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HomeMy WebLinkAbout2012 Strategic Plan II_ ,I A� Y Ir i ce : am A •I t a� r 1. 1 � ��•; _ -. 1 � - � 3 1 c i T .E. E - _ sir ,: • I � A n a ti A Y - 3t 11 er t ® IL 1(9 •� 4y 4 =. T � INTRODUCTION The Marana Strategic Plan sets a course for action to be taken by elected leaders and professional staff to address community needs and position Marana for future opportunities. The Strategic Plan is not a rigid document but a flexible tool to guide and promote forward thinking. The achievements resulting from the Strategic Plan will be enjoyed by current residents and future generations. Working together, Marana can ensure that the community is an even greater place to live, work and play. TABLE OF CONTENTS MaranaToday ............... ............................... 4 Vision for the Future ...... ............................... 5 Vision Overriding Principles Five Focus Areas and Strategic Goals Commerce.................... ............................... 6 Community .................. ............................... 1 1 Progress & Innovation . ............................... 16 Heritage....................... ............................... 20 Recreation ................... ............................... 24 Index............................. ............................... 28 Marana is a community "committed to the future... inspired by our past." 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 Marana a great place to live and raise a family also make Marana a great place to do business. Location: Marana is a 126 square mile town strategically located between Phoenix and Tucson in the sun corridor. Marana has 17 miles of both Interstate highway and railroad mainline, providing tremendous opportunities to attract business and industry. Marana is in the beautiful Sonoran Desert with wide open spaces and abundant wildlife. Quality of Life As one of Arizona's fastest growing communities, the diverse opportunities for housing, recreation, and employment make Marana a choice destination for residents, tourists, businesses and industry. People have lived in this area for more than 4,000 years, leaving behind a rich legacy of history and heritage. Today the people of Marana carry on this legacy by balancing responsible natural resource conservation with robust economic development. Marana is focused on ensuring that the community has adequate water, sewer, transportation and public safety infrastructure to meet the demands of a growing community. Marana demonstrates self - determination and innovative leadership which serves the community well. MARANA STRATEGIC PLAN 11 UTAH CO NEVADA , ARIZONA 0 •GRAND CANYON U X w Q • KINGMAN • FLAGSTAFF W Z Z 0 • LAKE HAVASU CITY U • WICKENBURG U PHOENIX YUMA CASA GRANDE MARANA 'TUCSON MEXICO TOMBSTONE' PINAL COUNTY - - - - -- --- - - - - -- PIMA COUNTY sn MARANA ORO VALLEY TUCSON �� 4 Marana's Strategic Plan outlines the vision for the future and identifies five focus areas with goals to achieve that vision. The focus areas, with their corresponding goals, identify where resources (time, money and human capital) should be directed to achieve Marana's vision. Vision: Marana is the centerpiece of the Sonoran Desert experience, where fun and progress meet. Overriding Principles: • Financial Sustainability • Quality Public Service • Strategic Partnerships • Local Resource Investment Five Focus Areas and Strategic Goals: M Commerce COMMERCE Attract and maintain career - oriented commerce M Community COMMUNITY Create a safe community where all people are motivated to be involved and feel connected and valued Progress and Innovation Foster an open atmosphere that embraces change, creativity, innovation, and calculated risk © Heritage HERITAGE Strengthen community character by linking the past, present, and future Recreation Provide diverse recreational opportunities that create economic benefits and a healthy lifestyle The Strategic Plan establishes the specific initiatives and action strategies that will guide staff to achieve the Council's vision. Each Focus Area is addressed in a separate section of this Strategic Plan. The Focus Area Goal is stated at the beginning of each section followed by distinct Initiatives. These Initiatives are the concentrated objectives under each Focus Area, which will lead to implementation of the Goal. Within each of the Initiatives are Strategies to provide specific direction on methods to complete the Initiatives. Each Strategy has been assigned a specific department or division that will act as the Team Lead. The Team Lead will be responsible for the completion of the assigned Strategies and reporting on Success Indicators. The final section of each Focus Area is Success Indicators distinct quantitative measurements determined to best monitor the status of the Focus Area Goal. The start date for beginning to record and collect data is July 1 with quarterly or annual reporting intervals. MARANA STRATEGIC PLAN 11 low COMMERCE Attract and maintain career - oriented commerce COMMERCE N M Al ITr A Till . 1 Implement and periodically update the Marana Economic Roadmap to guide economic decisions. Strategies Team Lead a. Create a coalition of Marana -area science and technology employers Office of Strategic Initiatives b. Prepare utility infrastructure master plan to lay the foundation for future Utilities Department industry and development i. Promote partnerships with utility providers within Town limits c. Encourage, support, and provide technical assistance to Marana Business Development Center business start -ups d. Re -brand business areas as "Marana" Office of Strategic Initiatives i. Initiate an educational effort targeted at local media, business and industry groups ii. Use naming guides and link to Development Services addressing process ............... 11 J K11T1�T1 \/� Alloc and maximize town resources to engage in the recruitment, retention, and expansion of businesses and industry,, Strategies Team Lead ................................. ............................... ........................... ..............................d ......... ............................. a. Review and implement tax strategies to encourage development and Office of Strategic Initiatives expansion of business and industry ............................ ; ................................ ............................................................ ........... ............................... b. Target industries identified in the Marana Economic Roadmap Office of Strategic Initiatives i. Use the Marana Economic Roadmap process and steering committee to identify appropriate industries that match well with Marana's assets and meet long term goals ii. Develop a plan and budget for Town economic development staff to attend industry conferences and trade shows as part of the business attraction program iii. Make in- person contacts with national and state business leaders, inviting them to consider moving to or establishing a presence in Marana c. Develop the Marana Regional Airport as an economic activity center Public Services i. Complete infrastructure improvements along Airport Way and plan for an aviation - themed business park ii. Plan and fund new airport infrastructure through the CIP process iii. Collaborate with the Arizona State Land Department to maximize land use potential around the airport iv. Develop a marketing campaign to encourage business development and airport use v. Develop an airport terminal and /or jet center that showcases Marana d. Maintain a database of properties in Marana for the potential location Office of Strategic Initiatives of business and industry MARANA STRATEGIC PLAN 11 COMMERCE �� Strate .................... - ...... . .............. ....... . ..... ...................................... Team Lead I ..... o ........... ....... e. Maximize use of federal and state incentive pro Office of Strate Initiatives i. Make business and industr aware of available incentive pro ii. Make business and industr aware of properties eli for incentive pro ...... ..................... 11 ............... .......... ......... ................................ ............... f. Create and implement a comprehensive business retention plan Office of Strate Initiatives i. Continue to support and increase interaction with Marana Chamber of Commerce pro ii. Increase contact with existin businesses to determine their needs iii. Expand and continue the Marana "bu local" marketin plan iv. Develop a "Shop Marana" g ift/debit/credit card pro v. Incorporate a "bu local" element, where possible, into the Town's purchasin and procurement policies vi. Implement a marketin campai focusin on Marana as the most business friendl place in Arizona ..................................................... ............... ......... ................................ . .. .............. .... g . Identif areas in need of redevelopment Plannin Department i. Identif viable pro and incentives ............. ............... ................. I ................ .............. ....................................... ............................. . h. Enhance Town website and applications to showcase local businesses Technolo Services i. Research hostin a business director on Town website ii. Develop web applications for business development services, processes, and project trackin i. Enhance available workforce b increasin knowled and skills re Office of Strate Initiatives to support a diverse communit i. Partner with area workforce investment and career services pro ii. Enhance relationships and co-sponsor pro with K -12 and hi education institutions iii. Facilitate partnerships amon Marana emplo and area career services pro iv. Make area businesses aware of state and other job trainin g rants and pro v. Explore the possibilit of ac a distance learnin center vi. Explore the possibilit of a 4- Universit extension vii. Explore the possibilit of technical vocational pro viii. Partner with the Universit of Arizona and other institutions to create an en incubator I ......... I ............... ......... ......... .................... ......... .............. j. Continue to full implement and allocate resources to the Business Mana Office Development Center ................ ................ ......... .......... ............... .............. .......... ... k. Capitalize on the international exposure attained from the Sonoran Desert Office of Strate Initiatives settin special events, and world class amenities to expand and diversif Marana's economic and business environment ................................................................................ ......... ..................................... ................... I. Develop incentive policies to attract career-oriented commerce Office of Strate Initiatives i. Research and develop competitive benchmarks ii. Evaluate the effectiveness of existin incentive policies iii. Market incentives to potential new emplo ............................................................................................. ........................ m. Adopt a special license pro allowin businesses and nei Plannin Department to improve and landscape adjacent ri ............................................................................ ............... ...................................... .............................. . MARANA STRATEGIC PLAN 11 COMMERCE N M �m Encourage the development of the Marana downtown /Main Street. Strategies Team Lead a. Develop a comprehensive downtown business plan Planning Department i. Invite public and private sector stakeholders to participate in the plan's development b. Identify a permanent location for multi -use arena in the Marana downtown /Main Street area i. Identify funding sources and long -term economic viability for the multi -use arena Planning Department Identify and solidify partnerships throughout the state and region that will assist Marana in commercial and industrial development activities. Strategies Team Lead a. Engage representatives from various state agencies and other economic Manager's Office development organizations to advance Town goals b. Continue collaboration with the Arizona Transportation and State Land Office of Strategic Initiatives Departments and Commerce Authority to increase land -use potential within the following Economic Activity Centers: i. Heritage Activity Center ii. Dove Mountain Activity Center iii. Tangerine Road 1 -10 Activity Center iv. Tangerine Corridor Activity Center v. Airport Activity Center vi. Downtown Activity Center vii. South Marana Activity Center viii. Twin Peaks Activity Center ix. Transportation Logistics Zone Activity Center ......... I ........ I ....................................................................................... ............................... . c. Maximize public - private partnerships to drive development Manager's Office Evaluate and implement annexations that enhance commerce, business, industry and other Strategic Plan initiatives. Strategies Team Lead a. Evaluate and execute strategic annexations into Pinal County and other Planning Department areas with the assistance of regulatory agencies and public and private entities i. Annex Pinal Airpark ii. Complete annexation of Twin Peaks interchange area ...................... I ................. ............................... ............................... ........................................................ MARANA STRATEGIC PLAN 11 COMMERCE �� Promote development of the Economic Activit Centers as outlined in the Marana Economic Roadmap. Strate Team Lead ....................... I-- ............................................................ I .......................................... .......................................... a. Create economic development concepts for the followin Office of Strate Initiatives i. Herita Activit Center ii. Dove Mountain Activit Center iii. Tan Road 1-10 Activit Center iv. Tan Corridor Activit Center v. Airport Activit Center vi. Downtown Activit Center vii. South Marana Activit Center viii. Twin Peaks Activit Center ix. Transportation Lo Zone Activit Center .............................................................. I ............................................................................................................. I N� T�� T � %1� Ativel articipate in the le process to support Marana 1 s efforts to attract, retain, and expand commerce. Strate Team Lead ............. ............................... ............................................................. ............................................................. a. Protect fli propert tax revenues re to fund airport capital projects Office of Strate Initiatives .............. .............. .............. .............. .............. .............. ............... b. Protect and expand le that enhances economic development Office of Strate Initiatives for cities and towns ....................... ................................ .............. ...................................... ................... ............... c. Pursue mechanisms to incentivize alternative ener industries Office of Strate Initiatives ......................... ..................... ............................... ....................................................................... I ................ SUCCESS INDICATORS Focus Area: Commerce .............. . ........................................................................ .............................................................. Focus Area Goal: Attract and maintain career-oriented commerce ........................ ......... I ....................................................... .............. ...................................... Indicator Start date Fre Team Lead I ............ ...... ............. ................ Track sales tax revenues q uarterl y Jul 1, 2012 Quarterl Finance Department I .............. I ............... ..................... .............. I .................... I I ............... 11 .................... Track the number of new business licenses Jul 1, 2012 Quarterl Finance Department .............. ............................. ............. ... ..... Processin of permits and licenses Jul 1, 2012 Quarterl Business Development Center internal timelines ... * ......... ....................................................... ..................................... .................... I ................. Track airport statistics includin base Jul 1, 2012 Quarterl Public Services aircraft, fuel sales, and landin .... I ....... - ..... ... .... ................................................................................... ......................................... MARANA STRATEGIC PLAN 11 R COMMUNITY Create a safe r r r r r r r r r r r r r r r r r r r r r r community where all people are motivated to be involved and feel connected and valued COMMUNITY , I K11T1 A TIX/ip Secure all necessary water resources and infrastructure. Strategies Team Lead a. Continue the acquisition of wastewater resources Manager's Office b. Review and propose new codes and /or amendments for water Utilities Department conservation and development of new water resources i. Create code provisions that promote sustainability for residential, commercial, industrial, and agricultural land uses ii. Maximize the use of non - potable water for landscaping iii. Require non - potable systems and storage throughout Marana iv. Use native plant and low -water landscaping in publicly owned and maintained areas c. Identify and consider options for: Utilities Department i. Acquiring renewable resources ii. Constructing recharge projects iii. Purchasing recharge credits d. Ensure water resources are available for our citizens Manager's Office i. Develop a favorable IGA with the City of Tucson for water delivery, maintenance and wheeling ii. Pursue acquisition of the City of Tucson water system located in Marana .................................................................................................................................................... ............................... . INITIATIX/17 I Provide quality services to keep the community safe and secure. Strategies Team Lead .............. ._...................................... ........................................................................................... ............................... a. Track desired levels of service with performance measures Manager's Office i. Identify best practices of similar communities b. Preserve Town infrastructure Public Services i. Develop an infrastructure plan ii. Inventory of existing facilities iii. Create a preventive maintenance plan c. Conduct a periodic community survey to identify citizen perceptions Community Development & and expectations Neighborhood Services d. Update the disaster recovery plan and emergency operations plan Manager's Office i. Develop emergency response strategies for 1- 10 /UPRR /Santa Cruz River ii. Conduct regular emergency response drills and exercises iii. Include public outreach e. Create a Town facilities master plan Public Services ........................ ............................... m........................................................................................... ............................... f. Provide multiple Town service locations that incorporate community rooms Public Services MARANA STRATEGIC PLAN 11 COMMUNITY � AI DTI A TIN* *. Ensure that future development, land use, and projects protect and showcase the Sonoran Desert. Strategies Team Lead ................... ......... ............................... .................................. ............................... .............. ............................... a. Apply strategies found in the Habitat Conservation Plan during Development Services implementation of new projects i. Create process for monitoring and evaluating the plan's effectiveness ........................ ............................... ................. ....... ............................... b. Incorporate key initiatives from the Strategic Plan into land development code Development Services i. Continue land development code revisions .................................................................................................................. ............................... . ............................... c. Identify financially sustainable long -term solution to the Tortolita Preserve Manager's Office state land lease ................................................................................................. ............................... .................... ............................... d. Create an open space plan in conjunction with development and recreation Planning Department 7 k i Pirl Develop diverse housing opportunities for residents of all income levels. Strategies Team Lead a. Partner with agencies to promote and provide affordable housing Community Development & alternatives for Marana residents Neighborhood Services b. Seek grants and alternative funding for affordable housing and housing Community Development & rehabilitation assistance Neighborhood Services c. Continue to identify needs and pursue alternative funding sources for Community Development & rehabilitation of infrastructure in older neighborhoods and Colonias Neighborhood Services d. Promote the development of a balanced portfolio of housing, including Community Development & multi - family, to meet the current and future needs of Marana residents Neighborhood Services � AI DTI ,.* ir1%* w* Ensure that engineering and design solutions are implemented to protect businesses and residents from flood events. Strategies Team Lead ................... ......... ............................... .................................. ............................... .............. ............................... a. Ensure that all proposed engineered solutions are the best engineering Development Services practices to protect the town and future residents .............................................................................. .............................., ................ ................... ............................... b. Investigate funding opportunities for the construction of the Barnett Channel Community Development & Neighborhood Services ........................ ................................ ............................... c. Begin the preliminary design for Marana Road alignment channel which will Planning Department be necessary to facilitate development in northwest Marana .................................................................................................................. ............................... . ............................... d. Use the FEMA CRS system to reduce flood insurance premiums Development Services e. Implement public education program on flood hazards Development Services f. Extend Santa Cruz River bank projection to Marana's northern boundary Development Services MARANA STRATEGIC PLAN 11 COMMUNITY jKlITIAT1IFF A Create a communit identit Strate Team Lead ................................................................ .............................................................................. .............................. a. Continue to support the development concept of Marana's main street Plannin Department and downtown i. Establish an improvement district for infrastructure development ii. Create Sandario Road fa( and landscapin improvement pro I .................................................. ......................... b. Develop a marketin and brandin strate Office of Strate Initiatives i. Finalize and continuousl update redesi website ii. Define and implement Marana "si desi on public facilities iii. Implement freewa interchan and roadwa cesthetics .................. 1� ................ I .............. 11 .......... ...................................... ......... ......................... c. Work with the Post Office to establish a Marana postal identit Plannin Department .. ............. ....... � I .......... .................. d. Continuousl evaluate and improve the citizen participation and Communit Development & communit outreach process Nei Services ................................. e. Build and encoura the development of multi-use buildin and facilities Public Services I ......... I I .............. I ......... I I ......... I I ............... .............. I I ........................................... I N ITS Promote the development of q ualit y healthcare facilities and services. Strate Team Lead ....................... ............... .............. ............... ............................................. I ............... .................... a. Continue to fast-track and prioritize healthcare facilit Business Development Center development applications ................... ......................... b. Attract a trainin and education partner to establish a presence in Marana Office of Strate Initiatives ..................................................................................... ................................................................ ............. c. Attract new and encoura retention of existin healthcare providers Office of Strate Initiatives .................. 11 .................................................................. � 11 .............. 1 11 .................... .................... I I ......................... I ITI � �.., ncrease participation b residents and visitors in Marana's si events. Strate Team Lead .................. ............... ... ............... ................ ..................................... ............... ......................... a. Incorporate recreational activities with si events Office of Strate Initiatives i. Use where applicable an "activities for all a marketin approach to event plannin .......... ................... ........................ ......... .............................. b. Incorporate award ceremonies within si events Office of Strate Initiatives ................................................................... ..................................................... ...................I ........ I .................... c. Recruit communit partners to plan and staff si events Office of Strate Initiatives .................. ................ I ................................ I .............. .............. I I .............. .......................... d. Develop a new communit special event durin the sprin to maintain Office of Strate Initiatives communit involvement throu the y ear .................. I ................. I ................ ................................................................................................................ MARANA STRATEGIC PLAN 11 -I= COMMUNITY 'OTIATR/r. 0 Improve community engagement. Strategies Team Lead a. Continue outreach and education plans Community Development & Neighborhood Services .......... ............................... ............................................................................................................ ............................... b. Expand notification of Town programs and events Office of Strategic Initiatives c. Expand Town volunteer program to be viable for all departments Clerk's Office d. Continue implementation of the Marana Out and About concept for all Manager's Office community engagement programs e. Collaborate with regional partners to provide information and assistance for Community Development & Neighborhood Services citizens on where to get a specific service (e.g., CPR class, permits, etc.) I ............... f. Increase staff participation in special events to promote collaboration Office of Strategic Initiatives ................ ,..................................................... .............................., .......................................... ............................... lKlITIA"FIX/ ir Actively participate in the legislative process. Strategies Team Lead a. Pursue legislation to receive credits for stormwater recharge Utilities Department b. Use legislative resources to obtain flood insurance mitigation allocation Office of Strategic Initiatives from federal government SUCCESS INDICATORS Focus Area: Community Focus Area Goal: Create a safe community where people are motivated to be involved and feel connected and valued Indicator Start date Frequency Team Lead Track police emergency response times July 1, 2012 Quarterly Police Department Track new and overall housing types July 1, 2012 Annually Development Services percentage /balance and affordability Track crime rates July 1, 2012 Annually Police Department Track condition of Town maintained roads July 1, 2012 Annually Public Services Track ISO rating July 1, 2012 Annually Planning Department MARANA STRATEGIC PLAN 11 PROGRESS & INNOVATION Foster an open atmosphere that embraces change, creativity, innovation, and calculated risk PROGRESS & INNOVATION C ^ XUo of excell Strategies ---' ------ ------------- ------------- Team Lead ---'' -----'' o. Encourage innovation and calculated risk-taking Human Resources Department i Implement on anonymous employee suggestion program ii. Promote cross-departmental collaboration iii. Develop a way fo reward employee innovation iv. Provide opportunities for employees fo use and disseminate newly acquired knowledge and skills v. Continue Em�|oyeeForum -----------' '--------- '---------'' —' '---------------'' b. Implement performance measures Manager's Office i Collect data and report progress on the Town's performance in key focus areas ii. Collect data and operational measures fo assist with management decisions ................................................... ........................ . .... . . .... ........................ . .... o. Enhance employee education and professional development programs Human Resources Department i Develop o rotation program for employees to observe and experience other positions across departments ii Use available expertise for workshops and training programs iii. Implement o Town-wide working safety committee iv. Link employee training to on identified need or strategic goal v. Implement Employee Connections program ..... ... ................ ........... ........... ....................................... ..................... ...................................... d. Apply best practices from the public and private sector Manager's Office i Encourage networking through participation in professional organizations — ------ ---- '' ' '' —' ' ------- ----- e. Expand popedess means for internal and external communications --------------------------------------- --------------------' Technology Services f. Continue to increase communication with and between employees Manager's Office i Town Manager should continue fo hold regular meetings with all levels of employees fo solicit input on major issues ii Department heads and supervisors should hold regular meetings to increase employee involvement and participation iii. Implement on organizational communication program about the ... Strategic Plan that includes opportunities for ongoing employee input -----' —'''------------------- ............................................. — .................... .................. g. Enhance the ^|NTRAnef^ site and implement strategies that encourage Technology Services em�|oyeesto use the site ---'' -------------------------------------------------------' h. Work with community partners to implement community service programs Morona Municipal Court internally and externally ................ ..... .......... ........... -------- ......... -------------- i Create or participate in recognition opportunities that show community Manager's Office and Town accomplishments and innovation i Upon Council approval, compete for All-America City designation ii Encourage employees to compete for individual and organizational awards and recognition programs iii. Sustain o uniquely Marano award program for individuals or businesses who make significant and innovative community contributions iv. Create recognition opportunities to showcase individuals or businesses who incorporate innovative and sustainable designs into pn�eo� .. . . .............. .............. .............. .............. ................................. ... ............... . ............... J. Develop highly competitive pay philosophy to recruit and retain Human Resources Department quality professional staff MARANA STRATEGIC PLAN 11 1 17 � PROGRESS & INNOVATION Develop U^ ^ �� for the u�KKmm ^�K partnerships, policies, ��� programs ��nn������ ���� ��n ta xpa y er Strategies ----''------'- - —' — — —' - --------'- - —' ------- Team Lead ------------'' o. Develop ocomprehensive energy efficiency program for both private Development Services and public construction i Analyze and update Town building and land development codes os appropriate fo incorporate energy efficient innovations ii. Research and develop policies that encourage energy efficient construction --- ----'' ----------'' --------'' -----------' — -----' ''' ----' b. Cros links to Strategic Plan in all documents and proces that Office of Strategic Initiatives carry out the initiatives identified in the Strategic Plan i Continue identification of Strategic Plan Focus Area in all items going before the Town Council as part of agenda cover sheet ii. Continue summary communication materials for the public regarding the Strategic Plan iii. Use the Strategic Plan in the development of the C|P and the onnua|budgef iv. Identify links fo the Strategic Plan during review of development applications v.