HomeMy WebLinkAboutResolution 2022-094 Approving and Authorizing Implementation of Marana Strategic Plan Five MARANA RESOLUTION NO. 2022-094
RELATING TO STRATEGIC PLANNING; APPROVING AND AUTHORIZING
IMPLEMENTATION OF MARANA STRATEGIC PLAN FIVE
WHEREAS the Town of Marana has engaged in a process to update the key focus
areas and strategies that constitute the Town of Marana Strategic Plan; and
WHEREAS the Town of Marana has updated its Strategic Plan document to serve
as the foundation for the Town's future, including land use planning, budget
development, and assessment of individual and organizational performance; and
WHEREAS the Town Council finds that adoption of the updated Town of Marana
Strategic Plan is in the best interests of the Town and its residents.
NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND COUNCIL OF
THE TOWN OF MARANA, ARIZONA, AS FOLLOWS:
SECTION 1.The Town of Marana Strategic Plan Five,attached to and incorporated
by this reference in this resolution as Exhibit A, is hereby approved, and the Town
Manager is hereby authorized to implement it for and on behalf of the Town of Marana.
SECTION 2. The Town's Manager and staff are hereby directed and authorized to
undertake all other and further tasks required or beneficial to carry out the terms,
obligations, and objectives of the Town of Marana Strategic Plan Five.
PASSED AND ADOPTED by the Mayor and Council of the Town of Marana,
Arizona, this 6th day of September 2022.
5 .e,,, ,,,____„<.,_______
Ma r d Honea
ATTEST: APPROVED AS TO FORM:
L
David Udall, Interim Town Clerk Jane'airall, Town Attorney
4P66,
.rte --�-'..._
MARANA AZ
r STA9i.tau;"r D 1977
00083260.DOCX/1
Marana Resolution No.2022-094 1
1
2 3
MAYOR
ED HONEA
On behalf of the Town Council, I am pleased to present the Town of Marana’s fifth
strategic plan.
Marana has come a long way since its beginnings as a ranching and agricultural
community of only 1,500 residents. Now, celebrating 45 years, Marana is the fastest
growing community in Southern Arizona with over 55,000 residents. Over the
decades, we have been deliberate in our efforts to make Marana the best place to
live and grow a business, and we have made great strides through our strategic
plans.
As we look ahead, Council’s vision for Marana is to be a trailblazing community
that raises the bar for the best quality of life. Through this commitment to our
community, this strategic plan is built on five focus areas – Cherished Heritage,
Vibrant Community, Thriving Commerce, Healthy Lifestyles, and Proactive Public
Services. The focus areas, with their corresponding goals, will guide the work in all
Town service areas for the next three years. Strategic Plan 5 is a living document
and a roadmap that will help us achieve Marana’s vision and improve the lives of our
citizens.
I want to convey my appreciation to our residents, local businesses, and community
partners for their input during the strategic planning process, Town staff for their
hard work, and Council for their leadership and commitment to Marana. As you read
this document, I hope you all agree that we have a bright future ahead.
Sincerely,
Mayor Ed Honea
VICE MAYOR
JON POST
COUNCILMEMBER
PATTI COMERFORD
COUNCILMEMBER
HERB KAI
COUNCILMEMBER
ROXANNE ZIEGLER
COUNCILMEMBER
JOHN OFFICER
COUNCILMEMBER
JACKIE CRAIG
MARANA TOWN COUNCIL
4 5
YEAR OF
INCORPORATION
1977
TOWN
PARKS
14
TOWN
POPULATION
55,000+
NUMBER OF
HOUSEHOLDS
20,000+
SQUARE
MILES
121.8
MEDIAN
HOUSEHOLD
INCOME
$90,302
COMMUNITY PROFILETOWN BOUNDARIES
6 7
VISION:
Marana is a trailblazing community that
raises the bar for the best quality of life.
MISSION:
Five-star service for a thriving community.
VALUES:
Dedicated Service
Respect
Teamwork
Engaged Innovation FOCUS AREASCHERISHED HERITAGE:
Leverage the region’s historic and cultural legacy to
strengthen community character, increase community
pride, and build heritage-driven tourism.
VIBRANT COMMUNITY:
Strengthen the sense of place and create opportunities
for community connections.
THRIVING COMMERCE:
Recruit and maintain a diverse commercial sector that
is supported by local workforce training and funding
opportunities.
HEALTHY LIFESTYLES:
Provide a variety of recreational, artistic, and cultural
opportunities along with a flourishing natural environment
to support healthy and active lifestyles.
PROACTIVE PUBLIC SERVICES:
Foster an open atmosphere that embraces change,
creativity, innovation and calculated risk, and maintains
the Town’s high quality customer service.
8 9
“FOCUS AREA 1: CHERISHED HERITAGE
Leverage the region’s historic and cultural legacy to strengthen community character, increase
community pride, and build heritage-driven tourism.”
GOAL 1: IMPROVE RECOGNITION AND AWARENESS OF MARANA’S UNIQUE
AND RICH HERITAGE.
