May 28, 2026 Strategic Planning Session

OFFICE OF THE CITY CLERK             
 
 
COUNCIL STRATEGIC PLANNING MINUTES 
 
May 28, 2026 
 
The City Council of the City of Mesa met in a Strategic Planning Session in the Inspirian Room at the 
Gateway Library, 5036 S. Eastmark Parkway, on May 28, 2026, at 7:42 a.m. 
 
COUNCIL PRESENT 
COUNCIL ABSENT 
OFFICERS PRESENT 
Mark Freeman 
Scott Somers 
Rich Adams 
Jennifer Duff 
Alicia Goforth 
Francisco Heredia* 
Dorean Taylor 
  None 
Scott Butler 
Holly Moseley 
Jim Smith 
 
 
 
 
(*Participated in the meeting through the use of video conference equipment.)  
 
Mayor Freeman conducted a roll call and welcomed the Council and staff.  
 
City Manager Scott Butler explained the purpose of the meeting and noted that staff would 
facilitate the discussion. 
 
1-a. 
Conduct a review of the draft Council Strategic Plan developed during the February 19, 2026 
Council Strategic Planning session and obtain feedback on the plan’s framework, structure, and 
overall direction. 
 
Assistant to the City Manager Amanda Freeman introduced Performance Administrator Michelle 
Trejo, Performance Advisor II Megan Drazek, and displayed a PowerPoint presentation. (See 
Attachment 1)  
 
Ms. Freeman explained that the purpose of the 2026 Council Strategic Plan is to provide a shared 
governing framework that aligns Council’s priorities with City operations. She outlined the 
parameters and expectations for the meeting, with the goal of gathering high-level feedback that 
reflects the Council’s direction and vision to be applied to the Strategic Plan. (See Pages 2 and 
3 of Attachment 1) 
 
Ms. Freeman discussed the Strategic Retreat held on February 19, 2026, which was moderated 
by Jen Daniels, Founder and CEO of AZP Consulting. She commented that the Strategic Plan 
intentionally aligns with the Mesa General Plan and noted that the action plan was not included 
to allow Council to provide feedback before finalization. She identified four core strategic drivers 
of the Strategic Plan as people, economy, land & infrastructure, and intentional governance &

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Page 2 
 
 
transparency, which serves as an organizing structure for priorities and resources to achieve 
desired outcomes. (See Pages 4 through 6 of Attachment 1) 
 
Ms. Freeman instructed Council on the process and flow for discussion on each of the drivers 
and introduced the first strategic driver, People, which focuses on building strong communities. 
(See Page 7 of Attachment 1)  
 
Ms. Trejo highlighted strategic outcomes associated with the People driver, and the areas where 
the City intends to focus its efforts with actionable commitments. (See Page 8 of Attachment 1) 
 
Mr. Butler clarified that the Governance Principles were developed to reflect and consolidate 
Council's feedback from the Strategic Retreat into workable actions.  
 
In response to a question posed by Councilmember Duff, Mr. Butler advised that any priority 
Council believes is missing should be added before the plan is finalized. He mentioned once the 
plan is finalized, staff will develop an action plan for implementation and a user-friendly public 
dashboard with key performance indicators (KPIs) to promote transparency and accountability. 
 
Councilmember Duff added that while identifying new priorities is important, Council should also 
ensure valuable existing priorities are not unintentionally eliminated if they are currently 
performing well. 
 
Responding to multiple questions posed by Councilmember Goforth, Mr. Butler replied that the 
intent is to update the Strategic Plan every two years to coincide with the Council’s election cycle, 
allowing adequate time for implementation, evaluation, and reporting before priorities are 
revised. He noted that the Strategic Plan identifies areas where Council wants greater emphasis 
and improvement, while the City's budget and daily operations will continue supporting all 
existing programs and services. He reiterated that the City is not abandoning existing services 
or initiatives, but focusing additional attention and resources to the areas identified by Council 
as needing improvement. 
 
Mayor Freeman emphasized that the Strategic Plan is intended to be a living document that is 
updated regularly. He stressed the importance of flexibility, adapting to changing conditions, and 
using measurable performance data to guide decisions.  
 
Ms. Freeman explained that staff intentionally limited the plan to four strategic drivers to maintain 
focus, noting that too many priorities reduce the City's ability to achieve meaningful results. She 
requested Council evaluate whether each governance principle accurately reflects their vision 
and whether they can support the language, encouraging discussion where clarification is 
needed. 
 
