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League of Cities and Towns Annual Meeting August 2014 Local Community Initiatives

League of Cities and Towns Annual Meeting August 2014 Local Community Initiatives. We have no clear blueprint for our future…. Traditional means of setting an agenda are not working. How do you change the direction of a state the size of Arizona ? Ask citizens.

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League of Cities and Towns Annual Meeting August 2014 Local Community Initiatives

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  1. League of Cities and Towns Annual MeetingAugust 2014Local Community Initiatives

  2. We have no clear blueprint for our future… Traditional means of setting an agenda are not working.

  3. How do you change the direction of a state the size of Arizona? Ask citizens.

  4. What we learned from Gallupabout Arizonans… Two Disconnects: 1. High attachment to place but low sense of connection to community. • 12% of Arizonans believe the people in their community care about one another. 2. High consensus on issues but lack of trust in elected officials. • 10% of Arizonans believe elected leaders represent their interests.

  5. In the Gallup Poll, Arizonans identified 8 clear goals. CARING FOR THE ECONOMY • Create quality jobs for all Arizonans. • Prepare Arizonans of all ages for the 21st century workforce. CARING FOR PEOPLE • Make Arizona “the place to be” for talented young people. • Provide health insurance for all, with payment assistance for those who need it. CARING FOR COMMUNITIES • Protect Arizona’s natural environment, water supplies and open spaces. • Build a modern, effective transportation system and infrastructure. • Empower citizens and increase civic engagement (especially voting). • Foster citizen well-being and sense of connection to one another.

  6. Goal 1 -Education WHAT CITIZENS WANT • Graduate high school students who are college & career ready. • Align graduation requirements with national and international standards. • Make sure students are able to customize their education pathway to meet personal goals.

  7. Goal 2 - Job Creation WHAT CITIZENS WANT • More job opportunities • Job training programs for Arizonans of all ages • Lower business taxes • More investments in renewable resources

  8. Goal 3 – Water, Forests and Open Space WHAT CITIZENS WANT • Water management plans for all regions of Arizona – statewide, regional and municipal. • Policies that balance population growth with preserving open spaces.

  9. Goal 4 - Infrastructure WHAT CITIZENS WANT • Mass transit systems that connect communities throughout urban regions • New highways and roads to reduce congestion • Improvements in airports and rail systems to support trade • Statewide high-speed broadband

  10. Goal 5 - Healthcare WHAT CITIZENS WANT • Health insurance that is publicly available to all Arizonans with payment assistance for those who need it. • Healthcare discounts for people who adopt healthy lifestyle behaviors. • More doctors and healthcare professionals to provide primary healthcare services.

  11. Goal 6 – Young Talent WHAT CITIZENS WANT • Quality jobs • More “places” where young people can gather • Protection for the environment • Culture of openness and opportunity for all

  12. Goal 7 – Civic Engagement WHAT CITIZENS WANT • Increasing citizen participation in all aspects of citizenship • Leaders who understand complex issues and work across party lines

  13. Goal 8 – Community Involvement WHAT CITIZENS WANT • A deeper sense of community connection • More “neighborliness”

  14. LEAD ACTION PARTNERS FOR EACH GOAL

  15. 2.0 IN ACTION Partner Reports Arizona organizations are responding to the citizen goals of The Arizona We Want 2.0 report. BlueCross BlueShield of Arizona Arizona State University Freeport-McMoRan Copper & Gold Phoenix Public Library

  16. The Arizona We Want 2.0 City of Buckeye 2014

  17. CITY OF BUCKEYE’S RESPONSETOTHEARIZONAWEWANT GOAL1 Education PrepareArizonansofallagesfor the 21stcenturyworkforce. • Recreation works with surrounding colleges to offer topic talks to group of teens regarding college prep, college readiness (e.g. SAT info, ACT info, financial Aid info, college info). • The Buckeye Public Library has completed the first year of the Read to Succeed Program which partnered with Buckeye Elementary School and tutored at-risk, below reading level first grade students that are now at reading level. • Read On Buckeye is a community effort between the city, school leaders, community, and faith leaders. This group is responsible for creating awareness for increasing literacy, particularly from ages 0-5. Building bridge ways for kids entering school, preschool to elementary school bridges. • Last year we collaborated with AZ SciTech for the first time in Buckeye history to promote S.T.E.M. in Buckeye. WHATCITIZENSWANT? • Graduate high school students who are “college-career” ready. • Align graduation requirements to national and international standards. • Customize education to meet student goals. • Key Gallup Findings: • 19% of Arizonans rate their community highly for the quality of its public schools. WHAT’SHAPPENINGINBUCKEYE, AZ? • Buckeye has 9 public school districts and charter schools, and growing. • The Litchfield District is the #1 elementary school district in Maricopa County. • Buckeye Elementary School District is the fastest growing school district in Maricopa County. • Verrado was named a top high school in Arizona by Newsweek and received the A+ School of Excellence Certification. • Liberty Schools offer two STEM (science, technology, engineering and math) schools, and an international baccalaureate candidate school, and is being converted to a center for agribusiness and equine education. • Foothills Elementary School in Sun City Festival was featured in the May 2013 Time magazine for it’s use of a cutting edge adaptive learning system for math instruction called knewton. • Saddle Mountain’s Tartesso Elementary School has implemented 11 afterschool programs to extend the learning day, including Lego robotics, surf and chess club, odyssey of the mind, fitness club, good news club, art club, virtual field trip club, dance club, among others. NEXTSTEPSFORBUCKEYE, AZ WHEREDOWEGOFROMHERE? • West-MEC new Buckeye campus 2015. • Estrella Mountain Community College extending campus. • Teacher hands-on paid internships to teach customize education for city jobs. • Strategic outreach targeting charter, private, and public educational institutes and facilities to expand offerings in concert with targeted economic development targets.  • Entrepreneurial and business education efforts to grow, retain and attract businesses to Buckeye.  • Collaborate with other west valley cities to streamline small business development programming.

  18. CITY OF BUCKEYE’S RESPONSETOTHEARIZONAWEWANT GOAL2 JobCreation Createqualityjobsfor all Arizonans. • Economic Development Catalyst Program helped rehabilitate 3 downtown businesses. •  Sales taxes continue to increase while most cities in the State are witnessing flat or decreasing sales tax revenue. •  Lowest sales tax of any city in Maricopa County for single ticket purchase items costing $2,000 or more. •  Water and Sewer Infrastructure investment and expansion has yielded additional sites for industrial / commercial development. • The Buckeye Educational Center (Buckeye’s EMCC campus) provides convenient access to academic, job training and community education courses. Course offerings for traditional and non-traditional age students range from college credit, degree-seeking pathways, to short-term job training programs, and noncredit community education classes. WHATCITIZENSWANT? • Increased job opportunities. • Job training programs for Arizonans of all ages. • Lower business taxes. • More investments in renewable energy. Click here for video KeyGallupFindings: • 96% of Arizonans do not rate their community highly for economic conditions. • 76% do not believe the next generation will have a higher standard of living than we have today. WHAT’SHAPPENINGIN BUCKEYE, AZ? NEXTSTEPSFORBUCKEYE, AZ WHEREDOWEGOFROMHERE? • Mayor Meck sends a weekly e-blast with west valley job openings. • Most robust pipeline of economic development prospects. • New Tesla Supercharger Station which is a key facility in the I-10 Corridor between Tucson and Los Angeles. • IGA with City of Phoenix turning a landfill into a solar field with the creation of APS jobs. • Continuous partnerships with Luke Air Force base and Palo Verde Nuclear for job creation (see VIDEO here). • Implementing a Business Retention & Expansion program to facilitate assistance for business owners, developers, and key stakeholders. • 13 new business locates in 2014 through June 30. • 800 new jobs and over 60 new businesses since 2011. • Over 70,000 square feet of new commercial construction took place over the past year. • Actively pursuing 62 active prospects with potential job creation of 14,478 and capital investment of over $7.5 Billion. • City will see it’s first car dealership in 2015 with the possibility of a full scale Auto Mall with I-10 visibility. •  Aggressive pursuit of retail, hotel, medical, and professional service businesses to locate on shovel ready sites along or adjacent to Interstate 10. • Formation of a nonprofit adjunct organization – Public / Private partnership to help economic development efforts. • Legislative initiatives to continuously improve Buckeye’s competitiveness in the regional landscape in order to land high value, high impact projects. • Buckeye has partnered with Center for Entrepreneurial Innovation and Seed Spot to bring in entrepreneurship training opportunities.

