HomeMy WebLinkAbout2015 Strategic Plan IIIM A R A N A, A R I Z O N A
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STRATEGIC PLAN
Adopted January 2015
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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 the future. The Strategic Plan is a flexible tool to guide and promote forward
thinking. The achievements resulting from the 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.
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TABLE OF CONTENTS
MaranaToday ........................................................... ............................... 4
Vision for the Future 5
................................................... ............................... .
Vision
Overriding Principles
Five Focus Areas and Strategic Goals
Commerce................................................................ ............................... 6
Community................................................................ ............................... 14
Progress & Innovation ................................................. ............................... 22
Heritage.................................................................... ............................... 26
Recreation.................................................................. .............................30
MA RA N A TO DAY
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Citizens and businesses have chosen Marana because of its quality of life, rich
heritage, visionary leadership and abundant opportunities. The attributes that
make Marana a great place to live and raise a family also make it a great place
to do business.
Location: Marana is a 126 square mile town strategically located between
Phoenix and Tucson in the sun corridor. It 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 the
area for more than 4,000 years, creating a rich legacy of history and heritage.
Today the people of Marana carry on this legacy by balancing responsible natural
resource use 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.
VISION FOR THE FUTURE
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 should be directed to achieve Marana's vision.
VISION: Committed to providing exceptional public service, a climate for
economic sustainability and a welcoming environment that makes Marana Your
Town for life.
OVERRIDING PRINCIPLES:
• Financial Sustainability
• Quality Public Service
• Strategic Partnerships
• Local Resource Investment
FIVE FOCUS AREAS AND STRATEGIC GOALS:
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COMMERCE
COMMUNITY
INNOVATION
COMMERCE
Attract and maintain career - oriented commerce
COMMUNITY
HERITAGE RECREATION
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
Strengthen community character by linking the past, present and future
RECREATION
Provide diverse recreational opportunities that create economic benefits and a
healthy lifestyle
M A R A N A, A R I Z 0 N A
YOUR
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FULL PLATE
Looking for a fun place for a night out? Keep it local in
Marana. The Town's growing restaurant scene offers a
wide array of choices, from mom and pop stops to
world- renowned cuisine. Like Mexican food? we have
it. Italian? Covered. Asian offerings? Of course. The
culinary options are almost limitless, so enjoy a fun - filled
evening in Marana. Our Town is really cooking.
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PRINCIPLE STATEMENT 1 / We will support commerce and business by
being creative and flexible in order to produce innovative solutions that exceed
customer expectations.
INITIATIVES:
1. UPDATE THE LAND DEVELOPMENT CODE TO ENHANCE SIMPLICITY,
UNDERSTANDING AND EASE OF USE (PLANNING, LEGAL)
a. Engage the business community in the Land Development Code update by
providing opportunities for review, comment and dialogue
b. Explore other jurisdictions' codes for ideas and course of action
c. Identify format and structure
d. Develop a scope, retain consultant and start work on the update within a
year
e. Include low- impact development standards to provide greater flexibility with
design and sensitivity to environmental concerns
MEASUREMENT: Complete LDC update within two years from adoption
of Strategic Plan III
2. CONTINUOUSLY REVIEW AND IMPROVE PROCESS AND PROCEDURES IN
THE BUSINESS DEVELOPMENT CENTER (DEVELOPMENT SERVICES)
MEASUREMENT: Achieve 900 or greater approval rating through
customer satisfaction surveys
3. RESEARCH AND EVALUATE INNOVATIVE AND BEST PRACTICES TO
ENHANCE BUSINESS AND COMMERCE DEVELOPMENT (PLANNING,
BUILDING SAFETY, ENGINEERING, MANAGER'S OFFICE)
MEASUREMENT: Departments and teams to allocate at least 20 hours
per year researching and investigating new ideas for possible inclusion
as a business development tool
4. PROVIDE TECHNICAL LICENSING AND PERMITTING ASSISTANCE AND
EDUCATION SUPPORT WITH STATE AND FEDERAL ENTITIES FOR NEW AND
EXISTING BUSINESSES (DEVELOPMENT SERVICES)
MEASUREMENT: Achieve 900 or greater approval rating through
customer satisfaction surveys
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S. EXPLORE /FACILITATE THE USE OF BUSINESS ATTRACTION AND RETENTION
