIVE: Identify resources and a strategy that supports the retention of existing businesses ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Create and implement a comprehensive business retention plan Manager's Office $ • Continue support of and increase interaction and co- sponsored programs with Marana Chamber of Commerce • Increase contact with existing businesses to determine their needs • Research a "buy local" marketing plan for Marana Incorporate a "buy local" element, where possible, into the Town's purchasing and Town Manager's Office, $ procurement policies Finance Identify redevelopment districts and establish incentive program to expand existing Development Services, $ businesses or move new businesses within district boundaries Manager's Office, Legal • Research what other communities have done in this area and benchmark with successful communities Enhance Town website to showcase local businesses Manager's Office, Technology $ • Research hosting a business directory on Town website Services Create the ability to train a workforce quickly Manager's Office $ • Enhance relationships and co- sponsored programs with K -1 2 and higher education institutions • Market State of Arizona and other job training grants and programs to area businesses ■■ ■■ ■■ ■■ 0 0 COMMERCE INITIATIVE: Evaluate annexation options that enhance commerce /business/industry and other strategic plan initiatives ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Evaluate and provide cost benefit analyses of strategic annexations into Pinal County Development Services, Legal, $ and other areas to protect Town's interests Finance, Manager's Office $ • Create and use cost - benefit analysis process tied to the Strategic Plan focus sectors /existing and future businesses $ areas for evaluating annexations Explore planning for multi -use arena in central business district Development Services INITIATIVE: Promote central business district and downtown projects to attract and retain commerce and strategies for funding and completing those projects ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Develop comprehensive downtown business plan Manager's Office $ • Convene stakeholders group with representation from public and private $ Pursue funding for retention basin sectors /existing and future businesses $ Pursue mechanisms to incentivize alternative energy industries Explore planning for multi -use arena in central business district Development Services $ • Identify potential sites, funding sources, and long -term viability for this type of $ facility INITIATIVE: Pursue legislative initiatives that support Marana's efforts to attract and retain commerce ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Protect flight property tax revenues required to fund airport capital projects Manager's Office $ Pursue areas to increase commerce - related grants Manager's Office $ Pursue funding for retention basin Manager's Office $ Pursue mechanisms to incentivize alternative energy industries Manager's Office $ Protect and expand existing legislation that enhances economic development Manager's Office $ INITIATIVE: Identify economic development incentive policies and potential impacts ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Develop incentive program policies to attract career - oriented commerce Manager's Office, Finance, $ ■■ ■■ ■■ ■■ 0 0 COMMERCE • Research and benchmark with what other communities have done in this area Legal, Development Services ACTION STRATEGIES (2 YEAR) • Review existing incentive agreements to determine what has been effective BUDGET Engage in more frequent contact with representatives from the Arizona Department of • Develop incentives policy for Mayor and Council use in decision making $ Commerce, Arizona State Land Office, and other related offices to inform them of • Market incentives available to potential new employers Town's needs and plans Create & market new economic development incentives specifically for Marana Manager's Office, Finance, • Research and benchmark with what other communities have done in this area Legal, Development Services $ INITIATIVE: Identify and solidify partnerships throughout the state and the region that will facilitate commerce and commercial and industrial development activities ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Engage in more frequent contact with representatives from the Arizona Department of Manager's Office, $ Commerce, Arizona State Land Office, and other related offices to inform them of Development Services, Public Town's needs and plans Services ffel 0 COMMUNITY BUILDING FOCUS AREA: Community Building Goal: Create a safe community with a strong sense of place where diverse people are motivated to be involved and feel connected, needed and appreciated. INITIATIVE: Secure all necessary water resources and infrastructure ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Continue the legal process to secure rights to effluent Legal, Public Services, $$$$ Manager's Office Consider acquisition of City of Tucson water system located in Marana Legal, Public Services $$$ Manager's Office Provide necessary staff to delineate the Town's desire to locate the proposed CAP Parks, Development Services , $ reliability reservoir at the Tangerine Road location Public Services, Manager's Office Review and propose new codes and /or amendments for water