  19. CITY OF BUCKEYE’SRESPONSETOTHEARIZONAWEWANT GOAL3 Environment &Water ProtectArizona’snatural environment,watersupplies and open spaces. WHATCITIZENSWANT? • Preparing the Gila River Restoration Program, which will focus on 4 core strategies to preserve the Gila River through Buckeye’s municipal planning area, including a specific area plan, sand & gravel policies, a restoration plan for the river, and an in-lieu fee program to provide implementation funding. • Updating Buckeye’s 2005 Parks, Trails & Open Space Master Plan that will detail the vision for its green spaces over the next 10 years. • Working with Maricopa County Parks and Recreation on the alignment of the Maricopa Trail through Buckeye’s municipal planning area. • Named Solar City U.S.A and Tree City U.S.A. • Water management plans for all regions of Arizona—statewide, regional and municipal. • Policies that balance population growth with preserving open space. • Key Gallup Findings: • Of 14 features, Arizonans rate the state’s natural beauty, outdoor parks and trails as its greatest assets. WHAT’SHAPPENINGIN BUCKEYE, AZ? NEXTSTEPSFORBUCKEYE, AZ WHEREDOWEGOFROMHERE? • Expanding water capacity to increase economic development opportunities. • Working with major utility providers to ensure development sites have necessary utilities in place for high demand, industrial users. • Designing Phase I improvements to Skyline Park, an 8,675 acre mountain preserve in the south White Tank Mountains. • Preparing consistent planning standards for development occurring adjacent to the Gila River in conjunction with Avondale, Goodyear, and Maricopa County. Additionally, the group will identify pilot projects with conceptual designs and cost estimates consistent with the El Rio Watercourse Master Plan. • Establishing a non-profit White Tank Mountains Conservancy with Verrado DMB taking the lead that involves several organizations. The Conservancy will focus on 5 core areas: 1) Stewardship & Conservation, 2) Volunteerism, 3) Advocacy, 4) Regional Planning & Tourism, and 5) Research & Education • Construct Skyline Park access road and Phase I improvements to include trailheads, camping sites, picnic areas, and an environmental education programming area. • Begin a trail inventory and prioritized list of improvements to existing trails in Skyline Park. • Incorporate parks and open space standards into the City’s Development Code and General Plan. • Seek funding for first leg of the canal trail from Miller Road east to Baseline Road in downtown Buckeye.

  20. CITY OF BUCKEYE’SRESPONSETOTHEARIZONAWEWANT GOAL4 Infrastructure Build a modern, effective transportation system and infrastructure. WHATCITIZENSWANT? • Working with ADOT and FAA to grow Buckeye Municipal Airport, leveraging nearly $10 million in grants over the past ten years. • A bus route rerouted through the Watson area to increase ridership in the areas most needed • Mass transit systems that connect communities throughout the urban regions of the state. • New highways and roads to reduce congestion. • Improvements in airports and rail systems to support trade. • Statewide high-speed broadband. NEXTSTEPSFORBUCKEYE, AZ WHEREDOWEGOFROMHERE? • Solution for high pressure natural gas to serve industrial / rail corridor. • Transportation Master Plan for all 600 square miles of Buckeye. • Widening of I-10. • Future I-11. • SR 30 multi-modal & utility corridor • Increase bus routes and rail. • Strategic Infrastructure solutions for natural gas to coincide with additional infrastructure investment in water and sewer capacity and growth. • Key Gallup Findings: • 22% of Arizonans rate their community highly for its highways and freeway system. WHAT’SHAPPENINGIN BUCKEYE, AZ? • Actively reviewing streets/roadways and freeways to ensure preservation and/or expansion of active roadways. • Buckeye is cooperating with ADOT and neighboring cities to help the completion of Loop 303. • Buckeye is reviewing the Google Fiber City Checklist to prepare for Google’s next round of roll outs. • Constructed first Park and Ride allowing mass transit access from Buckeye to Phoenix. • Increase in bus routes from Ajo to Phoenix. • Comprehensive Pavement Management Plan for the greater than 1,000 lane miles of roadways throughout Buckeye.

  21. CITY OF BUCKEYE’SRESPONSETOTHEARIZONAWEWANT GOAL5 Healthcare Providehealthinsuranceforall,withpaymentassistance forthosewhoneedit. • The primary goals of the Buckeye Fire Department during this pilot program are: to achieve and present proven prevention accomplishments gained by this pilot program, expand the Fire Department’s current public health care role and gain trust within local communities, expand revenue, manage call volume, utilize fire station locations to benefit of citizens, ACOs, and the Fire Department and gain control in an ever-changing healthcare system. • This should reduce the number of re-admittances thereby reducing Banner Estrella’s re-admittance costs as well as provide opportunities for the City of Buckeye Fire Department to provide primary healthcare services to Buckeye citizens and to gather value-added data for determining an appropriate fee structure in 2015. WHATCITIZENSWANT? • Health insurance that is publicly available to all Arizonans with payment assistance for those who need it. • Healthcare discounts for people who adopt healthy lifestyle behaviors. • More doctors and healthcare professionals to provide primary healthcare services. • Key Gallup Findings: • Only 23% of Arizonans rate their community highly for accessible healthcare. WHAT’SHAPPENINGIN BUCKEYE, AZ? • Significant interest in medical professional office and service delivery expansion: Urgent Care & West Valley ER. • The City of Buckeye Fire Department is partnering with Banner Estrella Hospital to start a pilot program directed at reducing re-admittance costs (primarily re-admittances occurring within the first 30 days of the initial hospitalization). • This partnership will reduce re-admittance costs for the Banner Estrella facility • Under the Affordable Care Act, re-admittance within 30 days from the initial hospitalization is free to the patient. To be phased in January 2015. NEXTSTEPSFORBUCKEYE, AZ WHEREDOWEGOFROMHERE? • Recruit specialty medical services, senior care, and additional services for residents • The primary goals of the Buckeye Fire Department during this pilot program are: (1) to achieve and present proven prevention accomplishments gained by this pilot program; (2) expand the Fire Department’s current public health care role and gain trust within local communities; (3) expand revenue; (4) manage call volume; (5) utilize fire station locations to benefit of citizens, ACOs, and the Fire Department; and (6) to gain control in an ever-changing healthcare system.