Mr. Butler stated that the workforce readiness objective focuses on supporting educational 
institutions and workforce development efforts to ensure Mesa has a skilled workforce capable 
of meeting industry demands. 
 
In response to a question from Councilmember Taylor, Mr. Butler confirmed that the City's role 
is to support workforce development by helping ensure industries such as semiconductor 
manufacturing and supply chain businesses have access to qualified workers. 
 
Responding to a question from Councilmember Taylor, Interim Parks, Recreation and 
Community Facilities Director Andrea Alicoate discussed the City's Workforce Development

Strategic Planning Session 
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Strategic Plan, which focuses on workforce alignment, partnerships, mentorships, internships, 
post-secondary attainment, and collaboration with education and industry partners. She 
explained that although the City is not responsible for K–12 education, the City serves as a 
connector to strengthen workforce development and economic growth.  
 
Discussion ensued regarding Council feedback, lack of communication, and workforce 
strategies, patterns and trends identified by Council, KPIs and accountability.  
 
Ms. Trejo emphasized that each section of the Strategic Plan follows the same concept and 
approach.  
 
Responding to a question posed by Councilmember Adams, Assistant City Manager Ken Cost 
advised that the Public Safety and Trust Index is a new metric currently under development. He 
shared that the goal is to combine existing public safety data into a single, understandable index 
that demonstrates community safety and trust, and he mentioned several of the proposed 
components. 
 
Ms. Trejo added that the Strategic Plan KPIs and drivers represent only one layer of the City's 
broader performance measurement system.  
 
Ms. Freeman highlighted the guiding and governance principles for the Economy driver. (See 
Page 9 of Attachment 1) 
 
Ms. Trejo discussed the strategic outcomes for the Economy driver and the ways it will be 
supported. (See Page 10 of Attachment 1) 
 
Economic Development Director Jaye O’Donnell provided an overview of a model for Mesa’s 
Competitive Positioning Index, a framework that will assess Mesa’s business attractiveness, 
livability, and talent competitiveness in comparison with other communities.  
 
Mr. Butler added that the City is developing a standardized, measurable process using outcome-
based KPIs so Council and the public can track progress on strategic priorities instead of relying 
on subjective reports from developers or attorneys.  
 
Ms. O’Donnell explained the City is balancing high-value industries with water and power 
demands and has begun declining companies that consume excessive resources or provide low-
wage jobs and want employers whose workers can afford to live in Mesa. 
 
Mayor Freeman said that Mesa must become more selective about future development since 
the City will be largely built out within the next decade.  
 
Councilmembers provided their feedback on the Economy strategic driver.  
 
Councilmember Duff suggested that commercial developments reflect the community character 
and fit into the Land and Infrastructure driver.  
 
Mayor Freeman stressed that Mesa's success depends on being a full-service city with strong 
utilities, employee morale, police services, and fiscal stability, and wants City services and 
employees to be incorporated into the Strategic Plan.

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Ms. Trejo reviewed the Land and Infrastructure strategic driver and inquired whether the content 
accurately reflects Council's previous discussions. (See Page 11 of Attachment 1) 
 
Mayor Freeman confirmed that the strategic driver for Land and Infrastructure reflects their 
previous discussions.  
 
Ms. Trejo discussed the Land and Infrastructure strategic outcomes, explaining that Community 
Character Plans, placemaking, and resilient infrastructure are central elements. (See Page 12 of 
Attachment 1) 
 
Assistant City Manager Marc Heirshberg stated that Community Character Plans will identify the 
unique identity of different areas through stakeholder engagement and may eventually be 
combined with the City's Placemaking Playbook. 
 
Responding to a question posed by Councilmember Taylor, Mr. Heirshberg explained that the 
intention is for the community character to be defined by residents of each specific area, and 
encompasses various types of land use, creating a shared vision that guides future growth 
without becoming overly burdensome or regulatory.  
 
Mr. Butler clarified that Community Character Plans are intended as guidance rather than 
regulations, helping justify future development, infrastructure, and park investments based on 
community-supported visions. 
 
In response to a question from Councilmember Adams, Mr. Heirshberg replied that the 
Placemaking Playbook is in the development stages and may integrate into the Community 
Character Plan, and is not meant to replace the Subarea Plan, which is the regulatory document. 
 
