Strategic Plan with Action Plan

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MESA STRATEGIC PLAN 
One City. One Strategy. One Future. 
 
 
Executive Summary 
 
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. 
 
Within this structure, the Mesa 2050 General Plan provides long-range vision and Elevate Mesa 
establishes standards for execution and accountability. This Strategic Plan integrates both into a 
disciplined approach focused on structural integrity, competitive positioning, and community 
stability. 
 
Mesa’s approach emphasizes quality, proactive investment, and transparency. It 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 resilience. 
 
Strategic Evolution and Alignment 
 
Mesa’s Strategic Plan represents the next evolution of the City’s commitment to intentional, 
outcome-driven governance. 
 
For many years, the City has been guided by a set of operational priorities that helped focus 
departmental efforts and advance important community outcomes.  
 
Those priorities—including:  
· Thriving Community 
· Jobs & Prosperity 
· Quality Development 
· Safe Community 
· Fiscal Responsibility 
· Efficiency & Effectiveness

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—have contributed significantly to Mesa’s success and remain foundational to how the City 
delivers services and measures performance. 
 
This Strategic Plan does not replace Mesa’s previous priorities—it aligns them. 
 
As Mesa continues to grow and compete in an increasingly complex environment, the City 
requires a governance model that provides greater clarity, alignment, and long-term focus. This 
Strategic Plan establishes that framework by organizing the Mayor and Council’s collective 
vision into four Core Strategic Drivers: 
 
 
People 
 
Economy 
 
Land & Infrastructure 
 
Intentional Governance & Transparency 
 
These drivers represent the enduring outcomes the Mayor and Council seek to achieve for the 
community. They provide a clear line of sight between policy direction, resource allocation, 
strategic planning, operational execution, and measurable results. 
 
The City’s operational priorities define how we work; the Council’s Strategic Drivers define 
what we seek to achieve. Together, they create one unified strategy for a stronger Mesa. 
 
Under this framework, the City’s existing operational priorities continue to play a critical role. 
They serve as the primary implementation mechanisms through which departments contribute to 
Council’s strategic vision. Rather than operating as independent areas of focus, they are 
intentionally aligned to support broader community outcomes and long-term strategic objectives. 
 
This evolution creates stronger alignment across departments, reduces organizational silos, and 
ensures that resources, initiatives, performance measures, and investments are working together 
toward a common purpose. It strengthens the connection between the Mesa 2050 General Plan, 
Elevate Mesa, departmental business plans, budgeting, capital investment, performance 
management, and community outcomes. 
The result is one City, moving in one direction, guided by one strategic framework. 
 
By aligning all efforts around People, Economy, Land & Infrastructure, and Intentional 
Governance & Transparency, Mesa is positioning itself to honor its foundation, build upon past 
successes, expand opportunity, protect taxpayers, and create a stronger, more resilient future for 
generations to come.

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This strategic framework reflects Mesa’s commitment to honoring its past, delivering in the 
present, and intentionally preparing for the future. 
 
One City. One Strategy. One Future. 
 
The challenges and opportunities facing Mesa do not exist in isolation, and neither should the 
City’s response. Through this Strategic Plan, the Mayor and Council have established a unified 
framework that aligns vision, policy, investment, operations, and accountability around a 
common direction. 
 
By connecting every department, initiative, budget decision, capital investment, and performance 
outcome to the four Core Strategic Drivers, Mesa is creating a more coordinated, transparent, 
and outcome-focused organization—one capable of delivering exceptional services today while 
preparing for the opportunities of tomorrow. 
 
A stronger Mesa built through aligned leadership, intentional investment, and a shared 
commitment to the people, places, and prosperity of our community.

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Guiding Principle 
Mesa’s strong communities are built through safety, opportunity, and 
neighborhood stability. 
 
Purpose 
Mesa’s long-term success begins with its people. This driver focuses on maintaining the 
City’s leadership in public safety, aligning education and workforce initiatives with 
economic opportunity, supporting balanced housing, and strengthening neighborhoods 
and community connectivity.  
 
Governance Principles  
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.  
 
Strategic Outcomes and Actionable Commitments 
Mesa will: 
Support the purpose of the driver and the Governance Principles through strategic 
outcomes with actionable commitments as follows: 
 Safety Outcome- Maintain our national leadership in public safety through 
innovation, performance, and public trust. (See Action Plan Item 1.1)

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 Opportunity Outcome 1a- Build a future-ready workforce that connects Mesa 
residents to economic opportunity while meeting the evolving talent needs of 
Mesa employers. (See Action Plan Item 1.2) 
 
 Opportunity Outcome 1b- Expand access to balanced and attainable housing 
choices that respond to Mesa’s growth, workforce, and community needs and 
support long-term stability. (See Action Plan Item 1.3)  
 
 Neighborhood Stability Outcome 1a- Strengthen neighborhood stability, 
livability, and quality of life through coordinated efforts that improve conditions, 
support reinvestment, and sustain neighborhood vitality. (See Action Plan Item 
1.4) 
  
 Neighborhood Stability Outcome 1b- Advance a collaborative, place-based 
approach that strengthens community character and intentionally shapes places 
where people choose to live, work, invest, visit, and belong. (See Action Plan 
Item 1.5)

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ACTION PLAN 
  
 
  
Safety Outcome: Maintain our national leadership in public safety through innovation, 
performance, and public trust. 
 
Action Item 1.1 
Advance a Unified, Outcomes-Driven Public Safety System through Performance, 
Innovation, and Public Trust 
Mesa will advance a unified, outcomes-driven public safety system that leverages 
departmental performance measures and the Public Safety & Trust Index (lead by MPD) to 
drive continuous improvement, innovation, prevention, and community protection. 
 
Through coordinated outcomes-based reporting across Police, Fire & Medical, Public Safety 
Support Services, Code Compliance, and Public Safety Communications, Mesa will connect 
operational performance with broader measures of community safety and public trust.  
 
Departmental KPIs will provide visibility into the performance of individual public safety 
functions, while the Public Safety & Trust Index will provide a comprehensive, qualitative and 
quantitative view of how those collective efforts translate into community-level outcomes. 
 
Together, these measures will enable Mesa to identify emerging trends, strengthen cross-
department coordination, target opportunities for improvement, and ensure the City continues 
to deliver a safe, reliable, responsive, and prevention-focused public safety system. 
 
