Town of Superior, Arizona Strategic Plan 2018-2023
Superior In All Ways Adopted by the Superior Town Council September 13, 2018
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Acknowledgments & Appreciation Superior Town Council The Honorable Mila Besich-Lira, Mayor The Honorable Michael Alonzo, Vice Mayor The Honorable Gilbert Aguilar, Councilmember The Honorable Bruce Armitage, Councilmember The Honorable Steve Estatico, Councilmember The Honorable Olga Lopez, Councilmember The Honorable Vanessa Navarrette, Councilmember
Executive Leadership Team Todd Pryor, Town Manager Ruby Cervantes, Town Clerk Christian Ensley, Interim Police Chief John Perez, Fire Chief Anthony Huerta, Public Works Supervisor Josie Campos, Librarian
With additional assistance from Andrew Arriola, Wastewater Supervisor Daniel Campos, Wastewater Grade 1 Operator Arlene Diaz-Gonzales, Administrative Assistant Curtis Long, Public Works Crew Lead Elizabeth Magallanez, Accounts Payable Clerk Andrew Martinez, Laborer Tony Solis, Library Danny Valenzuela, Streets Laborer Jason Barragan, EMT/Firefighter Bernice Mariscal, Paramedic/Firefighter David Clinkenbeard, Paramedic/Firefighter Richard Drennan, Captain/Firefighter Timothy Gotto, Captain/Paramedic Shane McCarthy, Paramedic/Firefighter Sean Sparling, Firefighter Abel Aragon, Police Dept. Officer John Britton, Community Relations Officer Phillip Brothers, Police Dept. Officer Francine Gonzales, Police Administrator Bryan Lawrence, Police Dept. Officer Mark Shackelford, Police Dept. Sergeant Martin Sosa, Police Dept. Sergeant Theodore Wright, Police Dept. Officer
Table of Contents Section 1: Introduction.......................................... 4 Section 2: Strategic Priorities................................ 6 Section 3: Superior Government.......................... 8 Section 4: Superior Community......................... 12 Section 5: Superior Public Safety....................... 14 Section 6: Superior Infrastructure...................... 16 Section 7: Superior Economy.............................. 18 Section 8: Superior Education............................ 20 Section 9: Superior Quality of Life..................... 22
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Section 1: Introduction As the gateway to Arizona’s Copper Corridor, the Town of Superior has a storied legacy as an important center for the mining industry. Today, Superior is on the cusp of a renaissance, one that is being driven by long-time residents and businesses as well as newcomers and new commercial establishments that have been drawn to the community by its natural beauty, small town, neighborly ambience and values, close proximity to the Phoenix Metropolitan Area, and the potential of rebuilding a “new”, vibrant community. In 2016, the Town of Superior Town Council and Town Management embarked on several important initiatives to revisit, update and refine plans to strengthen and advance the fundamental underpinnings of the community:
• • • • • • •
Superior Government Superior Community Superior Public Safety Superior Infrastructure Superior Economy Superior Education Superior Quality of Life
Each of these key strategic underpinnings contribute to the character and core offerings of the Superior community, comprising the key focus areas for Town Government and the many business and civic organizations and leaders who have devoted themselves to creating an even more vibrant community. In the ensuing two years, the Town of Superior has updated existing or developed new strategic plans and action agendas in the arenas of community and economic development, water/wastewater, flood control, quality of life, infrastructure and public safety, as well as updates to the General Plan, Parks and Trails Plan, Airport Master Plan, Paved Streets Assessment, Housing Assessment and Flood Mitigation Plan.
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Our Vision for Superior: Superior in all ways. The Town of Superior is a distinctive and vibrant community that retains its small town, neighborly and historic charm while offering a welcoming, safe and superior environment to long-time and new residents and businesses with modern, high quality public services and amenities to support individual and business growth and prosperity.
Our Mission The Superior Town Government delivers superior public safety, infrastructure, business climate, quality of life amenities and other public services, programs and innovative solutions in an open, accountable and efficient manner for the benefit of all residents and businesses.
Our Values • We serve our residents and businesses with the utmost personal and professional integrity in all of our policies and decisions. • We consistently demonstrate a high level of respect for our co-workers, citizens, and stakeholders. • We provide innovative and creative solutions and services in the delivery of our services. • We deliver services in a reliable, consistent, dependable and trustworthy manner. • We foster a nurturing work environment that encourages learning and professional development. • We are exceptional stewards of our historical legacy, natural and built environments.