Councilmember Taylor described how Mesa's districts each have unique identities, lifestyles, 
and priorities, emphasizing that Community Character Plans should reflect the distinct voices 
and aspirations of residents in each area.  
 
Ms. Trejo commented that the Placemaking Playbook emerged from Council's strategic planning 
discussions and is intended to connect placemaking, city services, parks, libraries, and KPIs into 
a coordinated strategy. 
 
Ms. Trejo identified the guiding and governance principles for the Intentional Governance and 
Transparency strategic driver. (See Page 13 of Attachment 1) 
 
Ms. Trejo explained the City will create a public KPI dashboard-based system for Council and 
residents to have access to the progress toward strategic goals and departmental objectives.  
(See Page 14 of Attachment 1) 
 
Ms. Trejo provided an overview of the new framework that aligns Council priorities, major 
strategic plans, departmental purpose statements, and operational priorities, so Citywide 
planning is coordinated. (See Page 15 of Attachment 1) 
 
Mr. Butler added that the goal is for Council priorities to flow through departmental strategies into 
daily operations, noting the City's organizational restructuring was designed to improve 
alignment and collaboration.

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Mayor Freeman stressed that accountability begins with City leadership and that improved 
communication across departments is necessary to deliver services more efficiently.  
 
Mr. Butler agreed the City must eliminate departmental silos, saying clear Council priorities will 
help departments work collaboratively toward shared goals.  
 
Mayor Freeman concluded that improving efficiency, supporting staff, and reducing costs for 
developers and residents are critical to the community.  
 
Ms. Freeman closed by outlining the next steps, including incorporating Council's feedback, 
finalizing the strategic plan and action plan with City leadership, and providing the completed 
documents to Council. (See Page 16 of Attachment 1) 
 
Councilmember Duff commented that Council shares responsibility for achieving the City's 
strategic goals by making holistic decisions that support KPIs and priorities rather than treating 
issues as isolated decisions and hold staff and the City accountable.  
 
Mayor Freeman thanked staff for the presentation.  
 
(Mayor Freeman declared a recess at 9:01 a.m. The Council Strategic Planning Session 
resumed at 9:10 a.m.)  
 
1-b. 
Hear a presentation, discuss and receive an update on the City’s assessment of the current 
commercial development review process, with an overview of the identified opportunities for 
improvement and an overview of the phased 18-month implementation plan. 
 
Performance Administrator Michelle Trejo introduced Performance Advisor II Megan Drazek and 
displayed a PowerPoint presentation. (See Attachment 2)  
 
Ms. Trejo reviewed the assessment of the City’s current state regarding its processes and 
facilitation findings. (See Pages 2 and 3 of Attachment 2) 
 
(At 9:15 a.m., Mayor Freeman excused Councilmember Heredia from the remainder of the 
meeting.) 
 
Ms. Trejo explained that the development review improvements are intended to make Mesa a 
more welcoming place to do business by providing a faster, more predictable, high-quality, and 
positive customer-focused review process. She highlighted Mesa’s organizational strengths in 
regard to improving the process and the complexity, noting that up to 15 City departments may 
be involved at different stages. (See Pages 4 through 7 of Attachment 2) 
 
Ms. Trejo identified five sequential recommendations focused on collective ownership, cross-
department collaboration, and eliminating organizational silos through a new advisory structure. 
(See Pages 8 through 11 of Attachment 2) 
 
Mr. Butler advised the structure of the recommendations are designed to sustain long-term 
collaboration, with dedicated leadership ensuring implementation continues and stressed the 
importance of accountability rather than creating unnecessary bureaucracy. He added that the 
structure gives frontline staff a voice and shifts the City's perspective to one integrated system 
approach.

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Ms. Drazek outlined the next phase of improvements, which included deep-dive assessments to 
ensure all proposed related processes are aligned and integrated for implementation. (See 
Pages 12 and 13 of Attachment 2) 
 
In response to a question from Vice Mayor Somers, Chief of Emerging Technology Ian Linssen 
replied that the City is actively exploring artificial intelligence (AI) tools for development review 
but noted the technology is still evolving and not yet proven reliable enough for complex 
commercial projects.  
 
Responding to a question from Councilmember Taylor, Mr. Linssen confirmed that the City's 
workflows have largely been mapped, allowing technology vendors to evaluate how their 
systems could integrate with existing processes.  
 