  22. CITY OF BUCKEYE’S RESPONSETOTHEARIZONAWEWANT GOAL6 YoungTalent MakeArizona“theplaceto be”for talentedyoung people. WHATCITIZENSWANT? • The Buckeye Public Library provides English as a Second Language (ESL) tutoring to adult students to assist with furthering their educational goals of reading and writing in English. • We are working with youth to not only provide opportunities to volunteer, but to learn the importance of community involvement and building relationships. • Partnering with the Three C’s Leadership Prep Academy, a local non-profit on a youth mentorship program at Recreation Center and Smash Bullying Campaign at the Spring 2014 Buckeye Demolition Derby. Three C’s stands for Character Development, Career Preparation, Community Involvement. • Qualityjobs. • More “places”where young peoplecangather. • Protectionforthe environment. • Culture of opennessandopportunityforall. KeyGallupFindings: • Only 6% of young Arizonans believe their community offers good job opportunities. • 19% rate their community highly for its nightlife; 20% believe it’s a good place to meet people. • 42% give high marks to Arizona’s open spaces. • Young Arizonans believe leaders need to be “willing to listen.” WHAT’SHAPPENINGIN BUCKEYE, AZ? • Partnered with ASU master design class for ideas about Buckeye’s future growth. • Starting entrepreneurial and business germination programming for Buckeye residents and businesses in concert with new Sundance Library. • The Recreation Division is currently working with Maricopa County Youth Workforce program and Arizona Call-A-Teen to provide work experience for youth workers along with career readiness training. • We currently offer a junior lifeguard program which allows youth who are not old enough to work the chance to obtain lifeguard training and volunteer experience working at our aquatic center alongside trained and professional staff. NEXTSTEPSFORBUCKEYE, AZ WHEREDOWEGOFROMHERE? • Add Entrepreneurial programs and co-working space in new economic development center. • Work with Mayor and City Council on forming a Youth Advisory Council. • Host Leaders In Training program for youth looking to get involved and volunteer in programs. • Working with schools for youth-led business groups to focus on marathon giving students experience in marketing, selling, event planning and sponsorships. • Create a vibrant and technology friendly dedicated space for teens to gather in the new branch library that will open in early 2015.

  23. CITY OF BUCKEYE’SRESPONSETOTHEARIZONAWEWANT GOAL7 CivicEngagement & Community Involvement Empowercitizensandincreasecivic engagement. WHATCITIZENSWANT? • In the process of a complete technology refresh for the city in order to provide more services to the public, including transparency for government transactions. • Engage in traditional media, social media, and e-newsletters through many departments for optimal reach of communications to our residents. • The Mobile Events Unit was crated to connect the community. The unit travels to different Buckeye neighborhoods to provide programs in the areas of Health and Wellness, Nature and Outdoors, and Cultural Arts. • Buckeye has been named a Playful City USA for three years in a row. • Organized community cleanups south of entrance to Skyline Park with 1,500 hours of volunteer hours contributed and 68,000 pounds of trash removed. • Increasing citizenship participation in all aspects of citizenship. • Leaders who understand complex issues and work across party lines. • A deeper sense of community connection. • More “neighborliness.” KeyGallupFindings: • 10% of Arizonans believe that elected officials represent their interests. • 24% believe the next generation will have a better standard of living than we have today. • 25% believe Arizona is a good place to meet people. • 37% believe they are treated with respect at all times in their community. NEXTSTEPSFORBUCKEYE, AZ WHEREDOWEGOFROMHERE? WHAT’SHAPPENINGIN BUCKEYE, AZ? • Staff and Council involved in Buckeye Leadership and Leadership West. • Police citizen engagement programs like: GAIN, neighborhood meetings, block watch, citizen academies, public safety fairs. • Award-winning School Resource Officer program. • Embraced community leadership volunteer opportunities through our work with Council appointed advisory boards, non-profit agencies and citizen volunteers of all ages. • The city engaged volunteers who provided over 16,000 hours of service in the community in FY 14. • Currently utilizing a committee with local residents serving on committee for Buckeye’s first marathon. • More fully utilize and engage our Friends of the Library, Friends of Recreation and Historical Society Organizations. • Develop an Arts & Cultural Program by partnering with the West Valley Arts Council that will utilize the 17,000 sq. ft. new branch library space that will open early 2015. • Engage active adults through Senior and Law Enforcement Together (SALT). • Adding a marathon, fitness in the park and farmer’s market events as part of the Let’s Move! Initiative, focusing on health and wellness for our community and making major strides towards getting residents active. • Provide opportunities for public involvement and input in the update to the Parks, Trails and Open Space Master Plan.

  24. THE ARIZONA WE WANT 2.0 The Arizona We Want 2.0 The City of Tempe is responding to the demands of a changing Arizona while reflecting our community values in our vision for the future. YOUR COVER PHOTO(S) YOUR INTRO… YOUR…YOUR INTRO

  25. TEMPE’S RESPONSETOTHEARIZONAWEWANT GOAL1 Education PrepareArizonansofallagesfor the 21stCenturyworkforce. • WHAT CITIZENS WANT? • Graduate high school students who are “college and career” ready. • Align graduation requirements to national and international standards. • Customize education to meet student goals. • Key Gallup Findings: • 19% of Arizonans rate their community highly for the quality of its public schools. • TEMPE AND ITS PARTNERS WORKING TOGETHER TO ADVANCE EDUCATION. • DROPOUT PREVENTION • The City of Tempe provides dropout prevention counseling services at each of the 7 high schools in the high school district to keep kids in school. • The life of a teenager can be even more difficult when they feel like they don’t fit in. That’s why the City of Tempe helps support Teen Resource Centers at 2 of its high school campuses. These centers allow students in need to get needed clothing for free. • The City of Tempe partner with Tempe Union High School District to support its Adolescent Pregnancy and Parenting Program, which provides support and education to pregnant and parenting teens. This program provides a safe and nurturing environment to the children of the teens in the program. • In order to make sure that children and teens alike are able to get to school on a daily basis, the City of Tempe provides free transit passes from residents ages 6 to 18 years old. • Ensuring A Love Of Education Early • The City of Tempe recently became a Read On City and is working with its partners to make early literacy a priority in the community. • Before and after school programs are vital for children and parents alike. Tempe partners with Tempe and Kyrene Elementary Districts to provide Kid Zone, a safe and enriching program at 18 local elementary schools. • The City of Tempe provides grant funding for Commitment to Schools and Experience Corps which work with students to improve educational opportunities. • NEXT STEPS FOR TEMPE • The City of Tempe is hiring an Education Coordinator to better collaborate with its education partners. • Tempe and the Mayor will continue to work with partners, including the Mayors Education Roundtable to try and tackle the issue of high school dropouts to keep more kids in school. • Continue to work with business partners and legislators to invest in schools. The City of Tempe recently partnered with the Tempe Union High School District, Arizona State University, Grand Canyon University, Mesa Community College, Rio Salado Community College and the University of Advancing Technology to create College Connect. College Connect aims to help graduating high school students with any questions that they may have about college. This free workshop gives students and their families the tools necessary to get into the post-secondary institution of their choice. Students get help with the college application process and answering the bigger questions of how to pay for college once they are accepted, whether it be through a scholarship or by securing financial aid. Thus far, this program has been highly successful and has helped a number of students navigate the college application process.