What to measure: 
Report 
Cadence 
Owner 
 
Supporting 
Departments 
Public Safety Department 
Performance* 
· Mesa Police Department KPIs 
· Mesa Fire & Medical Department 
KPIs 
· Mesa Public Safety Support 
Services KPIs 
· Code Compliance KPIs 
· Mesa Public Safety 
Communications KPIs 
 
Department 
Performance: 
Mini Stats, 
Mesa Stats, 
and Budget 
 
 
Assistant City 
Manager 
assigned to the 
City 
Operational 
Priority of Safe 
Community 
Mesa Police 
Department, Mesa 
Fire & Medical 
Department, Mesa 
Public Support 
Services, Code 
Compliance 
Department, and 
MPSC 
Management

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*Specific KPIs, driving indicators, and 
evaluation criteria will be established 
through a facilitated collective-ownership 
process with participating departments. 
Development and results will be reported as 
implementation advances. 
Corresponding City Plan(s): MPD Strategic Plan, MFMD Strategic Plan, MPSC 
Organizational Development Strategy 
 
 
Opportunity Outcome 1a: Build a future-ready workforce that connects Mesa 
residents to economic opportunity while meeting the evolving talent needs of Mesa 
employers. 
 
Action Item 1.2 
Build a workforce pipeline that connects Mesa residents to education, training, 
and quality jobs while meeting Mesa employers’ talent needs. 
The City will serve as a convener and connector across Mesa's workforce 
ecosystem, using documented employer demand to align education, training, and 
workforce partners with the talent needs of Mesa's current and emerging industries. 
 
Through implementation of the City of Mesa Workforce Development Strategy, the 
City will strengthen the connection between employer demand, talent development, 
work-based learning, and employment.  
 
Economic Development will help identify the occupations, skills, competencies, and 
emerging talent needs of Mesa employers, while Workforce & Education will convene 
the partners necessary to translate those needs into responsive education, training, 
career pathways, and workforce solutions. 
 
Implementation will focus on building measurable pathways that enable Mesa 
residents and students to develop industry-aligned skills, gain meaningful work-based 
experience, and transition into quality employment, while expanding the ability of 
Mesa employers to access the skilled talent they need. The City's role is not to control 
the individual decisions of employers or education partners, but to create the 
connections, alignment, and shared accountability necessary to move 
documented workforce needs toward measurable workforce outcomes. 
 
What to measure: 
Report 
Cadence 
Owner 
 
Supporting 
Departments 
Mesa Workforce Vitality Index* 
 
* The Mesa Workforce Vitality Index 
will be developed progressively, with 
each component incorporated as 
underlying workforce outcomes, 
baselines, targets, and reporting 
Quarterly 
Assistant City 
Manager 
assigned to 
Jobs & 
Prosperity 
Workforce & 
Education and 
Economic 
Development

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methodologies are established and 
validated. Index development and 
results will be reported as 
implementation advances. 
Corresponding City Plan(s): City of Mesa Workforce Development Strategy and the 
Economic Development Strategic Plan

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Opportunity Outcome 1b: Expand access to balanced and attainable housing 
choices that respond to Mesa’s growth, workforce, and community needs and support 
long-term stability. 
 
Action Item 1.3 
Advance a Balanced and Attainable Housing Environment through Coordinated 
Housing, Land Use, and Development Strategies. 
Implement the Balanced Housing Plan in coordination with the Mesa General Plan 
and citywide development strategies to support a diverse and attainable housing 
supply that responds to Mesa’s current and future needs. 
 
Using housing, demographic, employment, growth, and market information, the City 
will align policies, programs, partnerships, and development strategies to address 
identified housing needs and gaps while supporting a range of housing types and 
opportunities. This coordinated approach will help ensure housing decisions are 
responsive to Mesa’s growth, workforce needs, neighborhood stability, and long-term 
economic vitality. 
 
What to measure: 
Report 
Cadence 
Owner 
 
Supporting 
Departments 
Balanced & Attainable Housing 
Outcomes* 
 Housing Supply & 
Availability — growth and 
availability of housing 
relative to current and 
projected household needs.  
 Housing Diversity — 
availability of a range of 
housing types that respond 
to Mesa's changing 
household and workforce 
needs.  
 Housing Attainability — 
relationship between 
housing costs, household 
incomes, and identified 
housing needs.  
 Housing Gap — progress 
in addressing identified 
gaps between housing 
demand, supply, 
affordability, and household 
needs.  
Quarterly 
Assistant and 
Deputy City 
Managers 
assigned to 
Quality 
Development, 
Thriving 
Community, 
and Jobs and 
Prosperity 
Development 
Services, 
Community and 
Housing 
Services, 
Economic 
Development 
and Office of 
Urban 
Transformation

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 Jobs–Housing Alignment 
— relationship between 
housing availability and 
Mesa's current and 
anticipated workforce and 
employment growth. 
 
*Specific KPIs, driving indicators, and 
evaluation criteria will be established 
through a facilitated collective-
ownership process with participating 
departments. Development and results 
will be reported as implementation 
advances. 
Corresponding City Plan(s): Balanced Housing Plan, Mesa General Plan and 
Economic Development Strategic Plan

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Neighborhood Stability Outcome 1a: Strengthen neighborhood stability, livability, 
and quality of life through coordinated efforts that improve conditions, support reinvestment, 
and sustain neighborhood vitality. 
 
Action Item 1.4 
Activate Neighborhood Quality of Life Impact Teams 
Neighborhood Quality of Life Impact Teams will bring together City departments and 
community partners to strengthen neighborhood stability, livability, and quality of place 
through coordinated, responsive action. Teams will assess neighborhood conditions 
and opportunities and develop coordinated plans with defined actions, 
responsibilities, and measurable outcomes. 
 
Rather than addressing individual issues in isolation, Impact Teams will coordinate 
available City resources and community partnerships—including neighborhood and 
community services, code compliance, public safety, solid waste, property 
improvement, and other applicable resources—to address interconnected conditions 
and support lasting improvement. Progress will focus not only on resolving identified 
concerns, but on strengthening neighborhood conditions, supporting reinvestment, 
and sustaining improvements over time. 
 
