1. Expedite removal of Maricopa from the FEMA 100-year flood plain.
2. Public/private utilities infrastructure of the city ensures that economic development remains robust and citizens are served in the best and most reliable way.
3. Encourage development of industrial and business parks to enhance employment opportunities and bolster the local economy.
4. Creative placemaking and event tourism – creating a destination city.
5. Evaluate annexation of land to accommodate the city’s projected growth and economic prosperity.[/quote_box_right]At a city council retreat on Wednesday, Maricopa City Manager Rick Horst recommend the city and Maricopa Economic Development Alliance (MEDA) combine offices because they essentially have the same mission – promoting Maricopa.
“Their website and our website are two different websites with the same information,” Horst said. “We are paying for and managing two separate websites. I’m not sure that make sense. We are all invested in the same plan. They could act as a business facilitator for us.”
He said MEDA often has different conversations with individual builders, developers and investors that the city doesn’t, because MEDA can keep information more confidential, while the city may not be able to.
“Why don’t they (MEDA) have a larger presence,” he said. “They should be front and center as a partner organization with the city of Maricopa. We are a partner of MEDA and we’re tied at the hip. Their strategies and solutions really shouldn’t be different than ours. There is value from them that we can receive that we are not yet receiving.”
The city has been discussing the 500-acre Estrella Gin Industrial Park. Horst suggested the construction of a 10,000 to 12,000 square foot spec building and including MEDA in that new building.
“I think MEDA needs a home,” he said. “It needs a place where citizens can come in. It says Maricopa EDA, not MEDA. With a presence, so people can come in and know where they can go.”
He said staffing would be a problem if MEDA were to open an official office. His solution is to combine the city economic development office and MEDA into the same location, so they could help each other. The combined office would only be a small part of the larger spec building.
“I think we would save money,” he said, “because of the redundancy. We don’t need separate marketing programs. We don’t need two separate websites. Look at theirs, look at ours, I dare you to find anything different in them. They should help us achieve our objectives and our projects. I think they could help us with the flood plain issue. At the end of the day, we are going to have to pay for it. Who better than they can help us get the financial support. Those are my thoughts on MEDA. To take a great organization and raise it to a new level by combining forces.”
Horst’s seven-hour workshop on Wednesday focused on the city’s 2040 Vision Plan, “which is the foundation of any long-range plan, is aspirational in nature and articulates the desired future state of the community,” according to the presentation.
The 2040 plan is intended to inspire the stakeholders in the community to have a common goal in the success of Maricopa.
Horst explained the city strategic plan, a two-year program “designed to provide a higher strategic direction that will give the community a better sense of where the city is heading.”
He spoke about how to execute the plan, sustain the city’s mission, government efficiency and the identification of the city’s Wildly Important Goals (WIGS).
His lists of WIGS were:
Expedite removal of Maricopa from the FEMA 100-year flood plain.
Public/private utilities infrastructure of the city ensures that economic development remains robust and citizens are served in the best and most reliable way.
Encourage development of industrial and business parks to enhance employment opportunities and bolster the local economy.
Creative placemaking and event tourism – creating a destination city.
Evaluate annexation of land to accommodate the city’s projected growth and economic prosperity.
Horst also spoke about changes and eliminations of city boards which are no longer needed. He recommended eliminating the Non Profit Funding Evaluation Committee, the Veteran Affairs Committee and the Youth Internship Program Advisory Committee. All three committees have not met for quite a while and the Veteran’s committee doesn’t have the expertise necessary to assist Veterans while other community services are available to better assist them, according to Horst.
He proposed re-purposing the Parks, Recreation and Library Advisory Committee into the Community Services Advisory Board. He also recommended combining Cultural Affairs, Event Tourism, Age-Friendly Maricopa and Arts commissions into the newly established Community Services Advisory Board.
He recommended making the Community Services Advisory Board a nine-person board appointed by city council. He also recommended sub-committees under the board.