  26. TEMPE’S RESPONSETOTHEARIZONAWEWANT GOAL2 JobCreation Createqualityjobsfor all Arizonans. • TheCity of Tempe’s Economic Development team provides a wide range of services designed to support any sized business, from ‘mom and pop’ shops to Fortune 500 corporations. • Tempe has the advantage of an educated workforce, one of the smartest in the state, with more than 40 percent of our population 25 years and older holding a Bachelor’s degree or better. • Tempe has an impressive list of colleges and universities with Arizona State University, the University of Advancing Technology, the Southwest College of Naturopathic Medicine, the University of Phoenix, Ottawa University, Rio Salado Community College, Western University and others, all providing opportunities to improve job skills. • NEXT STEPS FOR TEMPE • Continue to work with fellow cities and economic development non-profits to find solutions to funding infrastructure and education in order to help boost economic development. • The City’s Economic Development staff is moving forward with a new outreach program that will explore partnerships with ASU and Maricopa Community College/Corporate College, offer space and free mentorship to entrepreneurs and innovators in the community, and identify additional programming to help small businesses get off their feet. • WHAT CITIZENS WANT? • Increased job opportunities. • Job training programs for all ages. • Lower business taxes. • More investments in renewable energy. • Key Gallup Findings: • 96% of Arizonans do not rate their community highly for economic conditions. • 76% do not believe the next generation will have a higher standard of living than we have today. • HOW IS THE CITY OF TEMPE RESPONDING? • The City of Tempe is a net importer of jobs. • Everyday, Tempe’s workforce population increases by 50%. Logistically, this means that population of the City of Tempe nearly doubles. • In 2013 alone, Tempe added over 5,300 jobs, infused $700 million of capital investment, and developed or absorbed 3 million square feet of Class A office space. • Tempe Town Lake is establishing itself as an economic engine, with the recent announcement of the regional headquarters to State Farm. This development, at almost 2 million square feet is the largest office development built at one time in Arizona. It represents a $600 million commercial investment. Another successful new business to the Tempe area is Reputation.com, a web based service made up of researchers focused on helping people control their lives online. Their cutting edge technology will monitor the web 24/7 for an individual’s private data, finding and removing it from dozens of sites. Their publishing team creates custom profiles and other content for individuals and business to build a positive online presence. Reputation.com works with clients to push down or suppress any negative content that may show up high in a search result. This Silicon Valley- based company is projected to bring over 150 employees to the City of Tempe.

  27. TEMPE’SRESPONSETOTHEARIZONAWEWANT GOAL3 Environment & Water ProtectArizona’snatural environmentand watersupplies. In March of this year, the City of Tempe worked with SRP and Solar City to complete the largest solar project at a city facility to date. This 924-kilowat project is located at our South Water Treatment Plant. With over 3000 solar panels, it will produce more than 1.6 million kilowatt hours of electricity and supply 15% of the plant’s energy needs. In fact, the city expects to save more than $25,500 in utility costs during the first year, with anticipated savings of $2.3 million over 20 years. The energy produces equals removing the equivalent of 235 cars from the road each year! • The City of Tempe also recently adopted an resolution requiring the city to reduce energy use in municipal buildings 15% by 2025. • The City of Tempe recently retrofitted 600,000 square feet of city buildings to realize $550,000 in annual cost savings. These retrofits will reduce greenhouse gas emissions by more than 4,200 metric tons, the equivalent of taking 833 cars off the road. • The city also replaced 2,000 high pressure sodium streetlights with induction streetlights. This simple change will reduce the annual energy cost of these lights by 35 to 50%. It will also eliminate 726 metric tons of carbon emissions, the equivalent of the amount of energy used to power 88 homes in a year. • Tempe’s vehicles have also been upgraded to be more sustainable and green, with 90% of the transit fleet and 25% of the city vehicle fleet using liquefied natural gas. • To maximize energy-efficiency, the City of Tempe has also changed the way that its water treatment plants treat water by instituting off-peak pumping and other optimization methods. • WHAT CITIZENS WANT? • Water management plans for all regions of Arizona—statewide, regional and municipal. • Policies that balance population growth with preserving open space. • Key Gallup Findings: • Of 14 quality of life features, Arizonans rate the state’s natural beauty, outdoor parks and trails as its greatest assets. • HOW IS TEMPE WORKING TO PUT SUSTAINABLE PRACTICES IN PLACE? • The City of Tempe recently adopted an resolution requiring the city to adopt a goal to provide a minimum of 20% of the energy that the city uses from renewable sources by 2025. • In order to meet this goal, the City of Tempe is investing in solar. • Recently, Tempe worked with SRP and Solar City to complete the city’s largest solar project at a public facility to date. This facility is in addition to a number of solar panels on park ramadas, transit shelters, multi-use paths, and the Household Products Collection Center. • The City of Tempe is currently looking to expand our solar project by installing panels atop the Police/Courts building parking garage and at the Johnny G. Martinez Water Treatment Plant.

  28. TEMPE’SRESPONSETOTHEARIZONAWEWANT GOAL3 Environment & Water ProtectArizona’snatural environmentand watersupplies. • Tempe was the first city in the Valley to build a facility for the removal and proper disposal of household hazardous waste from residents. The Household Products Collection Center collects paint, expired prescriptions, appliances, household cleaning and automotive products. Since 2005, the Center has collected over 322,000 pounds of waste. • WATER CONSERVATION EFFORTS. • The City of Tempe has been working over the last decade to reduce residential and commercial water use as part of its larger water conservation goals. • Since 2000, the City of Tempe has experienced a 23% reduction in residential water use. • The City of Tempe encourages residents to use water smartly by offering rebates for converting landscaping to low-water-use and rebates for low-flow toilets. • Tempe offers conservation classes to residents and offers guidance on how to collect gray and rain water. • NEXT STEPS FOR TEMPE. • Continuing to explore how the city can finance solar projects on city property and make it easier to residents to add panels to their own rooftops. • Look at ways to expand the city’s green waste and recycling plan to residents and businesses in the city. • Work to protect our water resources by expanding Tempe’s current water conservation projects to serve more residents and more land. • WHAT CITIZENS WANT? • Water management plans for all regions of Arizona—statewide, regional and municipal. • Policies that balance population growth with preserving open space. • Key Gallup Findings: • Of 14 quality of life features, Arizonans rate the state’s natural beauty, outdoor parks and trails as its greatest asset. • TEMPE HAS A LONG HISTORY OF INSTITUTING GREEN AND SUSTAINABLE PROGRAMS FOR RESIDENTS. • The City of Tempe was one of the first Valley cities to institute a curbside commingled recycling program when the program started in February of 1993. • Residents can simply throw all of their recyclables in their recycling containers. These materials include plastic, glass, aluminum, tin, cardboard, paper, newspapers and magazines. • Recently, Tempe started a citywide composting program that collects green waste from residents and city parks and facilities. The city provides a green bulk pick up where residents can have their green waste turned into compost, significantly reducing landfill waste. Sidebar Success Story Photos/Graphics