What to measure: 
Report 
Cadence 
Owner 
 
Supporting 
Departments 
Neighborhood Stability & 
Reinvestment* 
· Neighborhood Condition 
Improvement — measurable 
improvement in identified 
neighborhood conditions and 
opportunities.  
· Property Improvement & 
Reinvestment — progress in 
improving vacant, deteriorated, 
or underutilized properties and 
encouraging continued 
reinvestment.  
· Sustained Improvement — 
degree to which resolved 
conditions remain improved 
and recurring concerns are 
reduced.  
· Responsive Resolution — 
effectiveness and timeliness in 
Quarterly 
Deputy City 
Manager 
assigned to 
Thriving 
Community 
Community and 
Housing 
Services; Code 
Compliance; 
Mesa Police 
Department; 
Mesa Fire and 
Medical 
Department; 
Solid Waste; 
Development 
Services; Office 
of Urban 
Transformation; 
Business 
Services and 
community 
partners based 
on the 
conditions, 
opportunities, 
and resources 
identified within

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addressing identified 
neighborhood concerns.  
· Coordinated Action — 
progress and effectiveness of 
cross-department actions 
established through 
Neighborhood Quality of Life 
Impact Teams.  
· Neighborhood Stability — 
longer-term indicators 
demonstrating sustained 
neighborhood quality, 
livability, and reinvestment. 
 
*Specific KPIs, driving indicators, and 
evaluation criteria will be established 
through a facilitated collective-ownership 
process with participating departments. 
Development and results will be reported as 
implementation advances. 
each 
neighborhood. 
Corresponding City Plan(s): Mesa General Plan; Community Character and 
Creative Placemaking Plans; Housing and Community Development Plans; and 
applicable neighborhood, redevelopment, or reinvestment plans.

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Neighborhood Stability Outcome 1b: Advance a collaborative, place-based 
approach that strengthens community character and intentionally shapes places 
where people choose to live, work, invest, visit, and belong. 
 
Action Item 1.5 
Activate Community Character through Creative Placemaking, Engagement, 
and Programming 
The Community Character & Creative Placemaking Strategy provides a shared, 
place-based framework for strengthening Mesa’s communities and activity centers. 
Community Character defines the identity, aspirations, and long-term vision of 
each place, while Creative Placemaking provides a coordinated approach for 
bringing that character to life through activation, investment, and the 
experience of place. 
 
Within the People Strategic Driver, this action focuses specifically on community 
activation and experience—strengthening the connection between people and 
place through arts and culture, community engagement, programming, events, 
storytelling, and other experiences that reinforce identity, belonging, participation, and 
social connection. 
 
Arts & Culture and community-facing departments will lead the identity, 
engagement, cultural, and programming dimensions of the strategy, working 
with residents, businesses, community partners, and other City departments to create 
experiences that reflect the distinct character and aspirations of each place. 
 
This work will be coordinated with the strategy’s other applications across the 
Strategic Plan. Economic Development and Urban Transformation will advance 
business vitality, commercial activation, redevelopment, and private 
investment; while Development Services, Transportation, Engineering, Parks, 
and Urban Transformation will help translate community character into land 
use, infrastructure, connectivity, public realm, and other physical investments.  
 
Together, these interconnected applications allow a single Community Character & 
Creative Placemaking Strategy to shape the social, economic, and physical 
dimensions of place. 
 
What to measure: 
Report 
Cadence 
Owner 
 
Supporting 
Departments 
Community Activation & 
Experience* 
 
 Community Identity & 
Character — degree to 
which activation and 
programming reflect and 
Quarterly 
Deputy City 
Manager 
assigned to 
Thriving 
Community 
Leads- Arts & 
Culture; Parks, 
Recreation & 
Community 
Facilities; 
Library;

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reinforce the distinct 
character and identity of 
place. 
 Community Engagement 
& Participation — 
participation in place-based 
programming, events, 
cultural experiences, and 
community activities. 
 Social Connection & 
Belonging — extent to 
which activation strengthens 
connection among people 
and their relationship to 
place. 
 Arts, Culture & 
Programming Activation 
— reach and effectiveness 
of arts, cultural, community, 
and experiential 
programming in activating 
places. 
 
Quality of Place 
Experience — resident and 
visitor perceptions of 
vibrancy, welcoming 
experience, identity, and 
overall quality of place. 
 
*Specific KPIs and driving indicators 
will be established through a facilitated 
collective-ownership process with 
participating departments. 
Development and results will be 
reported as implementation advances. 
Community 
Services 
 
Supporting- 
Economic 
Development; 
Office of Urban 
Transformation; 
Development 
Services; 
Transportation; 
Engineering; 
PIO; and other 
departments 
and community 
partners based 
on the character, 
needs, and 
opportunities of 
each place. 
Corresponding City Plan(s): Mesa General Plan; Community Character & Creative 
Placemaking Strategy; Mesa Arts Center Strategic Plan; Idea Museum Strategic Plan, 
AZ Museum of Natural History Strategic Plan and all applicable Community Character 
Area Plans and place-based plans.

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Guiding Principle 
Mesa’s focus on Economic Development will generate long-term fiscal value 
and increased regional competitiveness.  
 
Purpose 
Economic development is a strategic tool to strengthen Mesa’s fiscal health and 
competitiveness. The City will prioritize industries and investments that generate 
sustainable revenue, create high-quality jobs, and reinforce Mesa as a destination for 
business and tourism. 
 
Governance Principles  
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.  
 
Strategic Outcomes and Actionable Commitments 
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 Combined 
Outcome- Strengthen Mesa’s competitive position by aligning the people, 
infrastructure, investment, development environment, and governance conditions 
that enable business growth, attract private investment, expand economic

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opportunity, and generate sustained long-term fiscal value. (See Action Plan 
Items 2.1 - 2.3)

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ACTION PLAN 
  
 
Long-Term Fiscal Value and Regional Competitiveness Combined Outcome: 
Strengthen Mesa’s competitive position by aligning the people, infrastructure, 
investment, development environment, and governance conditions that enable 
business growth, attract private investment, expand economic opportunity, and 
generate sustained long-term fiscal value. 
 