TOOLS INCLUDING LOCAL, STATE AND FEDERAL INCENTIVE PROGRAMS
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(DEVELOPMENT SERVICES, ECONOMIC DEVELOPMENT)
MEASUREMENT: Ongoing
6. CREATE A "SOLUTIONS TEAM" TO FACILITATE RAPID RESPONSE FOR
BUSINESS INQUIRIES, HELP SOLVE PROCESS PROBLEMS AND MINIMIZE
THE POINTS OF CONTACT FOR PERMITTING OR OTHER PROCEDURES
(DEVELOPMENT SERVICES, PLANNING, BUILDING SAFETY, MANAGER'S
OFFICE)
MEASUREMENT: Achieve 900 or greater approval rating through
customer service surveys
7. PROMOTE THE USE OF THE MARANA AIRPORT AND INCREASE ITS VISIBILITY
FOR BUSINESS DEVELOPMENT OPPORTUNITIES (AIRPORT, ECONOMIC
DEVELOPMENT)
a. Develop a marketing campaign that leverages the advantages of the
Marana Airport as a business (or event) travel destination and business
operations hub
b. Identify and collaborate with local corporations and /or hotels to market the
airport as a business (or event) travel destination for private /corporate planes
c. Identify targets /recipients of marketing materials
MEASUREMENT: Draft marketing plan complete within two years of
adoption of Strategic Plan III
8. COLLABORATE WITH THE MARANA CHAMBER OF COMMERCE TO UPDATE
ITS "BUY LOCAL" MARKETING PLAN WITH ADDITIONAL STRATEGIES SUCH
AS DEVELOPMENT OF A CREDIT /DEBIT /GIFT CARD PROGRAM (ECONOMIC
DEVELOPMENT)
MEASUREMENT: Ongoing
9. EXPAND THE ONLINE CAPABILITY OF THE BUSINESS DEVELOPMENT CENTER
(ECONOMIC DEVELOPMENT, DEVELOPMENT SERVICES)
a. Develop web applications for services and processes to include application
submittal and project tracking
b. Ensure that policies and procedures are online, easily located and
understandable
c. Implement online bill pay
MEASUREMENT: To be completed within two years of adoption of
Strategic Plan III
10. CREATE A WORKFORCE DEVELOPMENT STRATEGY, INCLUDING
IDENTIFICATION OF PARTNER ORGANIZATIONS, INCLUDING MUSD,
PIMA COMMUNITY COLLEGE, UNIVERSITY OF ARIZONA, AND OTHER
HIGHER EDUCATIONAL INSTITUTIONS (ECONOMIC DEVELOPMENT)
MEASUREMENT: Identification of partners and areas of expertise,
inventory of current and projected business needs (based on
marketing plan)
11. DEVELOP A MARKETING PLAN TO PROMOTE MARANA'S ECONOMIC
DEVELOPMENT ASSETS TO CURRENT AND POTENTIAL BUSINESS
(ECONOMIC DEVELOPMENT)
a. Promote the development of business parks /incubators
b. Identify targeted recipients
MEASUREMENT: Complete within one -year of adoption of Strategic
Plan III
12. USE AND LEVERAGE RESOURCES OF TOWN TO ENCOURAGE THE
DEVELOPMENT OF RETAIL GROCERY OPERATIONS IN NORTH MARANA
(ECONOMIC DEVELOPMENT, MANAGER'S OFFICE)
a. Investigate tools and strategies to facilitate the development of a grocery
store in North Marana
MEASUREMENT: Ongoing
13. LEVERAGE THE TOWN'S COORDINATING CAPABILITY TO FACILITATE
CUSTOMER INTERACTION WITH MULTIPLE GOVERNMENTAL AGENCIES
INVOLVED IN THE DEVELOPMENT PROCESS (DEVELOPMENT SERVICES,
PLANNING, BUILDING, ENGINEERING, UTILITIES)
a. Designate a single point of customer contact for coordinating
the requirements of multiple special districts (utilities and fire) serving
the Town to facilitate customer service and efficiencies in permitting and
development activities
b. Develop a "master" permit application to include basic information to be
used by all entities, eliminating multiple application forms
c. Explore standardization of permit tracking software or other electronic
workflow tracking among and between different entities
MEASUREMENT: Ongoing, monitor monthly
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PRINCIPLE STATEMENT 2 / We will create strategic infrastructure plans that
support the attraction and retention of career - centered business and commerce
in our Economic Activity Centers.
INITIATIVES:
14. CONDUCT INFRASTRUCTURE STUDIES FOR THE TANGERINE CORRIDOR,
TANGERINE ROAD /1 -10 ACTIVITY CENTER AND THE AIRPORT
(ENGINEERING, UTILITIES, PUBLIC WORKS, ECONOMIC DEVELOPMENT)
MEASUREMENT: To be completed within two years of adoption of
Strategic Plan III
15. DEVELOP DESIGN GUIDELINES THAT CREATE AND PROMOTE A SENSE OF
PLACE AND VISUAL "DESTINATION" FOR DOWNTOWN MARANA
(PLANNING)
a. Engage experts and key stakeholders in developing design guidelines
b. Establish common design features for downtown such as street lighting,
signs, public furniture and art, building facades and other attributes,
massing, and pedestrian - friendly streets
c. Identify additional planning and other resources required to make
downtown business - ready, including parking and infrastructure plans
MEASUREMENT: Completion of design guidelines, including process
and schedule for stakeholder /community outreach
16. EXPLORE OPPORTUNITIES FOR ANNEXATION TO ENHANCE ECONOMIC
ACTIVITY CENTERS, INCLUDING LAND WITHIN THE TOWN'S GENERAL
PLAN PLANNING AREA
MEASUREMENT: Ongoing
17. PREPARE A COMPREHENSIVE PUBLIC UTILITIES MASTER PLAN THAT
INCLUDES POWER, COMMUNICATIONS AND TOWN INFRASTRUCTURE
INCLUDING CONSIDERATION OF FUNDING STRATEGIES (PUBLIC AND
PRIVATE) (UTILITIES, ENGINEERING)
MEASUREMENT: Draft plan completed within two years of adoption of
Strategic Plan III
PRINCIPLE STATEMENT 3 / We will seek and retain diverse industries and
commerce in order to promote sustainable economic health.