  29. TEMPE’S RESPONSETOTHEARIZONAWEWANT GOAL4 Infrastructure Buildamodern,effective transportationsystemandinfrastructure. • The City of Tempe has one of the Valley’s most robust public transit programs with Metro Light Rail, Bus Rapid Transit, and our neighborhood circular, the Orbit System. There are over 12 million boardings on public transit each year in the City of Tempe. • NEXT STEPS? WHERE IS TEMPE HEADING? • Recently, the Tempe City Council supported a new route recommendation for the proposed streetcar project. The new route combined two previous route choices in order to fit federal funding criteria and our own community goals. • Construction on the new dam for Tempe Town Lake was finalized at the beginning of the summer by the City Council. The city is now starting the construction of the world’s largest hydraulically-operated steel-gate dam. • Working with state, federal and local partners to study the possibility of high-speed passenger rail from Tucson to Phoenix and the possible alternative routes that the passenger rail line may take through the City of Tempe. • The city is currently working on an adaptive reuse ordinance that will help property owners with infill projects to that Tempe continues to grow smartly. • WHAT CITIZENS WANT? • Mass transit systems that connect communities throughout the urban regions of the state. • New highways and roads to reduce congestion. • Improvements in airports and rail systems to support trade. • Statewide high-speed broadband. • Key Gallup Findings: • 22% of Arizonans rate their community highly for its highways and freeway system. • WHAT’S HAPPENING IN TEMPE? • The City of Tempe is improving the look of Tempe by enhancing the streetscapes of three busy arterials. Improvements focus on improving pedestrian and bicycle facilities and include public art, landscaping and ADA improvements. • The city’s extensive 175 miles of bike and pedestrian pathways is receiving nearly $1 million in maintenance and Tempe is investing in new pathways throughout the city. • $25 million in funds are being reinvested into the city’s streets over five years. • Tempe is investing $17 million over the next five years in our city parks, with the funding going to improve ballfields, playground equipment and lighting. The City of Tempe in collaboration with Valley Metro, chose a new streetcar route in order to better meet our community’s needs and expectation and to better fit new federal funding criteria. The three-mile route is Rio Salado Parkway from approximately the Marina Heights development west to Mill Avenue, downtown loop on Mill and Ash avenues and south to Apache Boulevard, then east towards Dorsey. The recommendation is a combination of the two route options studied over the past year by Valley Metro and the City of Tempe.

  30. TEMPE’S RESPONSETOTHEARIZONAWEWANT GOAL6 YoungTalent MakeArizona“theplaceto be”for talentedyoung people. • The City of Tempe offers our young residents an exciting and vibrant community, with a fun downtown and Town Lake area. Nearly every weekend, Tempe Beach Park hosts a run, a concert, or a food or beer festival. All of these options provide nearly any entertainment that our young people could want. • NEXTSTEPSFORTEMPE? • Tempe is going to focus on developing itself as a leader in “urban living” through sustainable development and public service practices. We are working to keep Tempe the place to live, work, learn and play. • As part of the General Plan 2040, the City of Tempe is going to work on expanding pockets of urban activity or hubs. These new hubs will focus on attracting new mixed use development that will infuse existing commercial and employment hubs with density and goods and services. These hubs will be appeal to our young talent as a place to settle down. • Voters also directed the City of Tempe to look at ways to become a “20-Minute City.” As such, the city would look at enhancing connections for pedestrian, bike and public transit to ensure that everywhere in Tempe would be within a 20-minute walk, bike, bus or light rail ride. • WHAT CITIZENS WANT? • Quality jobs. • More “places” where young people can gather. • Protection for the environment. • Culture of openness and opportunity for all. • Key Gallup Findings: • Only 6% of young Arizonans believe their community offers good job opportunities. • 19% rate their community highly for its nightlife; 20% believe it’s a good place to meet people. • 42% of young Arizonans give high marks to the state’s open spaces. • Young Arizonans believe leaders need to be “willing to listen.” • WHAT’S HAPPENING IN TEMPE? • Tempe is a high-tech haven, with 20% of all our businesses focusing on technology. These companies, like Microsoft, Clear Energy, and Lifelock offer great opportunities to students graduating from Arizona State or the University of Advancing Technology and give them the option of staying in our community. • Tempe and Arizona State work together to ensure that young people in our community have the safest college and work experiences we can provide. The City of Tempe offers a major metropolitan feel but with a small town atmosphere. There are plenty of amenities for our young people to utilize, a diverse economy to benefit from and fun and happening vibe to enjoy. Arizona State University has more than 60,000 students on the Tempe campus, many focused on the tech jobs of the future. Tempe is the place for these young people to live, work and play once they graduate.

  31. TEMPE’SRESPONSETOTHEARIZONAWEWANT GOAL7 & 8 Civic & Community Involvement Empower citizens to build their community and increase civic engagement. • In 1987, Tempe formed one of the state’s first neighborhood programs. Still in place today, it improves neighborhood vitality by fostering public participation by residents in their city government. Each year it also organizes a Getting Arizona Involved in Neighborhoods (GAIN) night, where city officials tour neighborhoods to mingle with residents. • Tempe’s Volunteer Program connects citizens to their city government by providing opportunities to serve within the city and in other community organizations. Volunteers donate over 100,000 hours annually. • NEXTSTEPSFORWHEREDOWEGOFROMHERE? • Character Areas • Tempe recently embarked on a new project called Character Areas, which will take a more comprehensive look at all of our neighborhoods and how to they want to plan for the future. Character Areas recognize areas or groups of neighborhoods that contain common design, land use and commercial characteristics distinct from neighboring areas. • With the similarities that these Character Areas have in place, the city can reach out and engage residents to see what aesthetics they would like to include in their area in future planning. This process also allows neighbors to provide feedback about what amenities and services they would like to see in their area, thus allowing the city to attract the businesses to match what is needed. • WHAT CITIZENS WANT? • More citizenship participation in all aspects of citizenship. • Leaders who understand complex issues and work across party lines. • A deeper sense of community connection. • More “neighborliness.” • Key Gallup Findings: • 10% of Arizonans believe their elected officials represent their interests. • 24% believe the next generation will have a better standard of living than we have today. • 37% believe they are treated with respect at all times in their community. • HOW IS TEMPE INVOLVING ITS CITIZENS IN LOCAL GOVERNMENT? • Tempe voters recently approved the city’s General Plan 2040. 23 residents were chosen to take part in a Community Working Group that formulated the plan and helped with public input. Over 72 pages of public comment were collected after all the outreach was completed. • The Tempe Community Council (TCC) helps the City of Tempe address its immediate and long-term human services requirements. The TCC ‘s Board is made up of residents who help to decide how to fund those organizations in our community that help those in need. Sidebar Success Story Photos/Graphics The City of Tempe has engaged residents in two Character Areas: Kiwanis/The Lakes and Corona/South Tempe. Hundreds of residents have been involved in neighborhood meetings to share their vision for future growth in their area and what it should look like. City staff is putting the reports together for these areas which will then be shared with the public and the City Council before being approved as a guiding document for the area.