|den�y links fo the 8�ofegicPlan inoU Town guiding documents --'' -----' ---- ---------- ---------------' c. Identify partnerships and IGAs with other communities in the region where Manager's Office mutually beneficial solutions to service delivery can beachieved Maximize the �� integration ^�K technology � ^ ^� ^ ���� ��� ��n �� � �xn�x���U� �����x in the deli o p ubli c serv Strategies TearnLead --- -----' — ---'' — — ------------------------- ------------ o. Create one'business portal on the website Technology Services ----' ----------------------------------------------- -------' b. Make Morono the leading social media/new media community hn the state Technology Services fhrou�ho broad approach based oncneo�veideas ----' ---' ----------------------'' -------------' c.ConMnuefo use and add onUneoppUoo�ons�nc�zenand orgon�o�ono|use Technology —' -----' ---- ------- --.. ------------ d. Recommend ways fo make constant updates and interaction available Technology Services usin�soc�|media --- -----' ---'' -----' -----' ------------- -------------'' e. Develop Morona branded mobile application using wireless technologies Technology Services to enhance service delivery --- -----' ---' ------------- ---' -------------------'' �|nves��otecreo�n�o fiber in�os�uohurefor voice and data oommunico�ons Techno|o�y3erv�es --' -------'' g. Continue to develop and expand the Town's Maintenance Management Utilities Department ProgromforoUos�,� --- ----- h. Establish o technology master �|onoompo�b|ew�hindus�y�ondords Technology ----- -----' -----' '---' ------- -----------' ------------ i Incorporate the use of mobile technologies to increase staff efficiencies Technology Services MARANA STRATEGIC PLAN 11 PROGRESS & INNOVATION Actively participate in the legislative process. Strategies Team Lead ................... ................................... .............................._ ..................................... _. .,.............. ............................... a. Pursue and defend legislation to maintain Town authority Manager's Office SUCCESS INDICATORS Focus Area: Progress & Innovation Focus Area Goal: Foster and open atmosphere that embraces change, creativity, innovation and calculated risk 11 ............ Indicator Start date Frequency Team Lead Bond rating July 1, 2012 Annually Finance Department ........... ............................... ................... ...................... MARANA STRATEGIC PLAN 11 HERITAGE Strengthen community character by linking the past, present, and future 20 HERITAGE Show Mgrana's history and heritage in its signature events. Strategies Team Lead ........ ............................... ......................... .................. ............................... .. a. Continue Founders' Day as a signature event Office of Strategic Initiatives i. Provide "living culture" re- enactments ii. Incorporate multi - cultural and western heritage displays and activities .......................................................................................... ............................... I r1Trn6r�ir1th� g nizations and individuals to promote the Town's history and heritage. Strategies Team Lead a. Support Juan Bautista de Anza Historic Trail activities Community Development & Neighborhood Services .............................. ............................... ....................................................................................... ............................... b. Engage long -time community members in civic engagement programs Community Development & Neighborhood Services c. Collaborate with history preservation organizations in heritage planning Community Development & and development Neighborhood Services ............................ ............................... ...................................................................................... ............................... d. Assign financial and human resources to Heritage Focus Area Manager's Office e. Support Santa Cruz Valley National Heritage Area activities Community Development & Neighborhood Services ........................................................................................................... ............................... ........................... IN i��c�lit�e�th�t focus on the Town's heritage. Strategies Team Lead a. Identify properties that are historical or will be historical for potential Community Development & preservation efforts Neighborhood Services b. Partner with private and non - profit sector to identify funding for facilities Community Development & Neighborhood Services that highlight Marana's history c. Identify architectural design standards for infrastructure that incorporate Planning Department historical aspects of the region MARANA STRATEGIC PLAN 11 HERITAGE it/" I YI�dFne'rit�IAI 4 0 d disseminate Marana's histor and herita Strate ........................... ......................... ..................................... Team Lead .. .... a. Work with communit partners and herita or to create Communit Development & oral and written histor Nei Services i. Explore partnerin with schools to include Marana histor component in curriculum ii. Use traditional and social media ........................................................................................................ ............................................................ b. Identif and showcase the contributions of different peoples, cultures and Communit Development & ethnicities to the settlement and development of Marana ................. .............................................................................. Nei Services I............ ............................... . c. Feature histor and culture on website ...................... I .................... ... ... Office of Strate Initiatives .............. I d. Preserve all herita material in the Town's possession Communit Development & i. Continue archivin collectin and la the foundation for Nei Services Marana histor ................. .............. ..................................... ......... .................... .............. ............... ... e. Encoura tours and pro focused on histor and herita Communit Development & ................. ......... ................................ ..................................... Nei Services .............. ......... f. Increase awareness of histor and herita throu Marana Communit Development & ......................................... ................................................................................... Nei Services .............. .................. . I T T �lr- J C04 Aerita Park. Strate ............................... a. Ac State lease land for Herita Park Department ......... I I � � � & � � ........... ......... ................... ......... b. Master plan and implement the Herita Park to showcase Marana's histor and herita while maximizin economic development, tourism opportunities, and communit events ................. I .......................... c. Develop and implement a business plan for the Herita Park Team Lead Parks and Recreation ............. & ................... 2 � I � ...................... . Mana Office .. � 1 .............. I .......... Mana Office i. Include elements that ensure financial sustainabilit ii. Secure fundin for infrastructure development iii. Identif strate for-profit and non-profit partnerships iv. Develop uni interpretive displa and features of Marana's histor herita and culture throu the park ................. I I ............... ............... 11 ............................................................................................................... . MARANA STRATEGIC PLAN 11 HERITAGE I NITIA T � I A tivo y � tici ate in the legislative process. Strategies a. Pursue legislation to enable and facilitate the Town's efforts to preserve history and protect heritage SUCCESS INDICATORS Team Lead Manager's Office Focus Area: Heritage Focus Area Goal: Strengthen community character by linking past, present and future I ........................ I Indicator Start date Frequency Team Lead Track number of artifacts and historical July 1, 2012 Annually Community Development & sites that are catalogued for preservation Neighborhood Services according to appropriate standards MARANA STRATEGIC PLAN 11 RECRrimmA� OIL Provide diverse recreational opportunities that create r o , �P r � v r'== economic benefits and a healthy lifestyle ,. y ' a , . _ ems a r RECREATION Develop quality parks and recreational amenities. • Strategies ........... ...................... ............................... ......................... ..............................I Team Lead ............... ............................... a. Complete path, greenway and trail linkages with parks, recreation Parks and Recreation Department facilities, schools and other public infrastructure within Marana i. Identify opportunities to partner with other jurisdictions or private entities ii. Provide connection points, benches, water fountains and restrooms 1 .............. I b. Support multi -event complex to include rodeo, sports, and concerts Manager's Office i. Identify partners, funding sources, and potential locations ii. Research the facility's financial viability based on location and demographics c. Develop the Bureau of Reclamation park site on Avra Valley Road Parks and Recreation Department i. Meet with the Bureau of Reclamation and Department of the Interior to ensure agreements for park site are finalized ii. Identify resources to fully fund this project iii. Begin site planning work d. Plan for joint use community centers or similar assets to provide a wide Parks and Recreation Department range of recreational amenities Pursue recreational and tourism development opportunities and projects to attract visitors. Strategies Team Lead a. Develop recreation opportunities near historic sites Parks and Recreation Department ............................................................................................................. ............................... .................. I .............. b. Explore options for the development of urban reservoirs or lakes Parks and Recreation Department c. Market Marana recreation Office of Strategic Initiatives i. Promote hiking, bicycling, and equestrian opportunities ii. Complete the Oro Valley / Marana recreation and tourism planning process and start producing marketing materials d. Develop international tourism marketing program Office of Strategic Initiatives MARANA STRATEGIC PLAN 11 • RECREATION Partner with public and private entities to promote Marana as a recreation destination. Strategies Team Lead a. Continue to promote recreational opportunities at major events Office of Strategic Initiatives i. Use various outreach mechanisms and develop partnerships to market Marana during PGA activities and other nationally recognized events ............................... ............................................................................................. ............................... ................ b. Create a Tourism Development Plan Office of Strategic Initiatives i. Perform a cost /benefit analysis for joining existing tourism and marketing agencies ii. Partner with tourism agencies iii. Develop relationships with the hospitality industry to discuss incentives and cooperation c. Develop "Friends of the Parks" volunteer core Parks and Recreation Department d. Apply for bicycling, trail, and park designations and awards by Parks and Recreation Department national and state organizations Develop Sonoran Desert - centered recreational opportunities. Strategies Team Lead a. Focus branding efforts on experiencing the Sonoran Desert Office of Strategic Initiatives b. Partner with Saguaro National Park Office of Strategic Initiatives c. Partner with Friends of the Sonoran Desert Office of Strategic Initiatives MARANA STRATEGIC PLAN 11 • RECREATION Actively participate in the legislative process. • Strategies Team Lead ........... ...................... ............................... ........................ ............................... I ................. ............................... a. Continue to support the creation of a regional sports and tourism Manager's Office authority using all legislative resources available ..................................................................................................... ............................... ........... ............................... SUCCESS INDICATORS Focus Area: Recreation ............... ..........t I ..................................... ............................................................ ........... ............................... Focus Area Goal: Provide diverse recreation opportunities that create economic benefits and a healthy lifestyle Indicator Start date Frequency Team Lead Track bed tax revenues (gross) July 1, 2012 Annually Finance Department Track acreage of parks per 1,000 residents ......... I ............ July 1, 2012 Annually Parks and Recreation Department Track miles of trails per 1,000 residents .................................................................................................................................................. July 1, 2012 Annually Parks and Recreation Department ............................... . Track number of field reservations at parks July 1, 2012 Annually Parks and Recreation Department MARANA STRATEGIC PLAN 11 INDEX IN INDEX FAIVI annexations ........................................................... ............................... 