INITIATIVES:
18. CULTIVATE AND PARTICIPATE IN STATE AND NATIONAL PARTNERSHIPS
SUCH AS ARIZONA COMMERCE AUTHORITY (ACA), TREO AND SITE
SELECTOR'S GUILD (SSG) TO PROMOTE MARANA AND ITS ASSETS
AS A COMMUNITY OF CHOICE FOR CAREER - ORIENTED BUSINESS AND
COMMERCE (ECONOMIC DEVELOPMENT)
MEASUREMENT: Identify partnerships, cost /benefit and key town
representatives
19. MARKET THE TOWN'S HIGH QUALITY K -12 EDUCATION AS A COMPELLING
FACTOR FOR FAMILIES RELOCATING AS PART OF BUSINESS /INDUSTRY
RECRUITMENT EFFORTS (COMMUNICATIONS AND MARKETING,
MANAGER'S OFFICE)
a. Schedule joint Town Council and MUSD Board meetings
b. Explore, discuss and advance partnership opportunities
c. Collaborate on legislative agenda and advocacy where mutually
beneficial
d. Identify ways to cross - market and promote each entity
MEASUREMENT: Ongoing
20. TOWN PROJECTS AND INITIATIVES SHOULD INCLUDE OUTREACH (WHERE
APPROPRIATE) TO UNIVERSITIES, COLLEGES, AND K -12 EDUCATION
AS A WAY TO PROMOTE EDUCATIONAL OPPORTUNITIES AND IMPROVED
PROJECT /INITIATIVE OUTCOMES (ALL DEPARTMENTS)
a. Departments working on specific projects should consider if individual
students, student teams or entire classes could be used to help assist with
the project or initiative
MEASUREMENT: Ongoing
21. SEEK OPPORTUNITIES TO ATTRACT THE PHYSICAL PRESENCE OF HIGHER
EDUCATIONAL ENTITIES FOR CLASSROOM INSTRUCTION, RESEARCH,
AND COMMUNITY INVESTMENT (MANAGER'S OFFICE, ECONOMIC
DEVELOPMENT)
MEASUREMENT: Ongoing
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22. WITH THE SUPPORT OF THE MARANA CHAMBER OF COMMERCE,
FACILITATE INTERNSHIP OPPORTUNITIES AT LOCAL BUSINESSES FOR
STUDENTS IN K -12 AND HIGHER EDUCATIONAL INSTITUTIONS
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(ECONOMIC DEVELOPMENT)
MEASUREMENT: Ongoing
23. IMPLEMENT THE TOURISM MASTER PLAN AND PARTNER WITH LOCAL
INDUSTRY TO EXPAND MARANA'S TOURISM OUTREACH (ECONOMIC
DEVELOPMENT)
a. Ensure proper staffing is in place to effectively implement the tourism master
plan
b. Allocate financial resources for marketing and partnership opportunities
MEASUREMENT: To be completed within one year of adoption of
Strategic Plan III
24. ALLOCATE TOWN RESOURCES TO ENSURE TRAVEL WAYS, PUBLIC SPACES,
PARKS, PUBLIC FACILITIES, AND OTHER COMMUNITY SPACES ARE CLEAN,
MAINTAINED, AND PRESENT MARANA'S HIGH STANDARD OF
EXCELLENCE (PUBLIC WORKS)
MEASUREMENT: Ongoing, monitor monthly
25. ALLOCATE AND MAXIMIZE TOWN RESOURCES TO RECRUIT, MAINTAIN
AND EXPAND BUSINESSES AND INDUSTRY (ECONOMIC DEVELOPMENT)
a. Review and identify financing tools; evaluate tax increment financing and
develop policies as required
b. Create and use a "solutions team" for rapid response and deployment of
development related and business attraction /retention /expansion issues
c. Develop and implement job- shadowing or on- the -job training for
employees involved in the development process to expand town
knowledge base (see also Progress and Innovation Focus area)
MEASUREMENT: Ongoing (Number of financing tools identified and
evaluated)
26. DEVELOP PARTNERSHIPS THROUGHOUT THE STATE AND REGION TO ASSIST
MARANA IN COMMERCIAL AND INDUSTRIAL DEVELOPMENT ACTIVITIES
(ECONOMIC DEVELOPMENT)
a. Leverage key staff and elected official participation with local, regional
and state entities engaged in economic development
b. Identify legislative needs; develop draft language; engage in legislative
advocacy to support efforts to attract, retain and expand commerce and
industry
MEASUREMENT: Ongoing
27. CREATE A COMPREHENSIVE TOWN MARKETING PLAN WITH INDIVIDUAL
DEPARTMENTAL PLANS AS SUPPORTING ELEMENTS (COMMUNICATIONS
AND MARKETING)
a. Consideration should be given to other marketing efforts and the tourism
plan
b. Individual departments should all tie into the Town's marketing plan ensuring
consistency of message and appearance
MEASUREMENT: To be completed within two years of adoption of
Strategic Plan III
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C HILD'S PLAY
The Town of Marana doesn't kid around when it comes
to children. Kids here have safe places to play
baseball, softball and basketball. They can bike, walk
and ride their skateboards. They become
well- educated in award - winning schools. Mlarana is
committed to the entire family. No kidding.
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PRINCIPLE STATEMENT 1 / We will maintain and enhance our reputation as
a safe and well - planned community.