  32. The Arizona We Want 2.0 Historically, cities are shaped by a combination of shared values, smart planning, diverse public participation and persistent execution. Tucson has long been committed to the importance of these principles. But economic development is dynamic. In the 1950’s and 1960’s, Arizona’s economy and quality of life were driven by the Five C’s – cattle, citrus, copper, cotton and climate. Today, Tucson’s economy relies on the Five T’s – technology, trade, transportation, tourism and teaching. These key drivers are the foundation for Tucson’s future, one that builds on the City’s unique strengths and geographic location. This report describes how closely the goals of Tucsonans reflect those of all Arizonans. TheArizona We Want2.0 YOUR…YOUR INTRO

  33. CITY OF TUCSON RESPONSETOTHEARIZONAWEWANT GOAL1 Education PrepareArizonansofallagesfor the 21stcenturyworkforce. • WHAT CITIZENS WANT • Graduate high school students who are “college and career” ready. • Align graduation requirements to national and international standards. • Customize education to meet student goals. • Key Gallup Findings: • 19% of Arizonans rate their community highly for the quality of its public schools. • HOW IS THE CITY OF TUCSON RESPONDING? • Mayor’s Two-Year Plan • Issued December 2013 • Key Challenge: The overall objective is to make sure every Tucsonan can read and write, graduates from high school and has the skills to go on to higher education or job training. • Strategic Objectives include: • LITERACY • Expand programs like Reading Seed,Teach the Parent, Reach the Child and other family and adult literacy programs to meet existing need. • Launch the Mayor’s Reading Challenge to encourage children and parents to track time spent reading. Printed certificates are available for teachers to recognize student accomplishments. Visit mayorrothschild.com/read. Launching the Mayor’s Summer Reading Challenge • DROPOUT PREVENTION & RECOVERY • Work with schools, nonprofits and businesses to support programs that track student attendance and intervene when necessary. • Support alternative programs like GradLink2 to ensure students and parents are aware of all options for earning a high school diploma. • GED/CERTIFICATION TESTING • Work with the Pima Community College Foundation and others to raise the funds needed to make testing affordable for low-income Tucsonans. • EDUCATION FUNDING • Work with the business community to support legislative efforts to increase Arizona’s investment in public education. 3rd Grade Reading 3rd grade reading proficiency is a huge predictor of future success in school, in part because 3rd grade is when children go from learning to read to reading to learn. Partnering with the Arizona Daily Star, Mayor Rothschild put out a call for volunteers for nonprofit Literacy Connects’ Reading Seed program, which provides trained volunteer reading coaches to work one-on-one with struggling readers in grades K-3 and help them catch up to their classmates. Community response was overwhelming, with more than 600 signing up for the year-long commitment. This year, the goal is to add 300 more volunteers, for child, family and adult literacy programs.

  34. CITY OF TUCSON RESPONSETOTHEARIZONAWEWANT GOAL2 JobCreation Createqualityjobsfor all Arizonans. • WHAT CITIZENS WANT • Increasedjobopportunities. • Job trainingprogramsfor all ages. • Lower business taxes. • Moreinvestmentsinrenewable energy. • Key Gallup Findings: • 96% of Arizonans do not rate their community highly for economic conditions. • 76% do not believe the next generation will have a higher standard of living than we have today. • HOW IS THE CITY OF TUCSON RESPONDING? • Mayor’s Two-Year Plan • Issued December 2013 • Key Assets: • Partnerships with the University of Arizona, Raytheon, Davis-Monthan and others. • Potential as hub for international trade given proximity to Mexico and Guaymas port. • History, culture and access to recreation, cultural and sports opportunities. • Strategic Objectives include: • TECHNOLOGY • Entrepreneurship and STEM Jobs Pipeline • Work in partnership with the University of Arizona’s Tech Launch Arizona, through our Commercialization Network Alliance, to help launch new tech start-ups in Tucson. Welcoming Tech Launch Arizona to its new location • Grow and maintain a STEM jobs pipeline. • Attract investors with EB-5 visas and other programs. • Aerospace and Defense • Increase prime contractor procurement from local subcontractors and suppliers; make sure suppliers can provide the goods and services needed. • Advocate for military installations to host compatible missions and units that bring new technologies and build on existing strengths – aircraft maintenance, climate, command and control, communications, electronics, engineering and UAV’s. • Solar Energy and Water • Develop plan to install community solar farms at closed city landfills. • Work with Tucson Water, the University of Arizona and others to develop a new industry cluster around water service methods and technologies. • INTEGRATED PLANNING • Mayor-Manager Development Action Team • Provide large development projects with a project/portfolio manager to act as the single point of contact to help coordinate and manage development processes. Tucson’s Commercialization Network Alliance The City of Tucson partnered with the University of Arizona’s Tech Launch Arizona to create a Commercialization Network Alliance – connecting tech entrepreneurs with resources that can help bring their ideas to market. In the past year, the CNA has engaged University alumni, area manufacturers and business development groups, such as the Desert Angels and StartUp Tucson, to strengthen the network of resources available to help University and local tech startups. On average, five new technologies a month enter the Tech Launch Arizona pipeline for potential commercialization.

  35. CITY OF TUCSON RESPONSETOTHEARIZONAWEWANT GOAL2 JobCreation Createqualityjobsfor all Arizonans. • WHAT CITIZENS WANT • Increasedjobopportunities. • Job trainingprogramsfor all ages. • Lower business taxes. • Moreinvestmentsinrenewable energy. • Key Gallup Findings: • 96% of Arizonans do not rate their community highly for economic conditions. • 76% do not believe the next generation will have a higher standard of living than we have today. • HOW IS THE CITY OF TUCSON RESPONDING? • Mayor’s Two-Year Plan • Issued December 2013 • TRADE • Headquarters • Attract companies to set up corporate and regional headquarters in Tucson – Mexican companies that want to expand in the U.S. and U.S. companies that want to do the same in Mexico. • Regional Diplomacy • Continue building cross-border relations with government, business and academic leaders by hosting international conferences and trade shows. • Develop a regional strategy for manufacturing through the Border Technology Manufacturing Institute. With Nogales, Sonora Mayor Ramón Guzmán • Promote programs that educate small business owners, including Tucson’s Small Business Assistance Line. • Offices in Mexico • Open trade offices in Hermosillo and Mexico City; secure nonstop flights to Hermosillo and other Mexican cities. • Host workshops that provide export assistance. • Business Directory • Partner with the Arizona Daily Star to publish an Arizona-Sonora Business Resource Guide. • TOURISM • Sports and Outdoor Recreation • Work with regional partners to target and market to outdoor enthusiasts and ecotourists as well as leagues, conferences and spectators in: • Youth and amateur sports • Professional soccer leagues • International sports, like Vamos a Tucson’s Mexican Baseball Fiesta. • Festivals • Raise the profile of Tucson festivals – art, film, books, music and others. • Downtown Tucson • Add 2,500 residents. • Complete improvements to the Tucson Convention Center. • Develop the western end of the streetcar line. • Provide downtown hotel and grocery options. • Make needed traffic realignments. Mayor’s Borderlands Trade Conference Mayor Rothschild’s first Borderlands Trade Conference was very well attended, with more than 300 business and government representatives from Arizona, Sonora and Sinaloa. Attendees heard from experts on what's involved in doing business internationally, as well as what resources are available to help. Southern Arizona and Northern Mexico form an economic region –a place the world can turn to for research and development, manufacturing, and a seamless experience doing business between our two countries, benefiting from the strengths of both.