Action Item 2.1 
Strengthen Mesa’s Competitive Position for Business, Talent, and Investment 
that Advance Strategic Economic Opportunity and Long-Term Fiscal Value 
Mesa will take an enterprise approach to strengthening its competitive position, 
intentionally aligning the conditions, investments, services, and cross-department 
efforts that influence Mesa’s ability to attract, retain, and grow the businesses, 
talent, and investment that align with the City’s strategic economic priorities 
and contribute to sustained economic and fiscal value. 
The Mesa Competitive Positioning Index will serve as the City’s enterprise 
framework for understanding and managing the conditions that shape that position. 
Rather than measuring economic development activity in isolation, the Index 
will connect performance across the factors that collectively influence Mesa’s 
competitiveness—including business climate, ease of doing business, 
infrastructure, workforce readiness, innovation, quality of place, and fiscal and 
cost competitiveness. In doing so, the Index provides a shared view of how these 
interconnected conditions collectively position Mesa for the strategic economic 
opportunities it seeks to attract, retain, and grow. 
Through regular review of the Index, supporting departmental KPIs, and driving 
indicators, City leadership will identify competitive strengths, emerging gaps, 
barriers, and opportunities where coordinated action can meaningfully improve 
Mesa’s position. These insights will be used to establish priorities, align resources 
and investments, assign accountability, address barriers, and coordinate action

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across departments around the economic opportunities that offer the greatest 
strategic value to Mesa. 
Success will ultimately be demonstrated not simply by improvement in the Index or 
increased economic activity, but by Mesa’s ability to strengthen the conditions that 
attract and grow strategically aligned business, talent, and investment; expand 
quality economic opportunity; and generate sustained long-term fiscal value. 
What to measure: 
Report 
Cadence 
Owner 
 
Supporting 
Departments 
Competitive Positioning 
Domains*:  
 Business Climate & 
Economic Dynamism — 
Mesa’s ability to attract and 
grow businesses, stimulate 
private investment, and 
generate quality employment, 
including investment, priority-
sector job growth, wage 
strength, redevelopment/infill 
investment, and business 
conversion.  
 Governance & Ease of 
Doing Business — the 
efficiency, predictability, 
responsiveness, and 
coordination of City 
processes that influence the 
business and development 
environment, including speed 
to market and customer 
experience.  
 Infrastructure & 
Connectivity — the 
readiness and performance 
of physical, digital, utility, and 
logistical infrastructure 
needed to support strategic 
business growth and 
investment, including site 
readiness, time to serve, and 
infrastructure delivery.  
Quarterly 
 
 
Assistant City 
Managers 
assigned to 
Jobs & 
Prosperity; 
Office of 
Economic 
Development 
Development 
Services; Office 
of Workforce & 
Education; 
Office of Urban 
Transformation; 
Engineering; 
Transportation; 
Office of 
Management & 
Budget; and 
other 
departments 
responsible for 
measures within 
the Index 
domains.

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 Workforce Development & 
Pipeline — Mesa’s ability to 
meet current talent needs 
while developing a 
sustainable pipeline of 
skilled, job-ready talent 
aligned with future economic 
opportunity.  
 Innovation Ecosystem — 
the conditions supporting 
entrepreneurship, innovation, 
emerging industries, 
investment, and 
commercialization that 
contribute to long-term 
competitiveness.  
 Livability & Quality of Place 
— the housing, safety, 
amenities, public investment, 
and quality-of-place 
conditions that influence 
Mesa’s ability to attract and 
retain residents, talent, and 
employers.  
· Fiscal & Cost 
Competitiveness — Mesa’s 
relative cost position for 
businesses and 
development, including taxes 
and fees, operating-cost 
conditions, and the efficiency 
of public resources used to 
generate private investment 
and employment outcomes. 
Strategic Economic Outcomes—
Performance of the Competitive 
Positioning Index will be evaluated 
alongside economic outcomes 
demonstrating whether Mesa’s 
competitive position is translating 
into strategically aligned business 
attraction, retention and 
expansion; quality employment

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and talent growth; private capital 
investment; development and 
redevelopment activity; and 
sustained long-term fiscal value. 
*Specific KPIs and driving indicators will 
be established through a facilitated 
process. Development and results will 
be reported as implementation 
advances. 
Corresponding City Plan(s): Mesa General Plan, Economic Department Strategic 
Plan, Community Character Area Plans, City of Mesa Workforce Development 
Strategy 
Action Item 2.2 
Advance a High-Performing Commercial Development Review Process that 
Strengthens Mesa’s Ease of Doing Business 
Mesa’s commercial development review process is a critical component of the City’s 
competitive environment and directly influences speed to market, predictability, 
customer experience, and the ease of doing business in Mesa. Because 
development review spans multiple departments, disciplines, regulatory requirements, 
and decision points, its performance depends on the City operating as one 
coordinated development system rather than a series of individual 
departmental processes. 
The Commercial Development Review Process Improvement Initiative will 
redesign this system to create a more efficient, predictable, coordinated, and 
customer-centered development experience while maintaining the quality, safety, and 
regulatory standards necessary to support responsible growth. The work will establish 
clearer processes and accountability, improve cross-department coordination and 
handoffs, reduce unnecessary variation and delay, strengthen the use of technology 
and data, and provide customers with greater clarity and predictability throughout the 
development process. 
Implementation will progress through an integrated, progressive approach 
beginning with governance and discovery and advancing through process redesign, 
system optimization, standardization, and training. A pilot in late 2027 will validate the 
redesigned process and inform necessary adjustments prior to citywide 
implementation in January 2028.

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Success will be demonstrated not simply by implementation of a redesigned process, 
but by measurable improvement in how efficiently, predictably, and effectively 
Mesa moves viable commercial development from application toward 
completion—strengthening the customer experience, reducing barriers to 
investment, and improving Mesa’s competitive position for strategically aligned 
business and development opportunities. 
. 
What to measure: 
Report 
Cadence 
Owner 
 
Supporting 
Departments 
Collective Development Review 
Process Index  
 
Speed to Market 
 
Overall commercial 
development cycle time  
 
Development review process 
benchmarking against 
comparable cities  
Predictable & Quality-Assured 
 
Process clarity  
 
Process fidelity  
Positive, Responsive Customer 
Service 
 
Customer satisfaction with 
process predictability and 
clarity  
 
Customer satisfaction with 
the overall service 
experience 
 
Quarterly 
 
Assistant City 
Manager 
assigned to 
Quality 
Development 
Development 
Services, 
Economic 
Development, 
Office of Urban 
Transformation, 
City Attorney, 
Engineering, 
Transportation, 
Water 
Resources, 
Energy 
Resources, 
Mesa Fire and 
Medical 
Department, 
Mesa Police 
Department, 
Solid Waste, 
Parks, 
Recreation, and 
Community 
Facilities 
Corresponding City Plan(s): Mesa Competitive Positioning Index; Commercial 
Development Review Process Improvement Initiative; DIMES Governance Board 
Standardized Process; Mesa General Plan; Economic Development Strategic Plan