conservation and Development Services, Legal, $ development of new resources Public Services • Review and propose codes and ordinances that require sustainability plans for residential, commercial, industrial and agricultural land uses • Review the residential irrigation code /differentiate between domestic supply and irrigation supply for SFR's and commercial units /dual metering /regulations on certain types of landscaping • Require the continuation of development of non - potable systems and storage through -out the Town of Marana • Review codes to include native plant and low -water usage landscape requirements within publically owned and maintained areas Pursue legislation regarding stormwater and the ability to receive recharge credits Public Services, Legal, $ Manager's Office Support the continued development of a non - potable reservoir at the termination of Finance, Manager's Office, $ Postvale Road Public Services • Identify location, funding needs, and potential partnerships 12 0 COMMUNITY BUILDING INITIATIVE: Secure all necessary water resources and infrastructure ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Identify cost and scope to redesign landscape at municipal complex to incorporate xeriscape landscape design Development Services, Public Services $ Identify and consider options for resource acquisition and infrastructure improvement Manager's Office; Public Services $$$$ INITIATIVE: Maintain the current level of service or better to keep residents safe and secure ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Create metrics with baseline of current service levels All Departments $ • Identify metrics and measures. (Response times, calls, issues) • Identify benchmarks with other similar communities Develop an infrastructure plan and inventory of existing facilities Public Services, Parks and $$ • Create a preventive maintenance plan for the existing infrastructure within the Recreation, Finance Town of Marana Periodically conduct community survey to identify citizen preferences Parks and Recreation, $$ • Perform assessment of current public safety services to see if they are Manager's Office generating value for the cost (e.g. police special units) Update the disaster recovery plan and emergency operations planning and include Police, Public Services, $ outreach to the public Manager's office • Identify strategies to address emergency response needs and access for east and west sides of 1 -1 O/UPRR/Santa Cruz Identify scope and resources needed for a facilities master plan for the town Development Services, Public $ Services Evaluate providing satellite services at alternative locations to the MMC Manager's Office, Finance, $$ • Consider use of police mobile command center to provide police services Development Services, Public • Evaluate centralized cashiering function Services, Police Explore the current fiscal realities methodologies and strategies to diversify revenues Manager's Office, Legal, $ so levels of service can be maintained and /or to identify alternative means of service Finance, Public Services delivery. Examine the Town's cost and fee structures for programs. Examine a tiered 13 0 COMMUNITY BUILDING INITIATIVE: Maintain the current level of service or better to keep residents safe and secure ACTION STRATEGIES (2 YEAR) STAFFING BUDGET user fee system for residents vs. non - residents - especially if the alternative is to Police, Public Services, $$$ eliminate. Development Services Develop more detailed methods for making programs (e.g., recreation) sustainable Manager's Office, Parks and $ over the long term and to ensure long tern operations and maintenance. Recreation, Public Services, $ ensure safe and consistent disposal of solid waste Finance Explore ways to partner with other organizations to maintain service levels and Manager's Office, Legal, Parks $ maximize resources. Examples of partnerships could include greater joint use of and Recreation facilities with MUSD. INITIATIVE: Identify short- and long -term solutions to solid waste disposal for the Town and its residents ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Develop an education and outreach program to prevent wildcat dumping and preserve Police, Public Services, $$$ natural beauty; ensure adequate funding for code enforcement, MPD and Courts for Development Services increased wildcat dumping Investigate the opportunities to develop partnerships with public and private entities to Public Services, Development $ ensure safe and consistent disposal of solid waste Services, Manager's Office • Investigate public private partnerships that develop revenue for the Town INITIATIVE: Ensure that engineering and design solutions are implemented to protect (mitigate) businesses and residents from flood events ACTION STRATEGIES (2 YEAR) STAFFING BUDGET M 0 COMMUNITY BUILDING INITIATIVE: Ensure that engineering and design solutions are implemented to protect (mitigate) businesses and residents from flood events ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Finalize FEMA map revision process Development Services $$ • Work to remove existing structures out of FEMA designated impact areas, by improvement district to spur infrastructure development investigating engineering solutions to allow business and residences not to be • Provide redevelopment opportunities to create facade and landscaping required to maintain