INITIATIVES:
1. ESTABLISH, MAINTAIN AND UPDATE A PREVENTIVE MAINTENANCE PLAN
FOR TOWN ASSETS (PUBLIC WORKS, UTILITIES, ENGINEERING)
a. Identify Level of Service ( LOS) standards for parks, sidewalks, paths,
landscaping, and roads
b. Identify timeline for maintenance and improvements
c. Identify proposed funding sources
d. Link maintenance plan to annual budgeting process
MEASUREMENT: LOS maintained, citizen response surveys
2. PROVIDE A RESPONSIVE, COMMUNITY AND SERVICE - ORIENTED
PROFESSIONAL POLICE DEPARTMENT (POLICE)
a. Ensure facilities and support areas are consistent with best practices and
professional norms
b. Maintain police response times at or above the national standards.
c. Implement best practices from Crime Prevention Through Environmental
Design (CPTED) as part of the development review process.
d. Continue community - policing efforts such as the school resource officer
program, Neighborhood Watch, and Tri -Star (multi- housing program)
MEASUREMENT: Monitor monthly, ensuring level of service standards are met
3. LEVERAGE THE TOWN'S COORDINATING CAPABILITY TO
FACILITATE ENHANCED CUSTOMER INTERACTION WITH
MULTIPLE GOVERNMENTAL AND EXTERNAL AGENCIES (ALL
DEPARTMENTS)
a. Ensure Marana residents and business owners experience excellent
customer service interactions
MEASUREMENT: Ongoing, monitor monthly
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4. ENHANCE THE WAY- FINDING SIGN PROGRAM (COMMUNICATIONS AND
MARKETING, ENGINEERING, PUBLIC WORKS)
a. Identify and install signs for downtown district and Marana Town limits/
gateway signage
MEASUREMENT: To be completed within two -years of adoption of
Strategic Plan III
S. MAINTAIN UPDATED EMERGENCY RESPONSE, CONTINUITY OF
OPERATIONS AND DISASTER RECOVERY PLANS (SAFETY AND
EMERGENCY MANAGEMENT)
a. Identify participants and ensure that staff receives training
b. Establish and maintain regional partnerships for emergency response and
disaster recovery
MEASUREMENT: Ongoing, monitor monthly
6. EXPLORE AND RESEARCH INNOVATIVE COMMUNITY PLANNING IDEAS
FOR INCORPORATION INTO PROCESSES, PROCEDURES, AND CODES
a. Seek to build a clear sense of place
b. Encourage quality in design and construction
c. Develop incentives, allow flexibility to achieve development enhancements
MEASUREMENT: Ongoing, include as part of Land Development Code
update
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PRINCIPLE STATEMENT 2 / We will use unique and creative approaches to
engage and reach out to citizens.
INITIATIVES:
7. MARKET MARANA AS A DESTINATION FOR UNIQUE, FAMILY - FRIENDLY
EVENTS (SPECIAL EVENTS, PARKS, COMMUNICATIONS AND MARKETING)
a. Promote Marana's low -cost or no -cost admission to events to increase
attendance and participation
b. Identify ways of promoting programs and events
c. Maintain and expand sponsorships through advertising and other forms of
recognition
d. Staff a booth dedicated to Marana services and key initiatives as signature
events to better inform citizens
MEASUREMENT: Attendance, citizen survey, social media comments
8. EVALUATE AND CONTINUOUSLY IMPROVE CITIZEN PARTICIPATION AND
COMMUNITY OUTREACH (TOWN CLERK, MANAGER'S OFFICE, MARKETING
AND COMMUNICATIONS)
a. Solicit evaluation and feedback from program participants using survey
tools like Survey Monkey
b. Routinely review and update the Marana Citizens' Forum to ensure current
information
c. Maintain and evaluate metrics on Marana's website and social media
outreach
d. Identify creative options to market the town's website and mobile app to
residents
e. Expand Marana's mobile app to increase use and engagement
f. Develop an ongoing outreach program to inform neighborhoods and
businesses about capital improvement projects and streets maintenance
MEASUREMENT: Ongoing, monitor monthly
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9. IDENTIFY AND IMPLEMENT CONTINUAL IMPROVEMENTS TO THE TOWN'S
WEBSITE TO ENGAGE RESIDENTS, BUSINESS OWNERS, AND VISITORS
(COMMUNICATIONS AND MARKETING, TECHNOLOGY SERVICES)
a. Implement online bill pay services for all departments thatcollect fees and
fines for general services
b. Monitor content on the Town's website and social media sites for timeliness
and depth of information
MEASUREMENT: Ongoing, monitor monthly, citizen survey
10. ENGAGE AND SUPPORT VETERAN /MILITARY GROUPS TO BE A PART
OF COMMUNITY ACTIVITIES, INCLUDING THE VETERANS CEMETERY
ASSOCIATIONS
MEASUREMENT: Ongoing
11. FACILITATE REGULAR INTERACTIONS WITH NEIGHBORHOOD GROUPS,
HOAS, AND OTHER COMMUNITY GROUPS (COMMUNITY DEVELOPMENT)
a. Provide Town updates, listen to concerns and issues, and provide a
personalized way to anticipate changes taking place in the community
MEASUREMENT: Attend four community group meetings each quarter,
ongoing, monitor monthly
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PRINCIPLE STATEMENT 3 / We will invest in awell- managed government
that provides reliable services and quality amenities for citizens and businesses.