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Action Item 2.3 
Leverage Community Character & Creative Placemaking to Strengthen Place-
Based Economic Vitality and Investment 
The Community Character & Creative Placemaking Strategy provides a shared, 
place-based framework for strengthening Mesa’s communities and activity centers. 
Within the Economy Strategic Driver, this action focuses specifically on leveraging 
the distinct character, assets, and opportunities of each place to strengthen 
business vitality, activate commercial areas, attract private investment, and 
support redevelopment and long-term economic value. 
Economic Development and the Office of Urban Transformation will lead the 
economic and investment dimensions of the strategy, identifying the economic 
role and opportunity of communities and activity centers and aligning business 
development, commercial activation, redevelopment, entrepreneurship, and 
investment strategies with the unique character and aspirations of each place. 
Rather than applying a uniform citywide approach, Mesa will use place-based 
economic strategies to build upon the distinct strengths and opportunities of each 
area—supporting existing businesses, attracting complementary businesses and 
investment, activating underutilized commercial and redevelopment opportunities, 
and strengthening the conditions for sustained economic activity. 
This work will be coordinated with the strategy’s other applications across the 
Strategic Plan. Community-facing departments will lead identity, engagement, 
culture, programming, and community activation, while Development Services, 
Transportation, Engineering, Parks, and other infrastructure-related 
departments will help align land use, connectivity, public realm, and capital 
investment with the economic opportunities identified for each place. Together, 
these interconnected applications allow a single Community Character & Creative 
Placemaking Strategy to shape the social, economic, and physical dimensions of 
place. 
What to measure: 
Report 
Cadence 
Owner 
 
Supporting 
Departments 
Place-Based Economic Vitality & 
Investment*  
 
Business Vitality & Commercial 
Activity — business growth, 
retention, commercial occupancy, 
Quarterly 
Assistant City 
Manager 
assigned to 
Jobs & 
Prosperity 
Development 
Services; 
Economic 
Development; 
Office of Urban

24 
 
business formation, and other 
indicators of sustained economic 
activity appropriate to the economic 
role of each place. 
 
Private Investment — level of 
private capital investment, 
development, rehabilitation, 
expansion, and other investment 
occurring within communities and 
activity centers. 
 
Commercial & Property 
Activation — progress in returning 
vacant or underutilized commercial 
spaces and redevelopment 
opportunities to productive 
economic use. 
 
Development & Redevelopment 
Activity — development and 
redevelopment occurring in 
alignment with the economic 
opportunities and desired character 
of each place. 
 
Economic Opportunity & 
Investment Attraction — progress 
in attracting businesses, 
development, and investment that 
complement the economic role, 
character, and future vision of each 
area. 
 
Long-Term Economic & Fiscal 
Value — longer-term indicators 
demonstrating sustained economic 
productivity, investment, business 
activity, and fiscal contribution. 
 
*Specific KPIs and driving indicators will 
be established through a facilitated 
collective-ownership process with 
participating departments. Development 
and results will be reported as 
implementation advances. 
Transformation; 
Transportation; 
Engineering 
(CIP); Parks, 
Recreation & 
Community 
Facilities; Arts & 
Culture; Public 
Information 
Office; 
Workforce & 
Education; and 
other 
departments 
based on the 
needs of each 
area.

25 
 
Corresponding City Plan(s): Mesa General Plan; Community Character & Creative 
Placemaking Strategy; Community Character Area Plans; Economic Development 
Strategic Plan; Redevelopment Toolkit; and applicable redevelopment and economic 
development plans.

26 
 
 
 
Guiding Principle 
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.  
 
Purpose 
Placemaking, redevelopment, and proactive planning and resource management are 
strategic tools to advance Mesa’s intentional, place-based approach to land and 
infrastructure. The City will support optimized land use and community redevelopment 
investments and will coordinate infrastructure planning and resource stewardship to 
strengthen community character; create connected, economically productive places; 
and ensure resilient, sustainable development over time.  
 
Governance Principles  
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.  
 
Strategic Outcomes and Actionable Commitments 
Mesa will: 
Support the purpose of the driver and the Governance Principles through strategic 
outcomes with actionable commitments as follows:

27 
 
 Intentional, Place-Based and Long-term Economic Productivity Outcome- 
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 and activated places that strengthen community 
connection and identity while supporting sustained economic productivity and 
long-term value. (See Action Plan Items 3.1 & 3.2) 
 Resilient Infrastructure Outcome- Advance resilient infrastructure and 
resource systems that anticipate changing conditions, align with strategic growth, 
and reliably support Mesa’s community, economy, and long-term development. 
(See Action Plan Items 3.3 – 3.5)

28 
 
ACTION PLAN 
  
  
Intentional, Place-Based and Long-term Economic Productivity Outcome: 
Advance a coordinated, place-based pattern of growth and redevelopment that aligns 
infrastructure and public investment with the unique context and future opportunity of 
each area—creating connected, high-quality places that enable development, 
strengthen community character, and support sustained economic productivity and 
long-term value. 
 
Action Item 3.1 
Align Place-Based Infrastructure and Public Investment with Community 
Character, Development, and Economic Opportunity 
The Community Character & Creative Placemaking Strategy provides a shared, 
place-based framework for strengthening Mesa’s communities and activity centers. 
Within the Land & Infrastructure Strategic Driver, this action focuses specifically on 
translating the vision, character, development potential, and economic opportunity of 
each place into coordinated infrastructure, public realm, connectivity, and 
capital investment decisions. 
 
Development Services, Engineering, Transportation, Parks, and other 
infrastructure-related departments will lead the physical and infrastructure 
dimensions of the strategy, aligning land use, mobility and connectivity, 
streetscapes, public spaces, utilities, landscaping, public art, wayfinding, and other 
physical investments with the intended function and future opportunity of each place. 
 