Mayor Freeman questioned whether reviews could generally be completed within three reviews. 
 
Discussion ensued related to the development review process, shared accountability, new 
review tools and better-quality submissions.  
 
Ms. Drazek introduced the recommended transformational process innovations rather than 
simply streamlining existing procedures. She explained that the recommendations are customer-
focused and propose multiple pre-submittal service options, allowing applicants to receive quick 
written answers or targeted planning assistance, making the system more flexible and 
responsive. (See Pages 14 and 15 of Attachment 2) 
 
Ms. Trejo discussed how the Placemaking Playbook will become an integral partner with the 
Community Character Plan for a comprehensive strategic approach to catapult economic vitality. 
(See Page 15 of Attachment 2) 
 
Mr. Heirshberg stated that discussions with the development community identified an opportunity 
to combine the Community Character Plan and the Placemaking Playbook into a community-
driven plan. He explained that the intent is to establish goals and desired character without 
creating overly regulatory requirements, then work through the regulatory process to implement 
them. He added that the effort is intended to ensure City departments share a consistent 
understanding of the approach. (See Page 15 of Attachment 2) 
 
In response to a question from Councilmember Taylor, Mr. Heirshberg replied that the 
Placemaking Playbook was driven by feedback from both large developers and an individual 
homeowner. He emphasized that the process was driven by community feedback received over 
the past two and a half years. He reported that staff wants to shift to finding proactive solutions 
for the reactive nature of our business.  
 
Responding to multiple questions from Councilmember Adams, Mr. Heirshberg explained that 
the development of Community Character Plans is to be based on the voter-approved General 
Plan by focusing on designated large-targeted activity centers as the foundation for placemaking.  
 
Mr. Butler added the Community Character Plans should be flexible vision documents rather 
than regulations, and they should communicate community goals and preferences so developers 
understand what types of projects will fit and resonate with the surrounding area.

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Page 7 
 
 
In response to a question from Councilmember Goforth, Mr. Heirshberg mentioned that property 
owners often participate through their land use attorneys rather than directly, making attorneys 
an important point of contact.  
 
Discussion ensued in relation to the stakeholders involved in the process, communication 
methods, and feedback received.  
 
Mr. Butler added that the City also uses trade associations, such as Valley Partnership, and other 
communication tools to engage the various avenues of community development.  
 
Ms. Drazek stated that implementing the initiatives requires significant design and planning 
before workflow improvements and standardized processes can be developed. (See Page 15 of 
Attachment 2) 
 
Ms. Drazek indicated that the principles will apply both to existing processes and to any newly 
designed services and concepts developed through the initiative. She described the two areas 
of workflow optimization and standardization process, which will focus on technology 
improvements, establish standard operating procedures and staff training. (See Pages 16 and 
17 of Attachment 2) 
 
Ms. Drazek discussed the focus on improving customer experience by providing comprehensive 
guidance, consistent communication, coordinated interaction processes across departments, 
and easier access to City resources. (See Pages 18 and 19 of Attachment 2) 
  
Responding to a question from Councilmember Duff, Ms. Drazek explained that the board's KPIs 
will focus on collective efficiency, collaboration, implementation of process improvements, and 
overall effectiveness. She noted that the metrics will measure how all participating departments 
contribute to improving development review timelines and outcomes.  
 
Ms. Trejo reviewed the five phases of the 18-month implementation schedule and commented 
that the schedule is currently in the first two phases. She advised that developing the community 
character concepts will take the most time, followed by a pilot program in which volunteer 
developers will test the new process and provide feedback before full implementation. (See 
Pages 20 and 21 of Attachment 2) 
 
Mayor Freeman thanked staff for the presentation.  
 
(Mayor Freeman declared a recess at 10:21 a.m. The Council Strategic Planning Session 
resumed at 10:29 a.m.)  
 
1-c. 
Hear a presentation, discuss and receive an update on the citywide branding efforts, including 
the selected partner and proposed work plan. 
 