INITIATIVES:
12. MAINTAIN AN ACCURATE INFRASTRUCTURE INVENTORY AND
ALIGN FUTURE INFRASTRUCTURE EXPANSION WITH PLANNED AND /OR
COMPLIMENTARY CAPITAL IMPROVEMENT PROJECTS (ENGINEERING,
PUBLIC WORKS)
MEASUREMENT: Ongoing, monitor every six months
13. DEVELOP POLICIES AND PROCEDURES TO ACHIEVE A BOND RATING OF
AA OR HIGHER (FINANCE)
MEASUREMENT: Ongoing, annual work plan
14. PROVIDE OPPORTUNITIES FOR TRAINING, DEVELOPMENT, AND
LEADERSHIP ASSIGNMENTS TO PREPARE INDIVIDUAL EMPLOYEES FOR
ADVANCEMENT OPPORTUNITIES WITHIN THE ORGANIZATION (HUMAN
RESOURCES, ALL DEPARTMENTS)
MEASUREMENT: Ongoing
15. MAINTAIN A STRUCTURALLY BALANCED BUDGET USING APPROPRIATE
REVENUES WITH ASSOCIATED EXPENSES (FINANCE)
a. Encourage resiliency with the development of each fiscal year budget
MEASUREMENT: Annual budget process
16. DEVELOP A TOWN -WIDE PUBLIC ART PROGRAM TO INSTALL AND
SHOWCASE UNIQUE PIECES REFLECTING AND CELEBRATING THE
COMMUNITY (COMMUNITY DEVELOPMENT)
a. Identify and install a unique Marana art piece in the roundabout near the
Marana Municipal Complex
b. Identify criteria and ways to evaluate public art proposals with Town
projects
c. Encourage private development projects to include unique public art
pieces as value added components
MEASUREMENT: Complete within two years of adoption of Strategic
Plan III
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17. IDENTIFY A FINANCIALLY SUSTAINABLE LONG -TERM SOLUTION FOR THE
TORTOLITA PRESERVE STATE LAND LEASE (LEGAL, FINANCE, MANAGER'S
OFFICE)
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MEASUREMENT: Resolution of issue completed within one year of
adoption of Strategic Plan III
18. IDENTIFY CREATIVE WAYS TO PLAN NEIGHBORHOODS AND GROWTH
AREAS WITH MEANINGFUL OPEN SPACE, TRAIL CONNECTIVITY, AND
ACTIVE RECREATION AREAS (PLANNING)
a. Identify opportunities during the development review process to connect
and enhance open -space amenities.
MEASUREMENT: Ongoing, monitor yearly as part of annual review
19. IDENTIFY PUBLIC TRANSIT NEEDS AND COST - EFFECTIVE OPTIONS FOR
FACILITATING PUBLIC TRANSIT (COMMUNITY DEVELOPMENT)
MEASUREMENT: Ongoing
20. PROVIDE ANNUAL TRAINING FOR THE COUNCIL CODE OF ETHICS/
CONDUCT (TOWN MANAGER'S OFFICE, LEGAL)
a. Engage University of Arizona Ethics program to provide specialized training
b. Use information and staff talent from the League of Arizona Cities and
Towns
MEASUREMENT: Hold annual review
21. HOLD ANNUAL COUNCIL /LEADERSHIP TEAM STRATEGIC PLAN REVIEW
AND GOAL SETTING FOR BUDGET PREPARATION
MEASUREMENT: Annual meeting held and issues identified for budget/
strategic planning
22. DEVELOP A DASHBOARD VIEW OF CRITICAL INDICATORS FOR
COUNCIL AND PUBLIC TO BETTER UNDERSTAND FINANCIAL, PERSONNEL,
AND PROGRAM /PROJECT STATUS (FINANCE, TECHNOLOGY SERVICES,
COMMUNICATIONS AND MARKETING)
MEASUREMENT: Monthly update provided online and presented at
department head meeting
23. ADHERE TO THE PRINCIPLES AND TENETS OF THE COUNCIL /MANAGER
FORM OF GOVERNMENT, INCLUDING THE ICMA CODE OF ETHICS
(MANAGER'S OFFICE, LEGAL)
MEASUREMENT: Hold annual review
24. CONTINUALLY SEEK AND EVALUATE NEW WATER RESOURCES TO
INCREASE THE TOWN'S WATER PORTFOLIO (UTILITIES)
MEASUREMENT: Ongoing
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WELL-CONNECTED
When innovation is the question,
the Town of Marana is the answer.
Named among the country's top digital
cities for the past three years by the
e.Republic's Center for Digital Government
and Digital Communities Program, Marana
uses world -class technology to improve
the local quality of life. The Town's
community engagement tools, social
media outlets, mobile app and electronic
database of assets make Marana an
:.
appealing place to live and do business.
It's a community that looks to the future to
serve today's society. It's Marana.
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PRINCIPLE STATEMENT 1 / We will explore bold ideas and best practices as
a catalyst for forward- thinking and visionary community leadership.