July 2017 Population....................................................... 3,068 Median Age........................................................................ 44.1 Percent of Population With High School Diploma.......78.8% Percent of Population With Some College.................26.8%
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Section 2: Strategic Priorities
Superior Government: Superior Town Government conducts its business in an ethical and transparent manner, providing innovative and efficient services and solutions that residents and businesses expect and deserve. The Town Government achieves this goal by adopting proven methods for service delivery using best practices, performance accountability measures, hiring and developing quality staff and leveraging partnerships to maximize resources and outcomes.
Superior Community: The people of Superior are enterprising, hard-working, accomplished and generous. Superior residents actively participate in volunteerism and contribute to strong civic, business and government partnerships and collaboration. Several nonprofit organizations work energetically and selflessly to preserve Superior’s natural beauty; promote business and tourism investment and growth; develop and cultivate the Town’s youth and future leadership, and assist their fellow citizens. Maintaining these organizations and partnerships are fundamental to the community’s vitality and prosperity and cement Superior’s shared values and civic pride. These groups include the Superior Little League, Superior Food Bank, Superior Optimist Club, Superior Chamber of Commerce, Rebuild Superior, Inc., Boyce Thompson Arboretum, Superior Historical Society and Legends of Superior Trails, Inc.
Superior Public Safety: Superior’s public safety personnel, comprised of the Superior Police Department and Superior Fire Department, are committed to safe neighborhoods and positive, respectful relationships with Town residents, visitors and businesses. Both departments hire and train highly qualified and professional law enforcement officers and first responders who are dedicated to the safety of all citizens and work hard to maintain low crime rates.
Superior Infrastructure: As Superior’s revitalization and population and economic growth progress, Town Government is challenged to ensure the delivery of modern, safe, well-maintained and operational paved streets, water/wastewater, general aviation, pedestrian walkways, utilities and other essential infrastructure. Maintaining and upgrading existing, and constructing new infrastructure, is a fundamental prerequisite to the well-being of any community and among the major responsibilities of the public sector.
Goal: Deliver the highest quality public services based on sound planning, prudent fiscal management, and ethical practices.
Goal: Encourage and foster collaboration and leverage between all sectors of the community – government, business, nonprofits, civic and education – that promotes alignment and maximizes private, public and philanthropic resources for the benefit of all citizens.
Goal: Safeguard the community’s public safety, security and health through the highest standards of professionalism and strong, positive relationships with residents and businesses.
Goal: Provide high quality and well-maintained infrastructure that supports current and future residents, businesses and tourism.
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Superior Economy: Fostering a diverse economy depends in large measure on a business-friendly climate, modern and wellmaintained infrastructure, the ability to retain and attract new residents, businesses and visitors that provide earnings and employment opportunities for current and future residents. Superior Town Government plays a central role in the retention and attraction of businesses through stable and sound fiscal management, taxation and regulatory policies as well as ensuring that the local economy capitalizes on existing assets and attributes within the community and larger region.
Superior Education: A quality K-20 educational system is the cornerstone of community vitality and economic competitiveness. The Superior Town Government maintains close ties with the Superior Unified School District (SUSD) and Central Arizona College (CAC) through partnerships and participation in educational initiatives, promoting collaboration and cooperation between the Town’s businesses/employers and the educational institutions. Although the Town Government has no direct role in establishing policy or funding the SUSD and CAC, it does have a role as champion for access, completion and attainment of high school diplomas and postsecondary certificates and degrees. The Superior community, through the Superiorites and other individual and organizational efforts, supports SUSD students with scholarships.
Superior Quality of Life: Surrounded by natural beauty in the high desert with breathtaking scenic vistas, Superior is uniquely situated with abundant outdoor recreational opportunities, including hiking, birding, biking and other outdoor athletic activities. Immediately proximate to Superior is the Boyce Thompson Arboretum State Park, Arizona’s largest and oldest botanical gardens offering a wonderland of arid land plants and wildlife. Superior’s residents also enjoy the Town’s aquatic center, Queen Creek and historic Main Street. Housing opportunities are expanding, and rehab of older and historic homes is commonplace. Just 60 minutes from the Phoenix Metro region, residents, visitors and businesses can avail themselves of big-city airports, retail, dining, hotel and other amenities. Within Superior, the community’s small town, neighborly and welcoming ambiance, artist community, locally owned shops, major community events and festivals all combine to provide a quality of life for people of all ages, tastes and backgrounds.