STRATEGY: Prepare a Marana Cultural and Heritage Preservation Plan that
provides a comprehensive record of local historic and cultural resources,
and includes strategies for celebrating the Town’s unique identity.
STRATEGY: Create educational programs and initiatives that increase community
awareness of the Town’s rich heritage.
GOAL 2: EMBED HERITAGE IN POLICY AND PLANNING TO ENSURE CONTINUED
PRESERVATION OF MARANA’S HERITAGE.
STRATEGY: Further advance development of Marana Heritage Park.
STRATEGY: Expand current art policy to require the integration of public art into public and
private development projects that captures Marana’s heritage.
GOAL 3: PROVIDE LOCATIONS WHERE RESIDENTS CAN CELEBRATE AND
LEARN ABOUT MARANA’S HISTORY AND TRADITIONS.
STRATEGY: Develop strategies to leverage developments, public facilities, events, and
amenities to embed heritage-related art features and cultural expression.
STRATEGY: Identify heritage sites for the establishment of a heritage museum facility.
10 11
“FOCUS AREA 2: VIBRANT COMMUNITY
Strengthen the sense of place and create opportunities for community connections.”
GOAL 1: ESTABLISH A STRONG SENSE OF PLACE THROUGH THE CREATION
OF UNIQUE PUBLIC SPACES AND ARCHITECTURE THAT FOSTER
COMMUNITY PRIDE.
STRATEGY: Build a Marana-wide lifestyle brand that reflects Marana’s unique character
and identity.
STRATEGY: Enhance architectural sites and landscape design standards to increase
compatibility with adjacent existing or planned uses while minimizing impacts
to the natural environment.
STRATEGY: Work with Marana Unified School District, MHC Healthcare, Northwest Fire
District, and other institutional partners to identify and develop venues for
expressing local arts, music, and cultural talent in public spaces and facilities
within the community.
GOAL 2: PROVIDE HIGH-LEVEL PUBLIC SAFETY SERVICES THAT STRENGTHEN
MARANA’S REPUTATION AS A SAFE AND SECURE TOWN.
STRATEGY: Prepare an annual report that tracks department performance per industry
standards and recommends strategies to improve overall community safety
while increasing the level of public trust in the Marana Police Department.
STRATEGY: Support a safe and informed community through the implementation of public
safety educational programs, events, surveys, and other outreach channels.
GOAL 3: PROVIDE A SAFE AND CONNECTED MULTI-MODAL TRANSPORTATION
SYSTEM TO SUPPORT THE MOBILITY NEEDS OF PRESENT AND
FUTURE RESIDENTS.
STRATEGY: Update the Transportation Master Plan to reflect community needs and to
support a Complete Streets approach to street design.
12 13
STRATEGY: Improve safety for people using all modes of travel by implementing programs,
policies, educational resources, and infrastructure improvements to minimize
traffic congestion.
GOAL: SUPPORT INITIATIVES THAT ENHANCE THE QUALITY OF MARANA
NEIGHBORHOODS.
STRATEGY: Provide programs for animal welfare, community beautification, safe hazardous
waste disposal, and recycling.
STRATEGY: Locate, engage, and conduct a community needs assessment and revitalization
plan that prioritizes areas in need.
STRATEGY: Accept the U.S. Department of Housing and Urban Development’s invitation
to become a metropolitan city and operate our own Community Block Grant
Program.
STRATEGY: Encourage housing options by analyzing current available housing and
identify incentives and codes to further diversify housing stock and improve
affordability.
GOAL: INVITE CITIZEN INVOLVEMENT AND DELIVER TRANSPARENT AND
TIMELY DISTRIBUTION OF INFORMATION THROUGH A VARIETY OF
TRADITIONAL AND INNOVATIVE PLATFORMS.
STRATEGY: Pursue meaningful topics with the Marana Citizens’ Forum with the intent to
enhance public service excellence, and explore pathways to track and report
implementation of their recommendations.
STRATEGY: Grow the Town’s communication reach using digital platforms and media
campaigns to provide accurate and timely information about organizational
services, programs, and achievements.
STRATEGY: Create effective and consistent methods for seeking and tracking community
input into ongoing plans and recommendations for improving Town services.
14 15
“FOCUS AREA 3: THRIVING COMMERCE
Recruit and maintain a diverse commercial sector that is supported by local workforce training
and funding opportunities.”
GOAL: PROVIDE A SUPPORTIVE ENVIRONMENT FOR INDUSTRY LEADERS,
STARTUPS, SMALL BUSINESSES, AND ENTREPRENEURS THROUGH
EVERY STAGE OF BUSINESS DEVELOPMENT.
STRATEGY: Evaluate and implement economic development tools and strategies to
support the retention and expansion of Marana key employers and attract new
compatible sectors.
STRATEGY: Develop and implement strategies that strengthen key employment and
business centers.
STRATEGY: Develop a conceptual vision, design standards, and implementation strategy for
Downtown Marana.
GOAL: EXPAND MARANA’S THRIVING TOURISM INDUSTRY BY PROMOTING
ITS HERITAGE, CULTURAL RESOURCES, SCENIC OPEN SPACES, AND
SIGNATURE EVENTS.