INITIATIVES:
1. ENCOURAGE, REWARD AND FACILITATE INNOVATIVE IDEAS (HUMAN
RESOURCES)
a. Recognize employees and members of the community through recognition
and rewards programs
b. Identify methods and opportunities for showcasing Marana achievements
c. Participate in award and recognition events for Town programs, projects and
services as opportunities arise
MEASUREMENT: Program elements implemented within one year of
adoption of Strategic Plan III
2. INVEST IN PROFESSIONAL DEVELOPMENT AND CONTINUOUS LEARNING
FOR EMPLOYEES INCLUDING EDUCATION ASSISTANCE, CROSS -
DEPARTMENT STAFF ROTATION, JOB- RELATED TRAINING AND
CERTIFICATION (HUMAN RESOURCES)
a. Encourage Town staff to seek certifications and credentialing to expand
professional expertise
b. Link employee training to an identified need or goal
c. Identify and implement a succession /growth development plan for Town
employees (Human Resources, Manager's Office)
MEASUREMENT: Ongoing
3. ENHANCE MARANA'S ONLINE PRESENCE TO INCREASE VISIBILITY,
INFORMATION - SHARING AND COMMUNITY ENGAGEMENT
(TECHNOLOGY SERVICES, COMMUNICATIONS AND MARKETING)
MEASUREMENT: Ongoing, monitor monthly
4. DEVELOP AN ONLINE EDUCATIONAL TOOL TO HIGHLIGHT
DEPARTMENTS AND TOWN OF MARANA SERVICES (MANAGER'S OFFICE,
COMMUNICATIONS AND MARKETING)
MEASUREMENT: To be completed within one year of adoption of
Strategic Plan III
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5. RESEARCH AND DEVELOP POLICIES THAT SUPPORT CHOICES FOR
ENVIRONMENTAL DESIGN AND ENERGY EFFICIENT CONSTRUCTION
(PLANNING, ENGINEERING)
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MEASUREMENT: To be completed within two years of adoption of
Strategic Plan III
PRINCIPLE STATEMENT 2 / We will excel in communication and in the work
we produce through internal collaboration and partnerships.
INITIATIVES:
1. CREATE AND ENGAGE MULTI - DISCIPLINARY WORK TEAMS TO ENSURE
THAT IN -HOUSE AND EXTERNAL PROJECTS INCORPORATE BEST PRACTICES,
EFFECTIVE COMMUNICATIONS, AND SERVE MULTIPLE SERVICE DELIVERY
GOALS (ALL DEPARTMENTS)
MEASUREMENT: Ongoing
2. FACILITATE FORMAL AND INFORMAL TWO -WAY COMMUNICATION WITH
EMPLOYEES AND AMONG AND BETWEEN DEPARTMENTS TO ENSURE BETTER
OUTCOMES AND AVOID MISSED OPPORTUNITIES (ALL DEPARTMENTS)
MEASUREMENT: Ongoing, monitor monthly with department heads
3. PRACTICE AND SUPPORT TEAM - CENTERED MANAGEMENT (HUMAN
RESOURCES, ALL DEPARTMENTS)
a. Define values and best practices
b. Embed into performance management instruments and recruitment
practices
MEASUREMENT: Ongoing
4. ENSURE ACCURATE, TIMELY, AND SUFFICIENT INFORMATION IS AVAILABLE
TO EMPLOYEES AND THE PUBLIC ON THE TOWN'S WEBSITE, SOCIAL MEDIA
SITES, AND OTHER MEDIA SOURCES (COMMUNICATIONS AND
MARKETING, TECHNOLOGY SERVICES)
MEASUREMENT: Ongoing, monitor weekly
PRINCIPLE STATEMENT 3 / We will align our organizational culture and
internal processes and procedures to support an efficient and effective business-
focused model for service delivery.
INITIATIVES:
5. ENSURE ALL INFORMATION SYSTEMS ARE CURRENT, RELEVANT, AND EASILY
ACCESSIBLE (TECHNOLOGY SERVICES)
MEASUREMENT: Ongoing, monitor monthly
6. ENHANCE THE INTRANET TO BETTER SERVE EMPLOYEES (TECHNOLOGY
SERVICES, HUMAN RESOURCES, COMMUNICATIONS AND MARKETING)
MEASUREMENT: Ongoing, monitor monthly
7. IMPLEMENT PERFORMANCE -BASED PAY PHILOSOPHY AND DEVELOP
A PAY INCENTIVE PLAN LINKED TO THE PERFORMANCE SYSTEM (HUMAN
RESOURCES, MANAGER'S OFFICE)
a. Create a performance -based pay system based on objective criteria linked
to strategic plan goals and cultural values
MEASUREMENT: Ongoing, Annual review through budget process
8. SUPPORT AN ORGANIZATION OF EXCELLENCE THROUGH VALUES IN
ACTION INITIATIVES (HUMAN RESOURCES, MANAGER'S OFFICE)
MEASUREMENT: Ongoing, monitor monthly
9. ENCOURAGE ORGANIZATION AND INDIVIDUAL LEADERSHIP THROUGH
PARTICIPATION IN PROFESSIONAL ORGANIZATIONS AND ACHIEVEMENT
OF PROFESSIONAL CERTIFICATIONS (ALL DEPARTMENTS)
a. Support individual employee recognition by professional organizations
MEASUREMENT: Ongoing
10. FORMALIZE PROCESS IMPROVEMENT REVIEWS OF TOWN PRACTICES
TO CONTINUALLY IMPROVE EFFICIENCIES AND EFFECTIVENESS (HUMAN
RESOURCES, MANAGER'S OFFICE)
MEASUREMENT: Ongoing
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PRINCIPLE STATEMENT 1 / We will seek to preserve the unique history and
culture of Marana for generations to come.