  36. CITY OF TUCSON RESPONSETOTHEARIZONAWEWANT GOAL3 Water, Forests & Open Spaces ProtectArizona’snatural environment,watersupplies and open spaces. • WHAT CITIZENS WANT • Water management plans for all regions of Arizona – statewide, regional and municipal. • Policies that balance population growth with preserving open space. • Key Gallup Findings: • Of 14 quality of life features, Arizonans rate the state’s natural beauty, outdoor parks and trails as its greatest asset. • HOW IS THE CITY OF TUCSON RESPONDING? • Mayor’s Two-Year Plan • Issued December 2013 • Key Challenge: Long-term planning that prepares Tucson for changes in our environment, mitigates our environmental impact and increases food security. • Strategic Objectives include: • INTEGRATED PLANNING • 10,000 Trees: Businesses, nonprofits, neighborhoods and individuals will work together to plant native and desert-adapted trees in water-harvesting basins – cooling the air and lowering energy costs while raising property values. • Energy Production: Develop a plan to install community solar farms at closed City landfills. • Advance a program with Tucson Electric Power to help schools and nonprofits benefit from solar technology. • . Planting a tree as part of the Mayor’s 10,000 Trees Campaign • ENERGY AND WATER USE • Work with the City Council and City Manager to set ambitious but realistic goals to reduce energy and water use for all city-owned facilities. • Pursue cost-neutral methods to finance efforts. • Support “Property Assessed Clean Energy” (PACE) legislation at the state level to give businesses cost-effective ways to finance energy investments and water-saving infrastructure. • Engage smart technology at Tucson Water to improve customer service, increase efficiency and reduce energy costs. • RIPARIAN HABITAT RESTORATION • Work to protect and restore areas of shallow groundwater in Tucson Water service areas that support wildlife habitat and recreational use. Mayor’s 10,000 Trees Campaign Trees provide shade, cool and clean the air, mitigate the urban heat island effect and beautify neighborhoods. In October 2013, Mayor Rothschild kicked off his 10,000 Trees Campaign, focusing on areas with below-average tree canopy. Tucson Clean & Beautiful’s Trees for Tucson program provides low cost, low water use trees for property owners to plant on sun-facing sides of their buildings – providing shade and lowering cooling costs. They’ve been a valued partner in this campaign, which is about to be expanded to 15,000 trees.

  37. CITY OF TUCSON RESPONSETOTHEARIZONAWEWANT GOAL4 Infrastructure Buildamodern,effective transportationsystemandinfrastructure. • WHAT CITIZENS WANT • Masstransitsystems that connect communitiesthroughoutthe urban regions of thestate. • Newhighways and roadsto reduce congestion. • Improvements inairports and rail systems to supporttrade. • Statewide high-speed broadband. • Key Gallup Findings: • 22% of Arizonansrate theircommunity highlyforits highwaysandfreeway system. • HOW IS THE CITY OF TUCSON RESPONDING? • Mayor’s Two-Year Plan • Issued December 2013 • Key Challenge: Achieve Tucson’s potential as a hub for international trade by planning and completing a modern transportation and border infrastructure. • Strategic Objectives include: • HIGHWAYS, RAIL, AIR & TRANSIT • Trade Route: Advocate for SR-189, I-19 and I-10 expansions to link the Mariposa Port of Entry with points north. • Highway Freight: Expand ADOT’s overweight border permit program to eastern Pima County, improving the efficiency and security of freight transport between Tucson and Mexico. • Rail Freight: Improve capacity between Guaymas, Nogales and Tucson, and at the Port of Tucson. Create a “no whistle zone” for trains downtown. • High Speed Passenger Rail: Work with local, state and federal partners to plan and complete a Tucson-Phoenix high speed passenger rail line. • Airport: Work with Tucson International Airport to secure more nonstop passenger flights and attract more logistics and manufacturing businesses. • SunTran, SunVan, SunLink: Increase operational efficiencies and marketing to ensure the transit system meets mobility needs while remaining affordable and solvent. • Key Challenge: To meet regional needs over time, the City must increasingly find ways to take a coordinated approach to planning and financing. • Strategic Objectives include: • INTEGRATED PLANNING • Coordinate planning between water, utilities, streets and development services. • Streamline operations, reducing processing times and complexity. • Repurpose closed schools. Return these assets to productive use as housing, community centers, or schools. • BOND PROJECTS • Work with Pima County to formulate a bond package that includes fixing our parks, roads and public facilities, expanding alternate modes of transportation and building new facilities. • RTA FUNDS • Develop a plan to reauthorize and reallocate existing Regional Transportation Authority resources, directing more funds toward transit, road repair, pedestrian and bicycle improvements. Groundbreaking for the new Tucson International Airport control tower Airport Improvements The Tucson International Airport is seeing a number of improvements. This summer, TIA broke ground on a new control tower that will be twice as tall as the existing one and in a better location, providing better views of the airfield. TIA also opened a Trusted Traveler Center, for Tucsonans and Tucson businesses to apply for various Dept. of Homeland Security programs that allow expedited passage through Customs. Also, we’re working to add more international and nonstop flights, including more flights into Mexico.

  38. CITY OF TUCSON RESPONSETOTHEARIZONAWEWANT GOAL5 Healthcare Providehealthinsuranceforall,withpaymentassistanceforthosewhoneedit. • WHAT CITIZENS WANT • Healthinsurance thatispublicly availableto allArizonanswithpayment assistance forthosewhoneedit. • Healthcarediscountsforpeoplewho adopt healthylifestylebehaviors. • More doctorsandhealthcareprofessionals to provide primaryhealthcareservices. • Key Gallup Findings: • Only 23%of Arizonansrate their communityhighlyforaccessible healthcare. • HOW IS THE CITY OF TUCSON RESPONDING? • Mayor’s Two-Year Plan • Issued December 2013 • Key Challenge: Many chronic disease conditions can be prevented, or better managed, through healthy lifestyle choices – saving lives and improving quality of life. • Strategic Objectives include: • Health Marketing: Build on existing strengths, such as Tucson’s treatment and research facilities, physicians, medical school, hospitals and integrative medicine providers, to establish Tucson as a healthcare and wellness destination. • Tucson Moves a Million Miles: Launch a citywide program that encourages residents to track their time walking, running, biking and swimming. Tucson Medical Center’s Meet Me Downtown 5K • Employee Wellness: The City will participate in programs that offer employees preventive care, nutrition and exercise programs. Healthy employees are more productive and health insurance savings can be put toward City services. • Connecting Seniors: Using existing organizations and informal networks, the City will work to identify those seniors in our area who are in need and connect them with services that will help keep them healthy and engaged. • Food Security: The City will update its Land Use Code to allow for more back yard, community, school and small-scale commercial gardens to enhance health, food security, economic activity and community. • In some neighborhoods, healthy food can be hard to come by. The City will work with community partners to increase access to fresh produce and healthy food. Tucson Moves a Million Miles Tucsonans have walked, run, biked or swum more than 320,000 miles toward the million mile goal. Studies show that 30 minutes of moderate exercise five or more times a week is one of the best things you can do for your health. What started out as Walk 100 Miles with the Mayor ended in June 2013, followed immediately afterward by Tucson Moves a Million Miles, a collective goal for the community to work toward together. Participants create an account at mayorrothschild.com/move and record their miles, which count toward the overall goal.