flood insurance. improvement programs for existing businesses on Sandario Road so that they • Ensure that all proposed engineered solutions are the best engineering will fit in with the downtown vision and appearance practices to protect the town and future residents —each proposal shall be Develop and Identify a marketing branding strategy and outreach program analyzed with the finalized CMG drainage model $$$ • Develop identify theme that can be maintained throughout all segments of Investigate funding opportunities for the construction of the Barnett channel Development Services, $ Manager's Office Undertake branding initiative and website redesign Begin the preliminary design for Marana road alignment channel which will be Development Services, Public $$ necessary to facilitate development in NW Marana Services Hold public education sessions on flood hazards Development Services $ • Hold workshops on various rate plans for insurance Use legislative resources to obtain allocation from federal government for flood Manager's Office $ insurance mitigation INITIATIVE: Create a sense of community identity and "community place" ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Continue to support the development of Marana's main street downtown development Manager's Office, Development $ • Continue to investigate the development of a Marana Main Street downtown Services improvement district to spur infrastructure development • Provide redevelopment opportunities to create facade and landscaping improvement programs for existing businesses on Sandario Road so that they will fit in with the downtown vision and appearance Develop and Identify a marketing branding strategy and outreach program Manager's Office $$$ • Develop identify theme that can be maintained throughout all segments of Marana Undertake branding initiative and website redesign Manager's Office, Development $$ W 0 COMMUNITY BUILDING INITIATIVE: Create a sense of community identity and "community place" ACTION STRATEGIES (2 YEAR) STAFFING BUDGET • Ensure Marana "signature" design on public facilities Services, Public Services, Parks $$ • Develop an Airport terminal that is a landmark within the Town of Marana and Recreation • Freeway interchange design Manager's Office, Development $ Work with post office to change zip code to Marana zip code Manager's Office, Town Council $ Continuously evaluate and improve the citizen advisory boards and commission process Manager's Office, Town Clerk $ including recruitment, training, outreach, reporting, and communication with the Town Council INITIATIVE: Improve community involvement and education ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Identify an outreach and education plan Manager's Office $$ • Partner with other entities, schools and organizations Work with schools to explore the possibility of locating new educational facilities in Manager's Office, Development $ Marana to increase knowledge and skills required to support a diverse community. Services • Explore the possibility of acquiring a distance learning center • Explore the possibility of a 4 -year University extension • Explore ways to assist and support improvements to our educational system including support for vocational training and development of education facilities within the town. Expand Town volunteer program Manager's Office, Parks and $ Recreation Focus on the importance of improved communication and interaction. Identify and Manager's Office $ implement ways to have council members more engaged in community meetings and activities so that information can be disseminated from the Town's leadership (e.g., develop a community activities calendar for Council members so that they can attend more community event and meetings). 0 COMMUNITY BUILDING INITIATIVE: Partner, support, and promote the development of healthcare facilities ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Continue to fast -track and prioritize health care facility development applications Development Services, Public Services $ INITIATIVE: Create a culture and instill a value of community building with our employees ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Establish a volunteer program where employees can use hours to volunteer within the community Human Resources $$ Create a "safe place" for employees to have input on projects and processes Manager's Office $ Implement employee and citizen think tanks for big projects Development Services, Manager's Office $$ INITIATIVE: Partner, support and promote the development of diversified and affordable housing opportunities for residents ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Partner with agencies to promote and provide affordable housing alternatives, such as Habitat for Humanity Community Development $ Seek grants and other alternative forms of funding for affordable housing and housing assistance Community Development $ Continue to plan for the Honea Heights Affordable Housing Project Community Development $ Continue to identify needs and pursue alternative funding sources for rehabilitation of infrastructure in the older neighborhoods and Colonias Community Development $ WI 0 PROGRESS IN NOVATI ON FOCUS AREA: Progress and Innovation GOAL: Foster an open atmosphere that embraces change, creativity, innovation and calculated risk. INITIATIVE: Create an organization of excellence ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Evaluate and identify programs and processes to encourage innovation and risk - taking Human Resources, Manager's $ by employees Office • Consider a rotation program for employees to observe and experience other positions within departments and the town as a whole • Implement a suggestion program for employees • Identify strategies to create an environment that facilitates regular cross functional meetings for planned risk taking • Evaluate a way to celebrate and reward employee risk taking and make recommendations to the Town Council • Create an employee "think tank" process, and periodically schedule sessions that focus on organizational opportunities and issues Research and implement a process for identifying and reporting metrics and measures Town Council, Manager's $ that can be used to guide management decisions and provide information about council Office policy direction (performance measurement program) • Identify opportunities /process to collect data and report measures that are indicative of the town's performance in key focus areas of the strategic plan • Identify opportunities /process to collect data and report operational measures that assist with management • Identify communities that can serve as benchmarks 0 PROGRESS IN NOVATI ON INITIATIVE: Create an organization of excellence ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Continue employee education and professional development programs including tuition Human Resources, $$ reimbursement, certification training, safety training, and other business workshops Manager's Office • Use in -house expertise to teach training programs • Offer internal training workshops on employee skills, including business and professional writing, customer service skills, etc. • Create and implement a town -wide safety committee /program Survey and monitor best - practices in both the public and private sector All Departments $ • Utilize membership in the Alliance for Innovation and be active participants • Network with communities throughout Arizona to learn about innovative practices • Ongoing identification, evaluation and recommendation of tools, processes and programs that enhance citizen communication and involvement and promote the transparency of governmental operations and decision - making Retool Marana 101 Marana 101 Committee, Town $ • Reconvene the Marana 101 Committee to discuss new ideas Clerk, Human Resources • Set up a regular meeting schedule for the Committee to evaluate the program's progress • Use survey data from program participants to continually evaluate how to improve Continue to find avenues to increase communication with and between employees Manager's Office, Technology $ throughout all levels of the organization Services, Human Resources • Town Manager should hold regular meetings with all levels of employees to solicit input on major issues • Enhance the "INTRAnet" site and implement strategies that encourage employees to utilize the site • Implement an organization -wide communication program about the strategic plan that includes opportunities for ongoing employee input 19 0 PROGRESS IN NOVATI ON INITIATIVE: Create an organization of excellence ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Link the strategic plan to the employee performance management system Human Resources, Manager's $$ $$ Office, All Departments Office, All Departments Leverage the use of technology in communicating with residents and employees Manager's Office, Technology $ • Create an electronic directory of town services Services Continue to improve internal communications Manager's Office, Human $ Resources, All Departments Ensure the Strategic Plan addresses the impacts that environmental restrictions (e.g., Manager's Office, $ Cap and Trade) will have on Marana. Ensure that there is a focus on energy efficiency Development Services, Public Development Services in the Strategic Plan. Services INITIATIVE: Encourage excellence and innovation within the community and the same from projects being proposed by developers and those looking to invest in Marana ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Create or participate in recognition opportunities that show community innovation Town Council, Manager's $$ • Apply for regional and national recognition programs such as Common Ground Office, All Departments Awards, professional association recognition programs, etc. • Develop a uniquely Marana award program for residents or businesses who make significant and innovative contributions to the community • Create recognition opportunities to show -case developers who incorporate innovative and sustainable landscaping designs into projects Develop a comprehensive "green building" program for both private and public Development Services $$ construction • Analyze and update town building and land development codes as appropriate to account for new innovations in "green building" and sustainability • Research and develop policies for implementation and incentives to build in a sustainable manner 20 0 PROGRESS N NOVATI OICI INITIATIVE: Encourage excellence and innovation within the community and the same from projects being proposed by developers and those looking to invest in Marana ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Evaluate documents and processes to identify links to strategic plan focus