STRATEGY: Expand Marana’s tourism efforts and enhance its regional relevance through a
comprehensive assessment of the Town’s strengths and unique offerings.
STRATEGY: Continue to enhance visitor experiences and partner with stakeholders to
promote Marana’s entertainment, recreation, sports and cultural events, and
hospitality venues.
GOAL: MAXIMIZE THE ECONOMIC IMPACT OF THE AIRPORT BY IDENTIFYING
AND RECRUITING AVIATION AND NON-AVIATION-RELATED
INDUSTRIES FOR BUSINESS DEVELOPMENT OPPORTUNITIES.
STRATEGY: Update the Airport Master Plan to provide the framework needed to guide
future airport development.
16 17
STRATEGY: Develop a marketing campaign that leverages the advantages of the Marana
Airport as a business travel destination and operations hub.
GOAL: COLLABORATE WITH ACADEMIC INSTITUTIONS TO PROVIDE
EDUCATIONAL OPPORTUNITIES TO MEET CURRENT AND FUTURE
WORKFORCE AND COMMUNITY NEEDS.
STRATEGY: Support efforts to cultivate, retain, and attract talent to meet business and
community needs.
STRATEGY: Commission a feasibility study, plan, and strategy for attracting post-secondary
educational and training institutions.
18 19
“FOCUS AREA 4: HEALTHY LIFESTYLES
Provide a variety of recreational, artistic, and cultural opportunities along with a flourishing
natural environment to support healthy and active lifestyles.”
GOAL: OFFER A WIDE VARIETY OF RECREATIONAL PROGRAMS AND
AMENITIES FOR RESIDENTS OF ALL AGES AND ABILITIES.
STRATEGY: Continue to enhance year-round recreation programs and opportunities for all
community members.
STRATEGY: Expand and enhance youth sports in the community.
STRATEGY: Support healthy communities by maintaining clean, safe, and accessible
recreation facilities.
STRATEGY: Invest in the top priorities of the Parks and Recreation Master Plan.
STRATEGY: Enhance network of shared-use trails and pathways that provide non-vehicular
modes of travel, including bicycling and walking.
GOAL: IDENTIFY OPEN SPACE AREAS AND BALANCE WITH THE NEEDS OF
THE COMMUNITY.
STRATEGY: Develop landscape and irrigation design guidelines for ongoing improvements
of Town-maintained infrastructure.
STRATEGY: Develop and adopt an Open Space and Wildlife Conservation Master Plan.
20 21
“FOCUS AREA 5: PROACTIVE PUBLIC SERVICES
Foster an open atmosphere that embraces change, creativity, innovation and calculated risk,
and maintains the Town’s high quality customer service.”
GOAL: PRIORITIZE INFRASTRUCTURE AND MAINTENANCE THAT SUPPORT
NEW GROWTH AND DEVELOPMENT IN A PROACTIVE AND
SUSTAINABLE MANNER.
STRATEGY: Continue annual updates to the 5-year Capital Improvement Plan to ensure
public infrastructure is provided and maintained in a proactive manner.
STRATEGY: Develop an asset management program that anticipates on-going maintenance
needs through an integrated system.
STRATEGY: Develop best practices to encourage energy conservation and sustainability
throughout municipal operations and facilities.
STRATEGY: Evaluate current development practices to ensure that the Town develops in a
sustainable manner.
STRATEGY: Establish standard principles and practices for designing drainage facilities in
the Town.
STRATEGY: Study the short and long-term benefits and financial impacts of annexation to
inform a Town-wide annexation policy and strategy.
GOAL: MAINTAIN AN ASSURED WATER SUPPLY AND PROVIDE HIGH-
QUALITY WATER AND WATER RECLAMATION INFRASTRUCTURE TO
MEET EXISTING AND FUTURE CUSTOMER NEEDS.
STRATEGY: Deliver safe, reliable, and sustainable water services to meet current customer
needs.
STRATEGY: Encourage water conservation and long-term water sustainability by promoting
efficient use of resources.
STRATEGY: Invest in new and renewable water resources and water conservation efforts to
increase the Town’s water portfolio.
22 23
STRATEGY: Invest in water and water reclamation infrastructure to meet projected growth
needs.
GOAL: ELEVATE THE TOWN’S PUBLIC SERVICE QUALITY THROUGH
EFFICIENT PROCEDURES.
STRATEGY: Update the Facilities Master Plan to determine current and future space needs.
STRATEGY: Provide accurate and responsive administration of official Town records.
STRATEGY: Implement processes and tools to effectively gauge customer service
satisfaction.
STRATEGY: Utilize technology process improvements to innovate and enhance service
delivery.
STRATEGY: Maintain a transparent financial environment by providing accurate and
accessible financial information.
GOAL: FOSTER A WORKPLACE CULTURE THAT ATTRACTS, RETAINS, AND
MOTIVATES A TALENTED WORKFORCE.
STRATEGY: Invest in professional development, training, and engagement opportunities for
employees.
STRATEGY: Continue to instill a culture of excellence through initiatives and actions that
value performance and behavior.
24