INITIATIVES:
1. DOCUMENT MARANA'S HISTORY, INCLUDING ITS NEIGHBORHOODS
AND BUSINESS DISTRICTS WITH MAPS, PHOTOS, WRITTEN HISTORIES,
AND ARTIFACTS (COMMUNITY DEVELOPMENT, TECHNOLOGY SERVICES,
MANAGER'S OFFICE)
a. Work with community partners and heritage organizations to create oral and
written history using traditional and social media outlets
b. Encourage the use of online educational resources
c. Develop an inventory of places
d. Identify significant historic properties, areas, images and traditions
e. Begin the planning process for recognizing /preserving historic places
f. Explore staffing needs related to supporting heritage focus area
MEASUREMENT: Ongoing
2. COLLABORATE WITH HISTORIC PRESERVATION ORGANIZATIONS
(COMMUNITY DEVELOPMENT, AIRPORT, PARKS, MANAGER'S OFFICE)
a. Collaborate with the Heritage Conservancy
b. Partner with the Pima Air and Space Museum and Pinal Air Park to promote
the area's aviation history
c. Plan for museum /cultural exhibits at the Heritage Park, such as Cotton Oil
Producer's Building
d. Seek opportunities to attract cultural and historic displays for public viewing
e. Provide support to the Heritage Conservancy for the annual Founders' Day
celebration
MEASUREMENT: Ongoing
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3. UPDATE AND IMPLEMENT THE HERITAGE PARK MASTER PLAN TO
SHOWCASE MARANA'S HISTORY WHILE MAXIMIZING ECONOMIC
DEVELOPMENT, TOURISM OPPORTUNITIES AND COMMUNITY EVENTS
(MANAGER'S OFFICE, PARKS)
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a. Develop a business plan for the Heritage Park, including engaging
stakeholders
b. Continue implementation of the Heritage Park Master Plan
c. Identify locations for interpretative historic monuments and markers within the
Heritage Park and at various locations of historic significance around town
d. Capitalize on cotton as the second wedding anniversary gift as an export
tourism product
MEASUREMENT: Yearly progress report
4. DEVELOP PRESERVATION INCENTIVE CODES /OVERLAY PROCESS TO
PROTECT CURRENT OR FUTURE HISTORICAL AREAS (PLANNING,
COMMUNITY DEVELOPMENT)
MEASUREMENT: Identified as part of Land Development Code Update
process
S. EXPAND AND PROMOTE MARANA COTTON FESTIVAL (FORMERLY FALL
HARVEST FESTIVAL) AS A SHOWCASE OF THE MARANA QUALITY OF
LIFE AND ITS FARMING AND RANCHING ROOTS (SPECIAL EVENTS, PARKS)
MEASUREMENT: Annual process
6. IDENTIFY WAYS TO PROMOTE AND EXPAND MARANA'S AGRICULTURAL
INTERESTS WITH "FARM TO TABLE," U -PICK, FARMER'S MARKETS, FIELD
TRIPS, AND UNIQUE CROPS (SPECIAL EVENTS)
MEASUREMENT: Ongoing
7. STRENGTHEN AGRICULTURAL RESEARCH AND DEVELOPMENT IN THE
MARANA AREA BY ENGAGING UNIVERSITIES AND PRIVATE INTERESTS
(ECONOMIC DEVELOPMENT)
a. Partner with universities, agricultural cooperatives and other professional/
academic organizations to initiate research and development programs
including those involving unique crops
MEASUREMENT: Ongoing
8. IDENTIFY ARCHITECTURAL DESIGN STANDARDS FOR INFRASTRUCTURE
PROJECTS THAT REFLECT KEY ATTRIBUTES AND IMAGES OF MARANA'S
HISTORY (PLANNING)
a. Encourage innovative ways to reflect Marana's history through architectural
design
MEASUREMENT: To be completed within one year of the adoption of
Strategic Plan III
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PRINCIPLE STATEMENT 1 / We will design build and maintain appropriate
high quality recreational amenities to enhance the quality of life for Marana
residents and visitors.
INITIATIVES:
1. EXPAND MARANA'S LOOP SYSTEM (PLANNING, PARKS)
a. Continue working with partners and neighboring jurisdictions to develop an
extensive multi -use trail system in the Tortolita Mountains
b. Provide connection points, benches, shade, water fountains and restrooms
as part of new park amenities
c. Encourage all new residential and commercial developments to find unique
and creative ways to add value and extend physical linkages to the Marana
Loop system
MEASUREMENT: Ongoing, monitor with each new development project
2. PURSUE RECREATIONAL AND TOURISM DEVELOPMENT OPPORTUNITIES
AND PROJECTS (PARKS, ECONOMIC DEVELOPMENT)
a. Implement recreational aspects of the tourism master plan
b. Support youth and amateur athletic programs as a way to generate
community involvement, recreational tourism, and showcasing Marana's
public facilities
c. Partner with public and private entities to promote Marana as a recreation
destination
d. Continue to promote recreational and tourism opportunities at regional
sporting events
e. Continue partnership with Oro Valley to promote trails and tourism amenities
MEASUREMENT: Ongoing
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3. ENCOURAGE GRADE - SEPARATED PATH AND TRAIL CROSSINGS AT
ARTERIAL STREETS, RAILWAYS AND MAJOR DRAINAGE WAYS
(ENGINEERING, PLANNING, PARKS)
MEASUREMENT: Ongoing
4. REVIEW AND UPDATE THE PARKS MASTER PLAN, ALIGNING THE PLAN WITH
THE TOWN'S STRATEGIC VISION RELATED TO RECREATION
a. Identify future regional, district, and community parks
b. Identify linkages to tie neighborhoods, commercial centers and other areas
together through bike lanes, trails, multi -use paths, and other recreational
open space areas
c. Seek ways to generate community interest to invest, support, and volunteer
to help establish an even greater parks and recreation system
MEASUREMENT: Complete update within two years of adoption of
Strategic Plan III
S. IDENTIFY AND IMPLEMENT POLICIES AND PROCEDURES TO ENSURE ALL
PROJECTS WITHIN MARANA PROMOTE THE RECREATION FOCUS AREA TO
INCLUDE CONNECTIVITY, RECREATION SPACES, VIEW SHEDS, MULTI -
MODAL OPPORTUNITIES, AND OPEN SPACE (PARKS, PLANNING)
MEASUREMENT: Ongoing, monitor with each project
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PRINCIPLE STATEMENT 2 / We will promote a healthy and active lifestyle
through Town programs and community partnerships.