Economic Development Director Jaye O’Donnell introduced Director of Communications Casey 
Blake; Jason Hackett, Founder of HAPI branding agency; and displayed a PowerPoint 
presentation. (See Attachment 3)  
 
Ms. O'Donnell reviewed Council's previous discussions and feedback, explaining that the 
presentation would outline the branding process, expected deliverables, and project timeline. 
She emphasized that the project is focused on creating consistent citywide messaging and

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Page 8 
 
 
identity, not a complete rebrand. She said the branding plan will assess how Mesa is currently 
perceived and define its desired future identity. (See Pages 2 through 4 of Attachment 3) 
 
Ms. Blake explained that the process will identify gaps between public perception and reality, 
allowing Mesa to better tell its story. She indicated that a stronger brand will support economic 
development, workforce attraction, resident engagement, and consistent communication across 
City departments. She provided an overview of the practical tools that will be utilized to create a 
clear brand strategy. (See Pages 5 and 6 of Attachment 3) 
 
Ms. Blake announced that HAPI was chosen as an outside consultant for rebranding through a 
competitive RFQ process following Council’s direction. (See Page 7 of Attachment 3) 
 
Mr. Hackett highlighted HAPI's rebranding expertise in marketing and branding since 2009, 
including extensive work with Mesa organizations. He said the firm's familiarity with Mesa and 
experience leading branding projects qualified the firm to guide the City's branding effort. (See 
Pages 8 and 9 of Attachment 3) 
 
Mr. Hackett described HAPI’s scope of the work for Mesa’s brand realignment and outlined the 
process, which involves stakeholder and Council feedback. He discussed HAPI's research 
approach, explaining that the firm's "Eight Pillars of the Perfect Smile" framework will guide the 
assessment of Mesa's brand. He identified the three-phase branding realignment expected to 
take approximately six to eight months. (See Pages 10 through 13 of Attachment 3) 
 
Ms. O’Donnell reported that staff will provide Council with regular progress updates and seek 
feedback throughout the process. She encouraged Councilmembers to help engage their 
constituents in surveys and stakeholder interviews to ensure broad community participation. 
(See Page 14 of Attachment 3) 
 
Discussion ensued relative to Mesa’s brand identity, strategies for new branding, different 
aspects of Mesa, and a standard template. 
 
Mayor Freeman thanked staff for the presentation.  
 
2. 
Adjournment. 
 
 
Without objection, the City Council Strategic Planning Session adjourned at 10:59 a.m. 
 
 
 
 
 
 
    ______________________________________ 
MARK FREEMAN, MAYOR 
ATTEST: 
 
 
 
_______________________________ 
HOLLY MOSELEY, CITY CLERK

Strategic Planning Session 
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Page 9 
 
 
 
I hereby certify that the foregoing minutes are a true and correct copy of the minutes of the Strategic 
Planning Session of the City Council of Mesa, Arizona, held on the 28th day of May 2026. I further certify 
that the meeting was duly called and held and that a quorum was present. 
 
 
 
 
 
 
 
 
 
__________________________________ 
      HOLLY MOSELEY, CITY CLERK 
 
lr 
(Attachments – 3)

Council
Strategic
Plan 2026
May 28, 2026 
Strategic Planning Session 
Attachment 1 
Page 1 of 16

Expectations
and
Parameters:
Goal is feedback & avoid
wordsmithing
Governance-level Review ONLY
Staff/Facilitator will Synthesize
feedback afterward
Not Final Adoption
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Attachment 1 
Page 2 of 16

Feedback
Questions:
Does each section generally
reflect the direction Council
intends?
Is there anything that feels
unclear, duplicative or
overemphasized?
What, if anything, is missing?
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Attachment 1 
Page 3 of 16