Economic Development and Urban Transformation will help identify the 
development and economic opportunities that City infrastructure investment is 
intended to enable or unlock. This will allow the City to more intentionally prioritize 
and coordinate public investment around desired development and redevelopment 
outcomes and evaluate whether those investments contribute to subsequent private 
development, reinvestment, and economic activity. 
 
This work will be coordinated with the strategy’s other applications across the 
Strategic Plan. Community-facing departments will lead identity, engagement,

29 
 
culture, programming, and community activation, while Economic Development 
and Urban Transformation will lead business vitality, commercial activation, 
redevelopment, and private investment strategies. Together, these interconnected 
applications allow a single Community Character & Creative Placemaking Strategy to 
shape the social, economic, and physical dimensions of place. 
 
What to measure: 
Report 
Cadence 
Owner 
 
Supporting 
Departments 
Place-Based Infrastructure & 
Investment Outcomes* 
 
 Strategic Infrastructure 
Alignment — degree to 
which capital and 
infrastructure investments 
align with established 
community character, 
development priorities, and 
identified economic 
opportunities. 
 Public Realm & Place-
Based Investment — 
implementation of 
prioritized streetscape, 
public space, landscaping, 
public art, wayfinding, 
gateway, and other 
physical improvements that 
support the intended 
character and function of 
place. 
 Mobility & Connectivity 
— implementation of 
transportation and 
connectivity improvements 
that enable access, 
development, 
redevelopment, and the 
intended function of 
communities and activity 
centers. 
 Coordinated Public 
Investment — degree to 
which infrastructure, 
Quarterly 
Assistant City 
Manager 
assigned to 
Quality 
Development 
Lead 
Departments: 
Development 
Services; 
Engineering; 
Transportation; 
Parks 
Recreation and 
Community 
Facilities 
 
Supporting 
Departments: 
Economic 
Development; 
Office of Urban 
Transformation; 
Arts & Culture; 
Office of 
Management & 
Budget; 
Engineering; 
PIO; utilities and 
other 
departments 
responsible for 
applicable 
infrastructure, 
capital, public 
realm, and 
place-based 
investments.

30 
 
capital, public realm, and 
other City investments are 
coordinated around shared 
place-based priorities and 
desired outcomes. 
 Development Enabled — 
development or 
redevelopment 
opportunities advanced 
through the removal of 
infrastructure, access, 
connectivity, public realm, 
or other physical barriers. 
· Private Investment 
Catalyzed — private 
development, 
redevelopment, or 
reinvestment occurring in 
conjunction with or 
following strategic City 
infrastructure and public 
investment. 
*Specific KPIs, driving indicators, and 
evaluation criteria will be established 
through a facilitated collective-
ownership process with participating 
departments. Development and 
results will be reported as 
implementation advances. 
Corresponding City Plan(s): Mesa General Plan; Community Character & Creative 
Placemaking Strategy; Community Character Area Plans; Transportation Master Plan; 
applicable Capital Improvement Plans; Economic Development Strategic Plan; and 
applicable redevelopment and area plans.

31 
 
Action Item 3.2 
Advance Strategic Redevelopment and Reinvestment through the 
Redevelopment Toolkit 
The Redevelopment Toolkit will provide a coordinated set of tools and strategies 
that enable the City to address barriers preventing viable private investment, 
redevelopment, and productive use of underutilized properties. Rather than 
measuring success by the number of programs created or properties receiving 
assistance, the Toolkit will focus City participation where it can materially change a 
redevelopment outcome and unlock investment that would otherwise be 
unlikely to occur. 
Potential tools may include vacant property strategies, code compliance 
assistance, commercial space activation, public infrastructure improvements, 
demolition and remediation assistance, business and entrepreneur support, 
and other redevelopment mechanisms appropriate to the specific barrier or 
opportunity. 
Application of Toolkit resources will be guided by a “but-for” principle: City 
participation should be used where a demonstrated barrier or gap exists and where, 
but for the City’s involvement, the desired redevelopment, reinvestment, or 
productive reuse would not reasonably occur at the same scale, quality, or 
timeframe. This approach will help ensure that public resources are used 
strategically to enable—not unnecessarily subsidize—private market activity. 
Through disciplined application of the Toolkit, Mesa will seek to remove 
redevelopment barriers, return underutilized properties to productive use, 
unlock development, leverage private investment, and generate sustained 
economic and fiscal value. 
What to measure: 
Report 
Cadence 
Owner 
 
Supporting 
Departments 
Redevelopment & 
Reinvestment Outcomes* 
 Productive Reuse of 
Underutilized Property — 
vacant, deteriorated, or 
underutilized property 
returned to productive 
economic use as a result of 
redevelopment activity.  
Quarterly 
Assistant City 
Managers 
assigned to 
Quality 
Development 
and Jobs & 
Prosperity 
Lead 
Departments: 
Office of Urban 
Transformation 
and Economic 
Development 
 
Supporting 
Departments: 
Development

32 
 
 Development Unlocked 
— development or 
redevelopment enabled by 
addressing identified 
financial, infrastructure, 
regulatory, site, 
remediation, or other 
barriers.  
 Private Investment 
Leveraged — private 
capital investment 
generated relative to City 
resources committed to 
enabling redevelopment.  
 Economic & Fiscal Value 
Created — increased 
economic productivity and 
fiscal value associated with 
redevelopment, productive 
reuse, and subsequent 
private investment.  
 But-For Effectiveness — 
degree to which City 
participation demonstrably 
changed the feasibility, 
scale, quality, timing, or 
outcome of redevelopment 
that would not otherwise 
reasonably have occurred. 
 
* Specific KPIs, driving indicators, 
and evaluation criteria—including 
standards for demonstrating “but-for” 
need—will be established through a 
facilitated collective-ownership 
process with participating 
departments. Development and 
results will be reported as 
implementation advances. 
Services; Code 
Compliance; 
Engineering; 
Transportation; 
Business 
Services; Office 
of Management 
& Budget; and 
other 
departments 
involved based 
on the specific 
redevelopment 
barrier or tool 
required. 
 
Corresponding City Plan(s): Mesa General Plan; Economic Development Strategic 
Plan; Redevelopment Toolkit; Community Character Area Plans; and applicable 
redevelopment and area plans.

33 
 
Resilient Infrastructure Outcome: Advance resilient infrastructure and resource 
systems that anticipate changing conditions, align with strategic growth, and reliably 
support Mesa’s community, economy, and long-term development. 
 