Goal: Provide the tools and operating climate that will foster private secåtor business investment and job creation across many sectors of the economy to ensure that Superior has a diverse and competitive economy.
Goal: Encourage local resident and business support of the Superior Unified School District, Central Arizona College and other higher education institutions in their collective work to educate, train and prepare students and adults for careers and postsecondary education.
Goal: Preserve, enhance and promote the unique quality of life offerings of Superior, including public policies and programs that support parks, recreation, quality housing, public/green spaces, safe and modern recreational facilities and other amenities that support current and future residents, visitors and businesses.
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Section 3: Superior Government
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oal: Deliver the highest quality public services based on sound planning, prudent fiscal management, ethical practices and outstanding public sector workforce.
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Strategies ✓
✓
✓ ✓
✓
Deliver sound, transparent management and oversight to ensure fiscal stability and reliability: o Live within our means. o Grow the tax base. o Identify grant and alternative revenue streams. o Operate lean government. o Contain costs and increase operational efficiency. o Leverage information technology to deliver efficient and responsive service delivery. Retain and hire qualified employees and cultivate their professional development: o Encourage and reward employee innovation and creativity. o Cultivate the professional growth of Town employees, identifying opportunities for their advancement. o Provide training in ethics, management, budgeting and other key service delivery areas to support the achievement of the Town’s vision and goals. Develop and implement plans that contribute to the community and economic vitality and sustainability of Superior: o Update General Plan. o Update Parks and Recreation Plan. Develop, construct and maintain quality public facilities: o Develop project implementation plans and drive development on time and within budgets. o Use sound strategic planning to create public facilities projects to meet the current and future needs of the community Develop and strengthen private-public partnerships engaging all sectors of the community: government, business, nonprofits, civic and education: o Partner with Superior’s service organizations and nonprofits to target areas of need and opportunity for the Town’s residents, such as the elderly, youth, etc. o Directly engage in Superior Chamber of Commerce and Rebuild Superior, Inc.’s community and economic development activities. o Partner with Resolution Copper Mine (RCML) and other employers in developing and executing plans and projects that will increase the Town’s economic growth.
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Section 3: Superior Government Key Performance Indicators/Outcomes
• Fiscal stability • General fund personnel and operations expenditures per capita • Sales and property taxes as a percentage of total revenues • Unallocated fund balance • IT personnel and operations expenditures per capita • Average calendar days from code complaint to compliance • Total development permits expenditures and revenues • Total number of permits issued • Average calendar days from development permit application to issuance • Total number of plan reviews by type • Value of construction projects constructed/rehabbed • Total number of permits issued (by Pinal County for Superior) • Total number of inspections performed (by Pinal County for Superior) • Internal/external audit(s)
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General fund revenues have shown steady 3% plus growth per year over the last four years. This growth reflects a strong state economy, but it also reflects increased economic vitality within Superior.
Increased financial performance in the enterprise funds will decrease the drain they place on the general fund, making more funding available for community development projects.
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Section 4: Superior Community
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oal: Encourage and foster collaboration and leverage between all sectors of the community – government, business, nonprofits, civic and education – that promotes alignment and maximizes private, public and philanthropic resources for the benefit of all citizens.
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Strategies ✓
Actively engage and communicate with the community.
✓
Encourage and promote volunteerism.
✓
Participate in civic, business and education organizations that are directly engaged in improving the Town.
✓
Support specific events, festivals and programs that generate public participation and student achievement.
✓
Continue to forge partnerships and collaboration between and among local, county and state governments, businesses and employers, civic organizations, and education
Key Performance Indicators/Outcomes •
Number of volunteers
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Number of community-wide collaborative projects
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Number of community events and festivals
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Total attendance at community meetings
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Total attendance at community events and festivals
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Total enrollment in leadership programs
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Student participation and projects in community events/projects and on student council
•
Resident participation in Superior leadership programs
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Section 5: Superior Public Safety
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oal: Safeguard the community’s public safety, security and health through the highest standards of professionalism and strong, positive relationships with residents and businesses.