Introduction
On February 19, 2026, the Mesa Mayor and City Council convened for
a Strategic Retreat to establish shared priorities, align on direction,
and to map their collective visions. The retreat focused on defining
the Mayor’s community initiative Elevate Mesa, hearing from the
Vice Mayor and Councilmembers on their district vision and
priorities, outlining the financial policies and principles as they
impact the 
City 
budget, 
discussing 
economic 
development
opportunities, and brainstorming placemaking as a value creator
for the City.
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Why This
Plan
Matters
Where We Want To Be
Mesa’s approach emphasizes quality, proactive investment, and transparency, and is guided by the Mayor and
Council’s four strategic drivers aligned with the Mesa 2050 General Plan and realized through the City’s operational
priorities. 
Together, these ensure that people, economy, land, and governance function as one coordinated system. These themes
reflect Mesa’s commitment to honoring its foundation, expanding opportunity, governing collaboratively, and ensuring
long-term sustainability.
Mesa’s Strategic Plan establishes a governing
framework that aligns the Mayor and Council’s
strategic 
drivers 
with 
the 
City’s 
operational
priorities—into one cohesive strategy. It guides
Mayor and Council decision-making to ensure that
long-term vision, implementation, and financial
stewardship operate together.
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Core Strategic
Drivers
Core Strategic Drivers translate Mesa’s
long-range vision into enduring areas of
focus that shape how resources are
prioritized, 
growth 
is 
managed, 
and
outcomes 
are 
achieved 
to 
advance
community prosperity, quality of life, and
long-term sustainability.
INTENTIONAL GOVERNANCE &
TRANPARENCY
ECONOMY
PEOPLE
LAND & INFRASTRUCTURE
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Guiding
Principle
Governance
Principles
PEOPLE
Mesa’s strong communities are built through safety,
opportunity, and neighborhood stability.
Council will: 
Prioritize safety and neighborhood stability. 
Support education tied to economic needs. 
Align housing and workforce strategies. 
Serve as ambassadors for strong communities. 
Invest in livability and community design. 
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Strategic
Outcomes
PEOPLE
Mesa will:
Support the purpose of the driver and the Governance
Principles through strategic outcomes with actionable
commitments as follows:
Public Safety
Unified public safety, driven by outcomes—advancing
continuous improvement, innovation, and community
protection.
Implementation of a Public Safety and Trust Index 
Opportunity
Pursue and sustain strategic partnerships that support
workforce readiness in alignment with economic
opportunity
Ensure balanced and attainable housing to support long-
term stability.
Neighborhood Stability 
Strengthening neighborhoods and livability through
consistent standards
Implement a coordinated placemaking approach that
leverages community connectivity, public spaces, and
enriching experiences to strengthen neighborhood vitality
and long-term prosperity
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Guiding
Principle
Governance
Principles
Mesa’s focus on Economic Development will
generate long-term fiscal value and increased
regional competitiveness. 
Council will: 
Focus on long-term economic sustainability. 
Prioritize high-value industries. 
Align economic policy with infrastructure capacity. 
Ensure consistent evaluation standards. 
Strengthen public-private partnerships. 
ECONOMY
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Strategic
Outcomes
Mesa Will:
Support the purpose of the driver and the Governance
Principles through strategic outcomes with actionable
commitments as follows:
Long-Term Fiscal Value and Regional Competitiveness-
Drive an integrated business ecosystem that aligns
people, capital, infrastructure, and governance to drive
business growth, attract investment, and maximize long-
term fiscal value—ensuring a resilient, sustainable, and
opportunity-rich community. 
Implementation of the Mesa Competitive
Positioning Index.
Implementation of the City of Mesa’s Commercial
Development Review Process Improvement
Initiative 
Implement Community Character Plans
ECONOMY
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Guiding
Principle
Governance
Principles
Mesa's approach to land & infrastructure will support strong
communities and long-term economic productivity through
intentional, place-based, resilient land use and
infrastructure development. 
Council will: 
Prioritize high-value infrastructure investments. 
Align land use with fiscal sustainability. 
Coordinate across planning, transportation, and utilities. 
Support placemaking and redevelopment. 
Ensure growth reflects long-term capacity. 
LAND & INFRASTRUCTURE
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Strategic
Outcomes
Mesa Will:
Support the purpose of the driver and the Governance Principles
through strategic outcomes with actionable commitments as
follows:
