TITLE
The Mayor and City Council of the City of Maricopa, Arizona, shall discuss and take action on Strategic Priorities to provide transparency to residents and direction to staff. Discussion and Action.
AGENDA ITEM DESCRIPTION
The Strategic Priorities were first introduced at the Future’s Planning meeting on February 9, 2023 as "Strategic Thrusts." The Strategic Priorities are meant to guide staff work and budgetary decisions as well as provide transparency to residents. At the Future’s Planning meeting on February 13, 2025, City Council gave direction to update the Strategic Priorities. Staff is presenting the updates, as a result of the February 13, 2025 direction, for adoption by the Mayor and City Council.
The updated Strategic Priorities are as follows (the numbering sequence does not signify one priority over another but is simply used for tracking purposes):
Focus 1 - Transportation
Maricopa is a city of connection, both within the community and the region. Transportation systems fuel economic and recreational opportunities for residents while bringing visitors to those same opportunities in Maricopa.
Action 1.1 - To connect Maricopa to the surrounding region with safe and swift transportation that spurs economic growth, we will seek financial support from our county, state, and federal partners to improve State Route 347 and other regional connections.
Action 1.2 - Consider a 1/2-cent local sales tax proposal for long term infrastructure needs.
Action 1.3 - To expedite the funding of improvements to local transportation infrastructure in a fiscally conservative manner without raising property taxes, we will seek all means possible to improve roadways sooner.
Focus 2 - Job Creation & Business Development
Maricopa’s well-educated workforce and environment for economic growth make our community attractive to employers and gives them a platform to grow from. Bringing quality jobs to the city will improve economic opportunities for residents and lift up the entire community.
Action 2.1 - To attract high-paying jobs and encourage economic growth within the City of Maricopa, we will pursue the development of a Maricopa Business Park that will serve as a home to top employers.
Action 2.2 - To continuously develop an educated workforce and keep Maricopa at the forefront of economic innovation, we will cultivate strategic partnerships with local schools, higher education institutions and small businesses to foster collaboration, support startups and drive technological advancements.
Focus 3 - Housing
Home is the foundation of life’s experiences. Homes collectively, in neighborhoods, create the foundation of community. As a community that values vibrance and connectedness Maricopa focuses development on neighborhoods abuzz with energy that include a wide array of housing options.
Action 3.1 - Stimulate a balanced and sustainable local economy through a foundation of diverse housing options to create a sense of place, encourage walkability, and increase access to jobs, shopping, and other amenities.
Action 3.2 - To continue to support local control in zoning decisions to ensure residents have a voice in how our community meets our housing needs.
Action 3.3 - To build and maintain a vibrance of life and connectedness in Maricopa we will include multiple village center cores anchored with commercial and employment centers served by restaurants, retail shopping, and cultural enrichments in the general plan update.
Focus 4 - Quality of Life
Maricopa is defined by the quality of life that the community enjoys. In our city people enjoy the outdoors, and they are enriched by the cultures around them.
Action 4.1 - To give Maricopa residents the greatest outdoor recreation experience and draw in visitors regionally, we will create an iconic park at City Center which capitalizes on public-private partnerships to deliver even more amenities.
Action 4.2 - To combine the recreational opportunities available currently at Copper Sky with other common leisure activities of Maricopans, we will enhance Copper Sky by exploring a local culinary experience and adding other outdoor activities.
Action 4.3 - To enhance walkability and bikeability throughout our community, we will develop a trail system and interconnected bike routes that seamlessly link the city by actively pursuing diverse funding sources, including support from new developments.
Action 4.4 - To enhance Maricopa’s cultural vitality, we will champion initiatives that celebrate the arts by investing in public art projects and experiences.
Action 4.5 - To ensure all residents are able to enjoy our high quality of life we will explore what groups may be underserved in our community and seek partnerships to enhance opportunities.
Focus 5 - Becoming a Destination City
Since incorporation in 2003, the emergence of Maricopa has created a city built for the 21st Century. Just as Maricopa is the contemporary ideal of a place to live, it will be the ideal of a place to be, drawing in visitors from afar as a destination city.
Action 5.1 - To attract visitors from across the region and the nation, we will employ a sports and event tourism strategy that encompasses broad appeal. We will utilize bed tax funds to minimize the impact on local taxpayers while inviting visitors who can boost local businesses and enhance Maricopa’s regional profile. By attracting tourists who spend their dollars in our community, we aim to create an influx of revenue that supports both local commerce and the growth of our city.
Focus 6 - Public Safety
Maricopa is consistently rated as one of the safest cities in the state of Arizona. Our public safety teams are proactive in mitigating risk while ensuring quality, appropriate and timely resources are able to respond when needed.
Action 6.1 - To keep crime rates low as the City grows, we will implement data-driven methods to deploy an appropriate response to calls for service that enable the Police Department to unlock its full potential in serving the community.
Action 6.2 - The Police Department will prioritize community policing through ongoing engagement with residents, businesses, and civic organizations. By building trust we will sustain an effective presence across diverse neighborhoods.
Action 6.3 - To design and construct our fifth fire station, Fire Station 573, to support the Fire Department’s ability to meet the city’s immediate and future growth. This will ensure optimal emergency response capabilities and alignment with the City’s mission to provide a safe, durable, and resilient community.
Action 6.4 - Establish a Hazardous Materials Special Operations program to enhance response capabilities for hazardous materials incidents, ensuring community safety and environmental protection.
Action 6.5 - The Fire Department will prepare for the approval and launch of an in-house ambulance service by recruiting, training, and equipping personnel to strengthen emergency medical response capabilities, enhancing the high-quality pre-hospital patient care in the community.
PRESENTER
This item will be presented by Jennifer Brown, Assistant City Manager.
STAFF RECOMMENDATION
Staff recommends approval of the Strategic Priorities.