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Strategies ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Continue to expand the staff resources of the Superior Police and Fire Departments. Ensure that first responders have the equipment and technology that is essential to the efficient and effective operations of their daily work. Leverage information technology to drive efficient and responsive service delivery. Continue to provide and expand training for public safety personnel. Continue to retain, recruit and train officer reserve corps and volunteer firefighters. Enhance community policing by supporting and participating in programs and activities that prevent crime and promote safety. Increase and strengthen participation in Pinal County and State of Arizona public safety task forces. Maintain the Emergency Services Agreement between the Town and Resolution Copper Mining.
Key Performance Indicators/Outcomes • • • • • • • • • • •
Public safety Response times Property crimes Number of fires per capita Community Engagement Total fire/EMS personnel and operations expenditures per capita Total residential fire incidents per 1,000 population Police top priority calls Crimes and arrests (Uniform Crime Reporting) Sworn full time equivalent police per capita Percentage of UCR crimes cleared
Emergency Response Times for 2017-2018 Superior Police Department Average Response Time for a Call for Service.................................. 3:41 Average Calls per Year....................................................................... 3,500 Superior Fire Department Average Response Time for a Call for Service.................................. 6:22 Average Calls per Year.......................................................................... 739
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Section 6: Superior Infrastructure
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oal: Provide high quality and wellmaintained infrastructure that supports current and future residents, businesses and tourism.
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Strategies ✓ ✓ ✓ ✓ ✓
Address and identify funding for improving the wastewater treatment plant. Begin the implementation of the Superior Municipal Airport Master Plan, identifying potential sources of funding to extend water and electricity to the Airport. Continue to work with the Pinal County Flood Control District to coordinate their work on revising standards for Superior’s floodways. Implement the first phase of the Paved Roads Assessment plan. Plan for and invest in infrastructure that supports population growth, an increase in visitors and business retention and expansion, business attraction, and business startups.
Key Performance Indicators/Outcomes • • • • • • • • •
Capital Projects Budget Capital Projects Completed on Time and within Budget Superior Municipal Airport development Superior Paved Streets Plan implementation Total miles of municipal streets paved Total miles of municipal sidewalk repaired Decrease maintenance and power costs of the wastewater treatment plant Total square feet of all facilities maintained Solid waste expenditures per account
Increased funding for streets projects is anticipated beginning this year, significantly increasing the reach of our maintenance programs.
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Section 7: Superior Economy
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oal: Provide the tools and operating climate that will foster private sector business investment and job creation across many sectors of the economy to ensure that Superior has a diverse and competitive economy.
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Strategies ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Expand and diversify Superior’s tax base and job opportunities by attracting new base industries into the community. Improve community appearance and protect neighborhood integrity by addressing blight. Ensure public policies that will support continued revitalization of Main Street/ Downtown. Strengthen relationships with Pinal County and State of Arizona economic development agencies to ensure that Superior is included in their attraction efforts. Maintain and improve the Superior Industrial Park to ensure the availability of shovel-ready sites. Develop an inventory and Town-wide map of all available commercial-industrial properties, regardless of ownership. Finalize the hotel feasibility study and use it to introduce Superior to hotel chains, working to recruit at least one hotel to the Town. Examine the feasibility and value of establishing a land bank. Expand/improve the Town’s prospect kit.
Key Performance Indicators/Outcomes • • • • • • • • •
Population growth Employment growth Number of visitors Number of occupancy and business permits issued Number of business start-ups Expansion of existing businesses Location of new businesses Business startups Change in value of commercial property
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Section 8: Superior Education
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oal: Encourage local resident and business support of the Superior Unified School District, Central Arizona College and other postsecondary institutions in their collective work to educate and prepare students for college and careers.
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Strategies ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Continue to champion and support the Superior Unified School District and its programs that encourage parental/community involvement in the education of its students. Collaborate with the school district, Cobre Valley Institute of Technology (CVIT) and Central Arizona College to identify and expand opportunities for Career Technical Education. Work with existing businesses to identify opportunities for student apprenticeships and internships. Assist the school district to ensure that all local students are aware of the CAC’s Promise for the Future scholarships. Host regional training sessions for residents and Town and private sector employees. Expand training offerings for Town Government employees. Expand training offerings for employees of Superior-based employers. Establish the Town of Superior, in partnership with the SUSD and CAC, as an important regional center of training for public safety, safety miners and other indemand occupations.