Intentional, Place-Based, and Long-Term Economic
Productivity - Advance a coordinated, place-based pattern of
growth and redevelopment that is intentional and responsive
to the unique context of each area—creating connected, high-
quality places that strengthen community connection and
identity while supporting sustained economic productivity and
long-term value. 
Invest in place-based branding and City pride strategies
aligned with the Placemaking Playbook in tandem with
Community Character Plans 
Implement Redevelopment Toolkit programs that offer
place-based, coordinated support 
Resilient Infrastructure - Maintain a high-performing
infrastructure system that is aligned with growth, sustainably
managed, and capable of supporting long-term reliability,
adaptability, and resilience. 
Certification of the 100 Year Water Supply 
Execute recommendations and strategies in the Mesa
Conservation Action Plan and align efforts with citywide
development strategies for long-term reliability,
adaptability, and resilience in Mesa’s infrastructure.
 Execute recommendations and strategies in the City of
Mesa Transportation Master Plan and align efforts with
citywide development strategies for long-term reliability,
adaptability, and resilience in Mesa’s infrastructure. 
LAND & INFRASTRUCTURE
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Guiding
Principle
Governance
Principles
Mesa’s approach to governance will be intentional,
transparent, and disciplined—clearly communicating
fiscal accountability, priorities, performance, and
impacts to build trust, protect taxpayers, and ensure
long-term value.
Council will: 
Maintain strong fiscal policies. 
Evaluate decisions through a long-term lens. 
Ensure transparency across all funds. 
Align policy, budget, and outcomes. 
INTENTIONAL GOVERNANCE &
TRANPARENCY
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Strategic
Outcomes
Mesa Will:
Support the purpose of the driver and the Governance
Principles through strategic outcomes with actionable
commitments as follows:
Transparent & Disciplined Governance 
Advance a Strong and Transparent Financial
Reporting Strategy
To include a communication strategy on the
role of the Enterprise Fund
Clear Communication of Priorities, Performance
& Impacts 
Operationalize and Advance PerformancePlus, an
Outcomes Based Management & Reporting System
INTENTIONAL GOVERNANCE &
TRANPARENCY
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Moving
Forward
Intentionally
Honoring Foundation.
Expanding Opportunity.
Governing Collaboratively.
Ensuring Long-Term Resilience.
2026
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PROJECT REPORT
P L A N R E V I E W P R O C E S S M A P P I N G
O F F I C E O F I N N O V A T I O N A N D E F F I C I E N C Y
C O M M E R C I A L D E V E L O P M E N T
E N V I S I O N . E L E V A T E . I M P A C T .
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Executive
Summary
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1
• Extensive effort to 
understand what is 
happening NOW and not 
how it is “supposed” to be
• Allows a deeper dive for 
better findings & 
recommendations
2
• 84 staff & stakeholders
• 15 departments & 1 partner 
organization
• 32 process mapping sessions
• frontline staff AND 
management
• 70% of participants frontline 
who do day-to-day work
Assessment of 
Current State
Comprehensive 
Process
4
3
• Participants documented roles
• Freely spoke with concerns AND 
innovations
• Leveraged experience & expertise 
to capture:
⚬inefficiencies
⚬bottlenecks
⚬redundancies
⚬technology issues & 
limitations
⚬gaps in processes & role clarity
Active 
Engagement 
through OIE 
Facilitation
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Enhancing Mesa as THE 
Welcoming Place
Through a Development Review
Process that:
To Do Business
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Positive, 
Responsive 
Customer Service
Speed to Market
Predictable & 
Quality-Assured
• Reduced cycle 
times
• High quality & 
helpful reviews
• Warm & responsive 
interactions with clear & 
intentional communication
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Organizational 
Strengths
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Improvement Capital
Subject Matter Expertise
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Estabish publicly accessible performance report featuring the 
outcomes -based KPIs with plain
-language definitions, and an 
internal performance page with supporting operational metrics. 
Process Innovations to Address 
Unmet Customer Needs and 
Improve Outcomes
Workflow Optimizations & 
Standardizations for Streamlined 
& Consistent Processes
Articulate and Comprehensive 
Customer Guidance to Enhance 
Customer Experience
Foundational Changes to 
Strengthen Organizational 
Culture
Deep Dive Assessments 
Required to Inform Total 
Improvement
5 Areas of Recommendations
Strategic Planning Session 
May 28, 2026 
Attachment 2 
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Foundational 
Changes to 
Strengthen 
Organizational 
Culture
Strategic Planning Session 
May 28, 2026 
Attachment 2 
Page 9 of 23