  39. CITY OF TUCSON RESPONSETOTHEARIZONAWEWANT GOAL6 YoungTalent MakeArizona“theplaceto be”for talentedyoung people. • WHAT CITIZENS WANT • Quality jobs. • More “places” where young people can gather. • Protection for the environment. • Culture of openness and opportunity for all. • Key Gallup Findings: • Only 6% of young Arizonansbelievetheir communityoffersgoodjobopportunities. • 19% rate theircommunity highlyfor itsnightlife; 20% believeit’sagood place to meet people. • 42% of young Arizonans givehighmarks to the state’s openspaces. • Young Arizonans believeleaders need to be “willingto listen.” • HOW IS THE CITY OF TUCSON RESPONDING? • Mayor’s Two-Year Plan • Issued December 2013 • Strategic Objectives include: • BIKEABLE/WALKABLE TUCSON • Build-a-Trail: Working with partners and volunteers, the City will build and maintain bike and pedestrian trails in designated areas. • Bike Share: Work with partners to create a pilot bike share program. A Mayor’s Office intern, helping at the front desk • Bikeway and Walkway Capacity: Expand and connect bikeways, greenways and walkways, improve signalization and increase number of protected bike lanes. • Sidewalks: Find funding sources for sidewalk construction and repair. • Safety: Partner with Allstate to launch Safe Routes to School and other safety campaigns. • YOUNG TALENT OPPORTUNITIES • Strategic Objectives include: • Internships and Jobs: Survey employers’ hiring needs and work with area high schools, colleges and universities to match students with internships and initial jobs for young talent. • Career Fairs: Workwith employers, nonprofits and schools to expand the reach and value of fairs. • Urban Living: Add 2,500 new residents to downtown Tucson. Sidebar Success Story Internship Programs The Mayor’s Office and many City of Tucson Departments offer internships for young people at varying levels of experience. Mayor Rothschild worked with local business groups to increase participation at a summer Youth Job and Career Fair put on by the United Way of Tucson and Southern Arizona and Pima County One Stop. For the 2014-2015 school year, the Mayor’s Office is working with the University of Arizona’s STEM Learning Center to promote STEM internships with tech companies in the Greater Tucson area.

  40. CITY OF TUCSON RESPONSETOTHEARIZONAWEWANT GOAL7 & 8 Civic & Community Engagement Increase civic engagement and our sense of connection to one another. • WHAT CITIZENS WANT • More citizenshipparticipation. • Leaders whounderstandcomplexissues andworkacrosspartylines. • A deeper sense of community connection. • More “neighborliness.” • Key Gallup Findings: • 10% of Arizonans believe their elected officials represent their interests. • 24% believe the next generation will have a better standard of living than we have today. • 37% believe they are treated with respect at all times in their community. • HOW IS THE CITY OF TUCSON RESPONDING? • Mayor’s Two-Year Plan • Issued December 2013 • CONNECTIONS • Strategic Objectives include: • Sunday Evening Forum: Recreate a Tucson tradition that brought John F. Kennedy, Martin Luther King, Jackie Robinson, Eleanor Roosevelt and many others to town. • Connecting Seniors: Using existing organizations and informal networks, identify those in need and connect them to services. • Volunteering: Encourage volunteer efforts to plant trees and community gardens, clean neighborhoods, increase literacy and improve lives in our community. Mayor Rothschild with a formerly homeless veteran • Graffiti Cleanup: Work with volunteer groups, utilities, schools and businesses to ensure graffiti is removed quickly. • Adopt-a-Mile/Adopt-a-Park: Work with Tucson Clean & Beautifulto encourage civic, church, neighborhood and school groups to adopt neighborhood streets and parks – clearing weeds and litter on a monthly basis. • SOCIAL PROGRAMS • Strategic Objectives include: • Food Security: Update the City’s Land Use Code to allow for more backyard, community, school and small-scale commercial gardens. • Veteran Homelessness: In partnership with 18 agencies, end veteran homelessness by December 31, 2015. • High ROI Social Programs: Implement the results of the study undertaken by the Mayor’s Poverty Commission and the University of Arizona on social programs that yield a high return on investment. • THE ARTS: • Strategic Objectives include: • Performing Arts Center: Include funding for a Performing Arts Center in a future bond issue. • Tucson Musicians’ Museum: Organize and display memorabilia of Tucson musicians at the Tucson Convention Center. • Public Art: Increase public art in Tucson. • Community Art as Placemaking: Work with the Kresge Foundation, local artists, arts organizations and others to integrate the arts into Tucson neighborhoods. Campaign to End Veteran Homelessness The City of Tucson is one of 25 cities that have accepted the President’s challenge to end veteran homelessness by December 31, 2015. This means placing 1,650 veterans in permanent housing, about half of them chronically homelessand often suffering from mental health and/or substance abuse issues. Nonetheless, we are on track to meet this goal, with help from our 18 partner agencies, including the City’s housing department. Building on this success, our next goal is to end chronic homelessness period – an even greater challenge, as this population suffers from some of the same issues but lacks a Veteran Administration to go to for assistance.

  41. CITY OF TUCSON RESPONSETOTHECHALLENGE OF PROVIDNG CITY SERVICES Sustainable Funding Provide the foundation for economic progress, quality of life and a safety net. • KEY CHALLENGE: • Cities nationwide are maintaining older infrastructure and serving growing populations with fewer workers and less tax revenue. To ensure that government has the resources to meet citizen needs over the long term, Tucson and surrounding areas must come together as a region. • HOW IS THE CITY OF TUCSON RESPONDING? • Mayor’s Two-Year Plan • Issued December 2013 • Strategic Objectives include: • Annexation: Recover lost revenue to the region through failure to annex or incorporate – estimated at $70 million a year. These are tax dollars Tucsonans pay to the state, but don’t get back in services. Over the next 2 years, continue to increase Pima County’s incorporated areas. • Bond Projects: Plan and support a city/county bond package to improve quality of life and attract new business. Projects include fixing parks, roads and public facilities, expanding alternate modes of transportation and building new facilities. • Pension Health: Ensure Tucson’s two pension systems – PSPRS, a state-run system for public safety employees, and TSRS, a city-run system for all other city employees – remain affordable and solvent. • Regional Transportation Authority: Develop a plan to reauthorize and reallocate existing RTA funds, directing more toward transit, road repair and pedestrian/bicycle improvements. Chip sealing a residential street as part of the City of Tucson Streets Bond Pavement Preservation Program • Shop Tucson First: Promote purchases from local businesses and services. A 10% shift in purchases to local businesses will add tens of millions of dollars to the local economy, growing companies and adding jobs. • Public Safety: Review the City Charter and find ways to create a dedicated funding source for public safety equipment and personnel. • Houghton Area Master Plan: Work with the State Land Department to identify and promote best uses for the land – including open space – to build the regional economy. • Low-Income Weatherization and Home Repair: Partner with Tucson Electric Power and nonprofits to ensure that hundreds of thousands of federal dollars for weatherization upgrades to low-income homeowners do not go unused every year. City of Tucson Streets Bond Like the rest of Arizona, the City of Tucson has suffered from the legislature’s redirection of HURF funds to pay for programs other than road repair. To begin to address the backlog of roads in need of restoration, Mayor Rothschild championed a General Obligation bond to pay for road repair and maintenance. City voters passed the measure in November 2012, providing $20 million a year for pavement preservation. The program has been so successful that Mayor Rothschild has proposed extending it another five years, starting when the current bond expires.

  42. Join us! www.TheArizonaWeWant.org/azadvocates

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