areas and a Manager's Office, Finance, $ mechanism for including those links Development Services • Utilize the strategic plan in the development of the CIP and the annual budget • Identify links to the strategic plan during review of development applications Courts $ • Identify links to the strategic plan as part of the Economic Development Road Map process INITIATIVE: Create processes and programs that encourage creativity, innovation and calculated risk ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Create an award program (including non - monetary rewards) that recognizes employee Human Resources $$ innovation and achievements directly related to the Strategic Plan and mission - critical Resources initiatives Work with Marana Municipal Court to implement community service program with Courts $ offenders • Research and benchmark with what other communities are doing in this area Partner with Chamber to create an award for Marana businesses that encourage Finance, Manager's Office $ innovative thinking INITIATIVE: Develop partnerships, policies and programs that foster innovation and effective use of taxpayer resources ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Partner with higher education institutions and community organizations Manager's Office, Human $ • Discuss with Pima Community College and the University of Arizona the Resources feasibility of holding classes at municipal facilities, both during and after hours; work to match class locations to their respective fields of study in the workplace (e.g. aerospace engineering classes at the Marana Regional Airport, recreation and natural resources classes at Parks & Recreation facilities, etc.) 21 rt PROGRESS IN NOVATION 22 Explore options to partner with other organizations for training and employee development opportunities Human Resources $ Identify partnerships and IGAs with other communities in the region where mutually beneficial solutions to service delivery can be achieved All Departments $ 22 00 1 HERITAGE FOCUS AREA: Heritage that Ties the Past to the Future GOAL: To maintain a sense of community character by linking the past, present and future. INITIATIVE: Incorporate and showcase Marana's heritage in its signature events ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Expand Founders' Day to be a weekend event, Parks and Recreation, Police, $$ • Add Western Heritage theme. Public Services $$ • Provide "living culture" activities /re- enactments Town Council, Parks and Recreation, Manager's Office $ • Incorporate Native American tribes and Spanish expeditions into heritage displays, and activities • Develop options to expand and /or reinvent the Founders Day celebration to encourage more participation by residents, businesses and various Marana organizations like the Marana High School Alumni Association Evaluate need for Heritage and Arts Board or Commission Manager's Office, Town $ • Identify staffing to Commission Council, Parks • Identify role and projects Identify other events that could be held at Heritage Park. Parks and Recreation $ Create a naming program to give historically significant names to parks and public Town Council, Manager's $ facilities Office, Parks, Development • Revise public naming guidelines Services, Public Services INITIATIVE: Establish or support organizations that promote the Town's heritage and history ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Review and propose a policy that identifies how public art on new construction projects is to be heritage related Public Services, Development Services, Manager's Office $ Partner with groups that support Anza Trail to evaluate a multi - jurisdiction historical re- creation of the Anza Trail journey Parks and Recreation $$ Request that a representative from the Town serve on Western Heritage Committee Town Council, Parks and Recreation, Manager's Office $ 23 0 HERITAGE INITIATIVE: Establish or support organizations that promote the Town's heritage and history ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Create a "Marana Hall of Fame" recognition program for significant community Parks and Recreation, Town $$$ achievements Clerk $$ Support and participate in the proposed Santa Cruz Valley National Heritage Area Parks and Recreation, $ and CIP. Manager's Office Identify opportunities to partner with the Marana Heritage Conservancy (501 C3) to Manager's Office, Parks and $ enhance the heritage activities in the community. Develop a strategy that identifies Recreation, Finance opportunities for coordination and partnering to implement the Strategic Plan's Heritage initiatives. INITIATIVE: Continue to use the founders' experience or expertise in all future community activities ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Involve ethnic history preservation organizations from the local community in Town's heritage planning and development Parks and Recreation $ INITIATIVE: Build facilities that focus on the Town's heritage ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Identify properties that are historical or will be historical (inventory) for potential preservation efforts Development Services $$$$ Create Marana historic building code Development Services $$ Partner with private and non - profit sector to fund historic facilities Parks and Recreation $ INITIATIVE: Develop policies that link Marana's heritage to projects and programs ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Adopt architectural design standards that incorporate historical aspects of the Marana Development Services $$ region • Apply heritage design standards to Marana infrastructure development projects and CIP. 24 0 HERITAGE Support the inclusion of the Heritage Park as a public transit stop Community Development $ INITIATIVE: Document and disseminate Marana's history ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Evaluate option to partner with educational institutions to create oral history process and initiate project Parks and Recreation $ Identify and showcase the contributions of different people and ethnicities to the settlement and development of Marana Parks and Recreation $$ Explore partnering with MUSD to include Marana history component in curriculum. Parks and Recreation $ Insert history and culture content on website Technology Services, Parks $ 25 am I RECREATION FOCUS AREA: Recreation Capital of Arizona GOAL: Showcase the unique Sonoran Desert environment by providing diverse recreational opportunities that create economic benefits and accommodate a healthy lifestyle. INITIATIVE: Identify, undertake and/or complete planning processes for parks, open- space, and recreation facilities ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Create linkages with other parks and recreation facilities throughout the Tucson Parks and Recreation $ Metropolitan Area • Identify potential linkages in parks master plan • Identify opportunities to joint venture with other jurisdictions or private entities • Focus planning for joint use community centers or similar assets to provide a wide range of options Develop multi -event complex that would include rodeo, sports, and concerts Town Manager's Office, Parks $$$$ • Identify partners, funding sources, and potential locations and Recreation • Research financial viability of facility based on location and demographics • Create plan for development of facility Promote healthy outdoor lifestyle enhanced by historic culture Parks and Recreation $ • Identify recreation opportunities near historic sites (e.g. Heritage House, Santa Cruz River alignment, etc.) Incorporate major destinations /landmarks for recreation to ensure they are properly Parks and Recreation $ marketed and utilized • Identify major landmarks near recreation facilities • Create plan for locating trails, parks, and facilities near landmarks or other destinations Incorporate small desert parks at trailheads to create multiuse opportunities Parks and Recreation, $$$ • Identify locations where this type of development could occur Development Services • Revise land development code /development standards to require this type of construction 26 am I RECREATION INITIATIVE: Identify, undertake and /or complete planning processes for parks, open- space, and - - 'Mcreation facilities ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Develop the Bureau of Reclamation park site on Avra Valley Road Parks and Recreation, $$$$ • Meet with Bureau of Reclamation /Department of the Interior to ensure Manager's Office, Legal, Public Recreation, Public Services, agreements for park site are finalized Services, Finance Finance • Leverage legislative resources to fully fund this project • Begin site planning work (e.g. environmental, drainage, etc.) • Begin site planning work (e.g. environmental, drainage, etc.) Continue development of the shared -use path along the Santa Cruz River Parks and Recreation, Public Finalize Parks & Recreation Master Plan Parks and Recreation, Town $ • Complete all planning steps, including public comment and adoption by Town Council Council, incorporating elements from the Strategic Plan • Explore opportunities to connect the path to other sections region -wide • Include Town's recreational vision and goals for Tortolita Mountains area in • Consider the placement of benches, water fountains and restrooms along the Parks Master Plan shared -use path • Address the transition from planning to implementation of the parks and Explore options for the development of urban reservoirs or lakes Parks and Recreation Recreation Master Plan upon adoption. • Identify sites where this type of development could occur INITIATIVE: Pursue recreational and tourism development opportunities /projects that promote multifunctional use and enhance water reliability to attract visitors and tourism dollars ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Develop CAP reliability reservoir as a recreational amenity Manager's Office, Parks and $$$$ • Finalize all agreements with regional partners Recreation, Public Services, • Leverage legislative resources to fully fund this project Finance • Begin site planning work (e.g. environmental, drainage, etc.) Continue development of the shared -use path along the Santa Cruz River Parks and Recreation, Public $$$$ • Develop a plan for phasing the remaining sections within Marana limits; Services, Finance incorporate as appropriate in Capital Improvement Planning process • Explore opportunities to connect the path to other sections region -wide • Consider the placement of benches, water fountains and restrooms along the shared -use path Explore options for the development of urban reservoirs or lakes Parks and Recreation $ • Identify sites where this type of development could occur • Meet with Arizona Game & Fish Department to discuss partnerships 27 RECREATION Include an initiative /strategy to support the development of recreational amenities as Manager's Office, Public part of the planning for the Reliability Reservoir project. Staff will bring forward to Services, Development Services, Town Council the various decision points and partnering opportunities with Bureau of Parks and Recreation Reclamation regarding the project. 