Action Item 3.3 
Strengthen Mesa’s Long-Term Water Resilience and Maintain a 100-Year 
Assured Water Supply 
Mesa will strengthen the long-term resilience of its water system to reliably serve existing 
customers, support strategic growth, and adapt to changing water conditions while 
securing and maintaining its 100-Year Assured Water Supply. The 100-year designation 
provides an essential assurance that sufficient water resources are available to meet projected 
demand; Mesa’s long-term resilience, however, requires continued planning and investment 
beyond this foundational requirement. 
Mesa will build upon its diverse water portfolio through an integrated approach to water 
supply, storage, reuse, demand management, infrastructure, conservation, and system 
flexibility. This includes protecting and diversifying water resources, expanding opportunities 
for reclaimed and purified water, strengthening access to alternative supplies during shortage 
conditions, aligning infrastructure capacity with future demand, and adapting resource 
strategies as hydrologic, regulatory, economic, and growth conditions change. 
Through continued stewardship and strategic investment, Mesa will maintain the reliability, 
diversity, adaptability, and capacity of its water system necessary to withstand changing 
conditions, support responsible growth, and protect long-term water security for current and 
future generations. 
That language is very well supported by the Roadmap. It specifically identifies Mesa's 
portfolio of Colorado River water, Salt and Verde River supplies, groundwater, reclaimed 
water, and long-term storage, and says future reliability requires infrastructure, demand 
management, technology, reuse, and new supplies. 
What to measure: 
Report 
Cadence 
Owner 
 
Supporting 
Departments 
 
 
100-Year Assured Water Supply 
Quarterly, 
with long-
term water 
supply and 
demand 
Assistant City 
Manager 
assigned to 
Quality 
Development 
Water 
Resources; 
Development 
Services; 
Engineering;

34 
 
 
Achievement and ongoing 
maintenance of applicable 
requirements and 
milestones necessary to 
secure and maintain 
Mesa’s 100-Year Assured 
Water Supply.  
Supply Reliability & Capacity 
 
Available and projected 
water supply relative to 
current and future demand.  
 
Capacity of the water 
portfolio and infrastructure 
to reliably meet projected 
needs under changing 
conditions.  
Supply Diversity & Resilience 
 
Diversity and reliability of 
Mesa’s water supply 
portfolio.  
 
Exposure to and ability to 
respond to supply 
vulnerabilities, shortages, 
drought, or changing 
hydrologic conditions.  
Water Reuse & Alternative 
Supply 
 
Availability and beneficial 
use of reclaimed water and 
advancement of 
opportunities that expand 
or preserve potable water 
supplies.  
 
Access to alternative 
supplies, storage, 
projections 
reviewed 
annually or 
as updated. 
Office of 
Management & 
Budget; and 
other 
departments 
involved in 
growth, 
infrastructure, 
and long-range 
resource 
planning.

35 
 
exchanges, and system 
interconnections that 
increase flexibility during 
changing or shortage 
conditions.  
Demand Management & 
Conservation 
 
Total and per-capita water 
demand relative to 
established projections and 
conservation objectives.  
 
Progress in improving 
water-use efficiency across 
City operations and the 
community.  
Growth & Water Resource 
Alignment 
 
Alignment of projected 
development and growth 
with available water 
resources, system 
capacity, and planned 
water infrastructure. 
*Specific KPIs, driving indicators, and 
evaluation criteria will be established 
through a facilitated collective-
ownership process with participating 
departments. Development and 
results will be reported as 
implementation advances. 
Corresponding City Plan(s): Mesa Resilience Roadmap; Water Resources Master 
Plan; Water Shortage Management Plan; Mesa General Plan; applicable Water 
Infrastructure Capital Improvement Plans

36 
 
Action Item 3.4 
Advance Mesa’s Long-Term Resilience through Successive Three-Year 
Resilience Roadmaps 
The Resilience Roadmap establishes an adaptive implementation framework for 
strengthening Mesa’s long-term resilience through successive three-year action 
plans. Each Roadmap will translate long-term resilience priorities into practical 
strategies, measurable outcomes, and coordinated actions, building upon 
previous progress while allowing the City to respond to changing conditions, 
emerging risks, new technologies, and evolving community and resource needs. 
 
The initial 2026–2029 Resilience Roadmap focuses on the interconnected areas of 
Water Stewardship, Energy Management, and Heat Resilience, aligning existing 
City programs, investments, infrastructure, and operational practices around 
strategies to improve efficiency, promote conservation, and strengthen 
resilience. These are the three strategy types actually established in the Roadmap, 
so I would use them explicitly here.  
 
Successive three-year Roadmaps will build upon demonstrated results and lessons 
learned, reassess changing conditions and vulnerabilities, and advance or introduce 
strategies necessary to strengthen Mesa’s ability to anticipate, adapt to, and 
respond to future resource, infrastructure, and community challenges. 
Implementation will be driven through collective ownership across City 
departments, integrating resilience into City operations, infrastructure investment, 
resource management, development, and long-range planning.  
 
The Mesa Resilience Alliance will provide the cross-department structure for 
coordinating implementation, evaluating progress, and developing future Roadmap 
phases. This is directly consistent with the draft, which establishes the Alliance across 
14 departments specifically to drive innovation, align strategies, foster collaboration, 
implement the Roadmap, and develop future phases. 
 
What to measure: 
Report 
Cadence 
Owner 
 
Supporting 
Departments 
Resilience Roadmap 
Outcomes & Implementation* 
Water Stewardship 
 
Progress in water-use 
efficiency and 
conservation  
Quarterly 
Assistant City 
Manager 
assigned to 
Quality 
Development,  
Mesa 
Resilience 
Alliance — 
Enterprise 
Implementation 
Lead 
Mesa 
Resilience

37 
 
 
Progress in strengthening 
water supply reliability, 
diversity, and resilience  
Energy Management 
 
Progress in energy 
efficiency and 
responsible resource use  
 
Progress in strengthening 
energy reliability, 
resource diversity, and 
resilience  
Heat Resilience 
 
Progress in reducing heat 
exposure through shade, 
cooling, and heat-
mitigation strategies  
 
Progress in strengthening 
community capacity and 
access to resources that 
reduce heat-related risk  
Roadmap Implementation 
 
Progress toward 
established three-year 
outcomes and targets  
 
Percentage of priority 
actions completed or on 
track within each 
Roadmap phase  
Long-Term Resilience 
Progression 
 
Cumulative progress 
across successive 
Roadmaps toward 
Mesa’s long-term 
resilience priorities  
 
Demonstrated adaptation 
of strategies in response 
to changing conditions, 
Alliance 
departments, 
including: 
Environmental & 
Sustainability; 
Water 
Resources; 
Energy 
Resources; 
Development 
Services; 
Engineering; 
Transportation; 
Transit 
Services; 
Facilities 
Management; 
Fleet Services; 
Parks, 
Recreation & 
Community 
Facilities; 
Community 
Services; Code 
Compliance; 
Mesa Fire & 
Medical; Public 
Information 
Office.