1.1 - EXECUTIVE 
COMMITMENT
1.2 - Dev. Rev. Collective 
Advisory Board
IMPLEMENTATION PLAN
Strategic Planning Session 
May 28, 2026 
Attachment 2 
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KEY ROLE- DRIVER
Strategic Planning Session 
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Attachment 2 
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Deep Dive 
Assessments 
Required to 
Inform Total 
Improvement
Strategic Planning Session 
May 28, 2026 
Attachment 2 
Page 12 of 23

Customers
Development -Related 
Processes 
Technology
• VALUE MAPPING
• DEVELOPMENT AGREEMENTS
• ECONOMIC DEVELOPMENT & 
URBAN TRANSFORMATION
• UTILITY SERVICE COORDINATION
• DIMES GOVERNANCE PROCESS
• INITIAL ACCELA OPTMIZATION 
ASSESSMENT
Strategic Planning Session 
May 28, 2026 
Attachment 2 
Page 13 of 23

Process 
Innovations to 
Address Unmet 
Customer Needs 
and Improve 
Outcomes
Strategic Planning Session 
May 28, 2026 
Attachment 2 
Page 14 of 23

Pre-submittal and Site 
Discovery Options
Redesigned Submission 
Processes
Internal Development 
Review Group Practices
Community Character 
Plans
Strategic Planning Session 
May 28, 2026 
Attachment 2 
Page 15 of 23

Workflow 
Optimizations & 
Standardization 
& Consistent 
Processes
Strategic Planning Session 
May 28, 2026 
Attachment 2 
Page 16 of 23

Workflow Optimizations
Standardization
TECHNOLOGY/ ACCELA  
PROCESS FLOW
OPERATING PROCEDURES
TRAINING PLANS
Strategic Planning Session 
May 28, 2026 
Attachment 2 
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Articulate and 
Comprehensive 
Customer Guidance 
to Enhance 
Customer 
Experience
Strategic Planning Session 
May 28, 2026 
Attachment 2 
Page 18 of 23

Comprehensive Customer 
Guidance Framework
GUIDANCE, CHECKLISTS, AND RESOURCES
CONSISTENT & CLEAR COMMUNICATION
COHESIVE ACROSS CITY PROCESSES
Strategic Planning Session 
May 28, 2026 
Attachment 2 
Page 19 of 23

The
Next Steps
Strategic Planning Session 
May 28, 2026 
Attachment 2 
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Strategic Planning Session 
May 28, 2026 
Attachment 2 
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Welcoming Place
To Do Business
Strategic Planning Session 
May 28, 2026 
Attachment 2 
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Thank
You
PERFORMANCE PLUS
E N V I S I O N . E L E V A T E . I M P A C T .
O F F I C E O F I N N O V A T I O N A N D E F F I C I E N C Y
Strategic Planning Session 
May 28, 2026 
Attachment 2 
Page 23 of 23

Mesa Branding Plan Update
Jaye O’Donnell, Economic Development Director
Casey Blake, Director of Communications
Jason Hackett, HAPI
May 28, 2026
Strategic Planning Session 
May 28, 2026 
Attachment 3 
Page 1 of 17

Background
Council provided direction in October to update the City’s 
branding strategy
Additional feedback provided during the February Strategic 
Planning Retreat
Today’s presentation provides an update on the proposed 
approach, partner and next steps
Strategic Planning Session 
May 28, 2026 
Attachment 3 
Page 2 of 17

What this is not
Not a new logo initiative
Not a complete rebrand of the City
Not a separate identity for individual districts or areas
Strategic Planning Session 
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What this is
Better understanding of how Mesa is perceived
Defining a clear and cohesive citywide identity
Creating a strategic foundation for future initiatives, including 
Community Character Plans and the Mesa Placemaking Playbook
Modernizing and aligning the City’s brand strategy, messaging 
and visual identity
Strategic Planning Session 
May 28, 2026 
Attachment 3 
Page 4 of 17

Why this matters
Strategic Planning Session 
May 28, 2026 
Attachment 3 
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Deliverables
6
Strategic Planning Session 
May 28, 2026 
Attachment 3 
Page 6 of 17

Introducing HAPI
Jason Hackett + Danny Stoeller
Strategic Planning Session 
May 28, 2026 
Attachment 3 
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Strategic Planning Session 
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Attachment 3 
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Strategic Planning Session 
May 28, 2026 
Attachment 3 
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Strategic Planning Session 
May 28, 2026 
Attachment 3 
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Strategic Planning Session 
May 28, 2026 
Attachment 3 
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Strategic Planning Session 
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Attachment 3 
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Strategic Planning Session 
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Attachment 3 
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What’s next? 
Finalize scope and contract
Begin stakeholder engagement
Conduct research and perception analysis
Return to Council with progress updates and recommendations
Strategic Planning Session 
May 28, 2026 
Attachment 3 
Page 14 of 17

Questions
Strategic Planning Session 
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Attachment 3 
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Strategic Planning Session 
May 28, 2026 
Attachment 3 
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Budget
$55k
Pending final scope
May adjust pending focus group additions
Strategic Planning Session 
May 28, 2026 
Attachment 3 
Page 17 of 17