11 * 1 ITIATIVE: Pnsure that future development, land -use and projects protect and showcase the Sonoran Desert and all its inhabitants ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Complete the Habitat Conservation Plan Development Services, $$$$ • Continue stakeholder process to complete and adopt the plan Manager's Office, Finance, • Identify funding sources for implementation of the plan Public Services • Create process for monitoring and evaluating plan's progress and effectiveness over time Incorporate key initiatives from Strategic Plan into land development code Development Services, Legal $ • Reconvene land development code rewrite committee • Incorporate Strategic Plan initiatives into all development services publications (e.g. checklists, applications, codes, etc.) Develop IGA with Arizona State Land Department to control off -road use in Tortolita Parks and Recreation, Legal, $ Fan Manager's Office • Identify objectives and convene meeting with ASLD Research opportunities for a gun range and managed off -road trails Parks and Recreation $ • Identify potential locations for these amenities in future recreation facilities INITIATIVE: Increase visibility and participation by residents and visitors in Marana's "signature" events ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Incorporate recreational activities with major town events Parks and Recreation $$ • Explore the possibility of combining existing recreational events with existing major events • Use an "activities for all ages" marketing approach to event planning W am RECREATION INITIATIVE: Increase visibility and participation by residents and visitors in Marana's "signature" events ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Incorporate recognition and awards with appropriate "signature" events Parks and Recreation $$ Explore options for using community groups as volunteer labor for major events Parks and Recreation $ Improve major event marketing efforts • Incorporate non -Town employees into an event planning committee • Advertise activities for all ages at major events Parks and Recreation $$ Use the Heritage Festival to showcase local Marana culture (e.g. arts, food, heritage, community groups, etc.) Parks and Recreation $$ iiVITIATIVE: Create and implement marketing and outreach efforts that promote Marana as a recreation and tourism destination ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Advertise Marana as a year -round recreation tourism destination Manager's Office, Parks and $$$ • Use various outreach mechanisms to market Marana during the Accenture Match Recreation, Development Play Tournament Services • Develop partnerships related to the PGA tour to promote Marana as a destination Partner with tourism agencies Manager's Office, Finance $$$ • Perform acost /benefit analysis of joining various tourism and marketing agencies, including the Metropolitan Tucson Convention &Visitors Bureau Evaluate the benefits of hiring a marketing professional for the town Manager's Office, Human $$$ • Identify funding source, qualifications, and scope of work Resources, Finance Create a Tourism Development Plan Manager's Office, Parks and $$$ Recreation INITIATIVE: Explore the revenue diversification opportunities related to recreation and tourism ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Develop relationships with the hospitality industry to discuss incentives and cooperation Manager's Office, Finance $ 29 RECREATION INITIATIVE: Pursue recreational opportunities that showcase Marana's unique heritage ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Develop a business plan for the Heritage Park Parks and Recreation, $$ • Research using the Heritage Park for trade shows, recreational vehicle grounds, Manager's Office $ and other community fairs Continue to develop the Marana Heritage Park as a town amenity Parks and Recreation, Finance, $$$$ • Identify funding sources to construct buildings and other facilities; include in Public Services Capital Improvement Program where possible INITIATIVE: Pursue legislative initiatives that support Marana's efforts to provide recreational and tourism opportunities that create er ^nomic benefits such as a sports authority ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Continue to support the creation of a regional sports and tourism authority for Pima Manager's Office $ County using all legislative resources available $ opportunities (Oro Valley, National Parks Service, Forest Service, Pima County, Fish & INITIATIVE: Identify and enter into partnerships with public and private entities that make Marana a recreation destination ACTION STRATEGIES (2 YEAR) STAFFING BUDGET Research the benefits of soliciting additional sponsorships for major events Parks and Recreation $ Work with other governmental jurisdictions to explore joint recreation and event Parks and Recreation, Finance $ opportunities (Oro Valley, National Parks Service, Forest Service, Pima County, Fish & Game) • Use regular meetings between senior Parks and Recreation staff to discuss where duplicated services can be combined and funding can be conserved 30 am IF RECREATION 31 "The future is not completely beyond our control. It is the work of our own hands." - Robert F. Kennedy Implementation Making the Vision a Reality The success of the Marana Strategic Plan is measured by the effectiveness of its implementation over time. The promise to the residents of Marana is that through solid partnerships, diligent effort and innovative decision - making, progress will be made to position Marana as a model, sustainable community in the Southwest. Following are the steps to ensure that implementation moves forward. Strategic Plan Adoption — Town Council will adopt and /or readopt the strategic plan annually. Budget Process — Annually the Strategic Plan will be used as the blueprint for the development of the Town of Marana budget. Funding priorities will relate to the Strategic Plan. Department Work Program — All Marana Town departments will develop work programs that directly relate to the adopted Marana Strategic Plan. Keeping Score — Annually a Strategic Plan Progress Report will be developed to communicate achievements. The Progress Report will include quantifiable performance measures that the Town can monitor over time to track progress. Strategic Plan Revisions - The Town Council, along with input from residents and staff, will identify internal and external changes (economic, financial, legislative, etc.) that have occurred as well as priority shifts that may necessitate an update to the Strategic Plan. 31 "Never doubt that a small group of committed citizens can change the world; Indeed, it is the only thing that ever has." - Margaret Mead Acknowledgements The Town of Marana would like to thank the residents who provided their wisdom and time through discussions and participation in the development of the Marana Strategic Plan. Additionally, the Town Council recognizes the extraordinary effort and commitment of staff to ensure that Marana achieves all that the community envisions. Marana Town Council Mayor Ed Honea Vice Mayor Herb Kai Russell Clanagan Patti Comerford Carol McGorray Jon Post Roxanne Ziegler Your continued involvement is important to Marana's future success. Get involved and stay involved. Thank You 32 I No No :: ON No NN No COMMERCE COMMUNITY BUILDING ik 2009 STRATEGIC PLAN ACCOMPLISHMENTS HERITAGE PROGRESS INNOVATION RECREATION November 2009 ■■ ■■ ■■ ■■ 0 0 COMMERCE 2009 Accomplishments INITIATIVE: Initiate and complete the Economic Development Roadmap planning process that will guide decisions about economic diversification • Create a steering committee using recommendations from the Mayor and Council and the Town Manager • Develop scope of work for the Roadmap • Select qualified consultant(s) to facilitate the Roadmap process based on the scope of work and agreement for services • Work with consultant(s) and steering committee to develop timeline for Roadmap completion INITIATIVE: Identify Town resources to engage in the recruitment of new business and industry • Evaluate and analyze options related to the transient occupancy (bed) tax rate INITIATIVE: Identify resources and a strategy that supports the retention of existing businesses • Research labeling other areas of Marana as enterprise zones, empowerment zones, foreign trade zones, or other such designations; file appropriate applications if deemed prudent i MMUNIT1 BUILDING 2009 Accomplishments INITIATIVE: Identify short- and long -term solutions to solid waste disposal for the Town and its residents • Identify opportunities for transfer stations or other solutions to move solid waste to appropriate disposal sites • Review and provide a recommendations on potential ability to franchise solid waste contractors to Town Council INITIATIVE: Ensure that engineering and design solutions are implemented to protect (mitigate) businesses and residents from flood events • Research the opportunities to join the FEMA CRS system to reduce flood insurance premiums INITIATIVE: Improve community involvement and education • Include event notification, registration for parks programs, airport events, etc. on Town website • Hold regular meetings with MUSD superintendent 00 1 HERITAGE 2009 Accomplishments INITIATIVE: Continue to use the founders' experience or expertise in all future community activities Engage long time community members to be involved with Commissions, Boards • Amend Board and Commission policies to allow for ongoing founder's participation PR GRES INNOVATION 2009 Accomplishments INITIATIVE: Create an organization of excellence • Create environmentally friendly media (reduce paper copies, increase on -line use) • Develop policy that all newsletters generated by the Town should be available primarily by electronic means and secondarily by paper upon request • Research options for communication tools such as community list- serves; e- notifications; social networking sites, etc. INITIATIVE: Encourage excellence and innovation within the community and the same from projects being proposed by developers and those looking to invest in Ma rang • Include identification of Strategic Plan Focus Area in all items going before the council as part of agenda cover sheet • Develop summary communication materials for the public regarding the strategic plan