INITIATIVES:
6. ENGAGE RESIDENTS WITH CREATIVE AND EXCITING NEIGHBORHOOD
PROGRAMMING EVENTS SUCH AS MOVIES, CONCERTS, PLAYS, AND ART
EXHIBITS (SPECIAL EVENTS, PARKS)
MEASUREMENT: Citizen survey, social media comments, ongoing
evaluation of each event
7. ENSURE THAT NEW DEVELOPMENT (RESIDENTIAL AND COMMERCIAL)
INCLUDES CONNECTIONS TO PATHWAYS AND TRAIL SYSTEMS (PLANNING,
PARKS)
MEASUREMENT: Monitor with each project
8. CONTINUE CREATING PATH, GREENWAY AND TRAIL LINKAGE TO PARKS,
RECREATION FACILITIES, SCHOOLS, COMMERCIAL DEVELOPMENT AND
OTHER PUBLIC INFRASTRUCTURE (PLANNING, PARKS)
a. Identify a master trails, bike, pathway, sidewalk plan for the Marana
community, linking together the unique and separate development areas of
the community
MEASUREMENT: Monitor with each project, review annually
9. SUPPORT A MULTI -EVENT COMPLEX PLAN FOR JOINT -USE COMMUNITY
CENTERS OR SIMILAR ASSETS FOR A WIDE RANGE OF RECREATIONAL
AND CULTURAL AMENITIES (MANAGER'S OFFICE, PLANNING, PARKS)
MEASUREMENT: Ongoing
10. DEVELOP "FRIENDS OF THE PARKS" VOLUNTEER CORPS (PARKS)
MEASUREMENT: Complete within one year of the adoption of Strategic
Plan III
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11. SEEK PARTNERSHIPS WITH PUBLIC AND PRIVATE ENTITIES TO PROVIDE
PROGRAMS AND ENHANCED SERVICES (PARKS)
a. Develop unique relationships to deliver programs and services without
creating additional long -term financial commitments
MEASUREMENT: Ongoing
12. DEVELOP STRATEGIES TO ENGAGE THE FULL SPECTRUM OF CITIZENS
(YOUTH, YOUNG ADULTS, PARENTS, SENIORS) IN RECREATIONAL
PROGRAMMING AND ACTIVITIES (PARKS)
a. Use partnerships as a way to deliver programming services, if possible
MEASUREMENT: Monitor monthly, ongoing
13. IDENTIFY STRATEGIES TO ENHANCE AND EXPAND THE MARANA SENIOR
PROGRAM TO BE MORE INCLUSIVE, ENGAGING, AND DYNAMIC (PARKS)
MEASUREMENT: Ongoing, monitor monthly, customer satisfaction
surveys
14. IDENTIFY STRATEGIES TO ENHANCE AND EXPAND YOUTH PROGRAMS
AND ACTIVITIES WITH THE GOAL TO ATTRACT FAMILIES TO THE MARANA
COMMUNITY BECAUSE OF THE REPUTATION AND SERVICE EXCELLENCE
PROVIDED BY THESE PROGRAMS (PARKS)
MEASUREMENT: Ongoing
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PRINCIPLE STATEMENT 3 / We will capitalize on the uniqueness and value of
the Sonoran Desert in our community planning and tourism attraction efforts.
INITIATIVES:
15. USE RECREATION FACILITIES AND PROGRAMMING AS OPPORTUNITIES TO
HIGHLIGHT THE UNIQUE SONORAN DESERT (PARKS)
MEASUREMENT: Ongoing
16. IDENTIFY REGIONAL DESTINATIONS AND RECREATIONAL AREAS TO
SHOWCASE, EDUCATE AND COMMUNICATE ABOUT THE SONORAN
DESERT (PARKS, ECONOMIC DEVELOPMENT)
MEASUREMENT: Ongoing, annual review
17. DEVELOP TOURISM PACKAGE ABOUT MARANA'S UNIQUE GEOGRAPHY
AND RECREATIONAL OPPORTUNITIES THAT CAN ACCOMPANY A
VARIETY OF MARKETING MATERIALS (TOURISM, COMMERCE,
SPORTING EVENTS) (ECONOMIC DEVELOPMENT)
MEASUREMENT: Complete within one year of adoption of Strategic
Plan III
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