Key Performance Indicators/Metrics •
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Percentage of residents with a GED or high school diploma Number of scholarships awarded to local high school graduates Number of apprenticeships/internships with local businesses and organizations Number of adults trained in professions and skills-specific careers Number of locally-hosted regional training sessions Number of Town Government employees trained Partnerships between K-12, higher education and Superior employers Percent of 3- and 4-year-old children that are in quality early learning settings (AZ goal is 45%) Percent of 3rd grade students who scored Proficient or Highly Proficient on AzMERIT 3rd grade English language arts assessment (AZ goal is 72%) Percent of 8th grade students who are prepared to be successful in high school math (AZ goal is 69%) Percent of high school students graduating in 4 years (AZ goal is 90%) Percent of 16 to 24 year olds that are NOT going to school or working (AZ goal is 7%) Percent of high school students who enrolled in postsecondary education the semester after graduating high school (AZ goal is 70%) Percent of residents 25 to 64 years of age who have completed a 2-year or 4-year degree or received a postsecondary certificate (AZ goal is 60%) Teachers’ salaries have reached the national median teacher pay by 2023
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Section 9: Superior Quality of Life
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oal: Preserve, enhance and promote the unique quality of life offerings of Superior, including public policies and programs that support parks, recreation, quality housing, public/green spaces, safe and modern recreational facilities and other amenities that support current and future residents, visitors and businesses.
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Strategies ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Execute and complete the Multigenerational Center, including the Senior Center and Library, and other signature projects. Continue to advance the development of a mining heritage facility and program. Continue to support festivals and events that draw citizens and visitors. Annex the Boyce Thompson Arboretum into the Town’s municipality. Update the Parks and Recreation Plan and maintain and expand parks and open spaces. Participate in county, state and federal task forces to ensure the ongoing maintenance and preservation of Superior’s mountains and trails. Establish and adopt policies that discourage blight. Attract developers and homebuilders to encourage the development and construction of new housing units that are aligned with the preferences of all age groups, including young adults and seniors. Promote programs to encourage the rehabilitation of existing housing stock. Establish and adopt policies that will result in the re-use of Superior’s historic structures. Continue to invest in public arts projects that are in alignment with Superior’s image. Create a pedestrian-friendly environment on Main Street/Downtown.
Key Performance Indicators/Metrics Number and value of housing rehabs Number and value of new housing starts Increase in local property tax base Acres of parkland Total park attendance Miles of trails Total library use per capita Total parks and aquatic center use per capita Number of youth participating in summer and recreational programs
Caboose Park
Track
ADOT Vistor's Center
60 £ ¤
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60 £ ¤
Wagon Tracks Superior Airport Old Pinal Site High School
AZNST Trailhead
Cave/Ruin
V U 177
Arnett Overlook
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Possible Staging Area
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at i r ail onal Sceni c T
Picketpost Mountain
Possible Staging Area
Grind Site in Rocks
Possible Staging Area
A r izo
V U 177
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• • • • • • • • •
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Legend Status, Type
Surface Managment (BLM)
Proposed, Motorized (Single Track)
Bureau of Land Management (BLM)
Existing System Road, Motorized
Bureau of Reclamation
Proposed, Motorized
County
Existing System Trail, Non-Motorized
Indian Lands
Proposed, Non-Motorized
Local or State Parks
Apache Leap Special Management Area
Military
Road Classification Freeway or Other Major Road
National Park Service (NPS) Other
Major Road Less Important than a Freeway
Private Land (No Color)
Other Major Road
State Trust Land
Secondary Road
State Wildlife Area
Local Connecting Road
US Forest Service (USFS)
Important Local Road
US Fish and Wildlife (USFWS)
Scope of Analysis (2453.5 acres)
Type Motorized Motorized (Single Track) Non-Motorized Grand Total
Existing 6.2
6.2
Private Land
Proposed 1.4 5.5 6.9
Total (Private Land) 6.2 1.4 5.5 13.1
Existing 24.6 17.3 24.6
Tonto N.F
Proposed 3.2 29.3 24.2 56.7
Grand Total
Total (Tonto National Forest) 27.8 29.3 41.5 98.6
34.0 30.7 47.0 111.7
Copyright:© 2013 National Geographic Society, i-cubed
Plan Development: Ioanna T. Morfessis, Ph.D., IO.INC Design & Publication: Jennifer Carnes, Copper Area News Publishers Photos: Cat Brown & The Superior Sun
Town of Superior, AZ
199 N. Lobb Avenue, Superior, AZ 85173 • (520) 689-5752 • www.superioraz.gov