9 arena ................................................. ............................... ..................... in BarnettChannel .................................................. ............................... 13 bedtax ................................................. ............................... bicycling ......................................................... ............................... 25,26 Business Development Center ................. ............................... 7, 10, 14 businessfriendly ..................................................... ............................... 8 C CIP ..................................................................... ............................... 7, 18 Clerk's Office ....................................................... ............................... 15 communication ............................................. ............................... 17, 18 Community Development & Neighborhood Services .. ............................... 12, 13, 14, 15, 21, 22, 23 community engagement .................................. ............................... 15 community partners ............................... ............................... 15, 17,22 C Development Services ....................... ............................... 7, 13, 14, 18 Employee Connections ...................................... ............................... 17 energy ............................................................ ............................... 10, 18 events ................................. ............................... 8, 13, 14, 15, 21, 22, 26 facilities master plan ......................... ............................... Finance Department .............................. ............................... 10, 19,27 flood .......................................................... ............................... 13, 14, 15 Founders' Day ......................... ............................... MARANA STRATEGIC PLAN 11 INDEX H Habitat Conservation Plan ................................. ............................... 13 healthcare ........................................................... ............................... 14 HeritagePark ..................................... ............................... housing ............................................................. ............................... 4, 13 Human Resources Department ......................... ............................... 17 infrastructure ............ ............................... 4, 7, 12, 13, 14, 18, 21, 22, 25 1 Manager's Office ........... 8, 9, 12, 13, 15, 17, 18, 19, 21, 22, 23, 25, 27 Marana downtown /Main Street ......................... ............................... 9 Marana Economic Roadmap ....................... ............................... 7, 10 Marana Municipal Court .................................... ............................... 17 Marana Out and About ..................................... ............................... 15 Marana Regional Airport ..................................... ............................... 7 marketing ................................... ............................... 7, 8, 14, 15, 25, 26 Office of Strategic Initiatives ....... 7, 8, 9, 10, 14, 15, 18, 21, 22, 25, 26 park ....................................................... ............................... 7, 23, 25, 26 Parks and Recreation Department . ............................... 22, 25, 26, 27 performance measures ................................ ............................... 12, 17 PGA ....................................................................... ............................... 26 PinalAirpark ........................................................... ............................... 9 PinalCounty .......................................................... ............................... 9 Planning Department ..................... ............................... 8, 9, 13, 14, 21 PostOffice ............................................................ ............................... 14 Public Services ..................................... ............................... 7, 10, 12, 14 MARANA STRATEGIC PLAN 11 INDEX IN recreation ...................................... ............................... 4, 13, 25, 26, 27 rodeo .................................................................... ............................... 25 S SandarioRoad ..................................... ............................... Santa Cruz River ............................................ ............................... 12, 14 ShopMarana ......................................................... ............................... 8 signature events ...................................... ............................... 14, 15,21 Sonoran Desert .................................. ............................... 4, 5, 8, 13, 26 stormwater ........................................................... ............................... 15 Technology Services ................................. ............................... 8, 17, 18 Tortolita Preserve ................................................. ............................... 13 tourism ................................................ ............................... 22, 25, 26, 27 U Utilities Department ............................. ............................... 7, 12, 15, 18 utility ........................................................................ ............................... 7 V volunteer ........................................................ ............................... 15,26 W water .......................................................... ............................... 4, 12,25 website ................................................. ............................... 8, 14, 18,22 MARANA STRATEGIC PLAN 11 1 y y:IYAIY I , io qr ir E -r ib , ,�Yli m m - . ,,.�. _ .y.. i, '� � . , T il l � ',! •® - � s • ® � � - .� x � , L.. � o SIP e • ,,. -a ^ice ��1 " "" d7 • � .! � r J ml� .L � �1 ..- � .; • - . a L ] v 9Y' �� � � �t : �t d i �..- A . n .. 4 ■ 6 i , s L ■ L `� '�„ • a, 1 N' ,.� Y °i • �� - 3' `�`• ° 1 Y d u : 1 , 6 i .. �vri �f . i a l �1 RI .19 Rip 4P or 4 i ti A n Y ' •: Y - � '' : 1 1 0, 1 � . ®� y . eL •1 � a A r a 5 �„� . o •... +.. gee. 9F Y ' � 1 v r ' - 1 hr V IL Fu OL IN jr _.. 1 AL •1• . �r 1 F 1 1 1 ■ rf � � y 1 � Mi � r j 'J. 1i v u a , ,, . ` ? . • r ' + p 4 p? r tl P IF 10 i ° . 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