38 
 
performance results, 
emerging risks, and 
opportunities 
*Specific KPIs, driving indicators, 
and evaluation criteria will be 
established through a facilitated 
collective-ownership process with 
participating departments. 
Development and results will be 
reported as implementation 
advances. 
Corresponding City Plan(s):  Mesa Resilience Roadmap; Mesa General Plan; 
Water Resources Master Plan; Water Shortage Management Plan; Integrated 
Resource Plan; Transportation Master Plan; applicable infrastructure and resource 
master plans and Capital Improvement Plans.

39 
 
Action Item 3.5 
Advance a Connected, Safe, and Resilient Multimodal Transportation System 
that Supports Mesa’s Growth and Place-Based Development 
Mesa will advance a connected, safe, accessible, and resilient multimodal transportation 
system that responds to current and future mobility needs while supporting planned growth, 
development, redevelopment, and the long-term function of Mesa’s communities and activity 
centers. 
 
The Transportation Master Plan (TMP) will provide the long-term framework for aligning 
transportation policy, infrastructure, and investment with these outcomes. Implementation will 
occur through the Phased Multimodal Action Plan, Travelsheds, Complete 
Transportation Networks, Street Typologies, Corridors of Opportunity, and prioritized 
transportation investments, recognizing that transportation needs, system functions, and 
investment priorities vary across Mesa. 
 
Transportation planning and investment will be intentionally coordinated with land use, 
development, redevelopment, Community Character, and economic opportunity so that 
infrastructure decisions do more than move people efficiently. Investments should strengthen 
connectivity and accessibility, improve safety and system performance, support the intended 
function and character of the places they serve, and enable growth and development where 
transportation infrastructure can materially support long-term community and 
economic value. 
 
Through coordinated implementation and ongoing evaluation of system performance, Mesa 
will align transportation investments with changing mobility needs, development patterns, 
infrastructure conditions, and emerging opportunities—strengthening the transportation 
network’s long-term reliability, adaptability, and resilience. 
What to measure: 
Report 
Cadence 
Owner 
 
Supporting 
Departments 
Connectivity & Multimodal 
Access 
 
Completeness and 
connectivity of 
pedestrian, bicycle, 
transit, and roadway 
networks  
 
Access to destinations 
and mobility options 
across Mesa  
Quarterly, with 
long-range 
system 
performance 
and plan 
implementation 
measures 
reported 
annually where 
appropriate. 
Asistant City 
Manager 
assigned to 
Quality 
Development 
Transportation; 
Engineering; 
Development 
Services; 
Transit 
Services; Office 
of Urban 
Transformation; 
Economic 
Development; 
Parks, 
Recreation &

40 
 
Transportation Safety 
 
Reduction in fatal and 
serious-injury crashes  
 
Safety performance 
across transportation 
modes and priority 
locations  
Mobility, Reliability & System 
Performance 
 
Network performance, 
travel reliability, efficiency, 
and accessibility  
 
Performance of key 
corridors and 
transportation 
connections  
Growth & Place-Based 
Alignment 
 
Alignment of 
transportation 
investments with planned 
growth, development, 
redevelopment, and 
Community Character  
 
Transportation capacity 
and connectivity 
supporting identified 
activity centers, Corridors 
of Opportunity, and other 
strategic areas  
Infrastructure Condition & 
Resilience 
Community 
Facilities; and 
other 
departments 
responsible for 
transportation, 
infrastructure, 
development, 
and place-
based 
investment.

41 
 
 
Condition and lifecycle 
performance of 
transportation assets  
 
Reliability and 
adaptability of 
infrastructure to changing 
conditions and future 
system needs  
Strategic Transportation 
Investment 
 
Delivery of prioritized 
investments identified 
through Travelsheds, 
Corridors of Opportunity, 
and other TMP 
implementation 
mechanisms  
 
Alignment of capital 
investment with identified 
transportation, growth, 
and place-based priorities  
TMP Implementation 
 
Progress toward 
prioritized strategies, 
projects, and phased 
improvements 
established through the 
Transportation Master 
Plan 
*Specific KPIs and driving 
indicators will be established in 
alignment with the Transportation 
Master Plan and existing 
departmental performance. 
Development and results will be 
reported as implementation

42 
 
advances. measures as 
implementation advances. 
Corresponding City Plan(s):  Transportation Master Plan; Mesa General Plan; 
Comprehensive Safety Action Plan; Community Character & Creative Placemaking 
Strategy; applicable Character Area Plans and Capital Improvement Plans.

43 
 
 
 
Guiding Principle 
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. 
 
Purpose 
Governance and resource management are strategic tools to advance Mesa’s 
intentional, transparent, and disciplined approach to proactive strategic planning and 
data-informed decision-making. The City will align financial planning, capital investment, 
and budgeting practices to maintain structural balance and ensure responsible 
stewardship of public resources. Through performance management and cross-
department coordination, Mesa will connect priorities to outcomes, optimize resources, 
and deliver measurable results—ensuring accountability, long-term capacity, and public 
trust. 
 
Governance Principles  
Council will:  
 
Maintain strong fiscal policies.  
 
Evaluate decisions through a long-term lens.  
 
Ensure transparency across all funds.  
 
Align policy, budget, and outcomes.  
 
Strategic Outcomes and Actionable Commitments 
Mesa will:

44 
 
Support the purpose of the driver and the Governance Principles through strategic 
outcomes with actionable commitments as follows: 
 Financial Understanding & Stewardship Outcome: Strengthen community 
understanding of Mesa’s financial health and stewardship through clear, 
meaningful communication that provides context for how public resources are 
managed, invested, and used to support City services and Mesa’s long-term 
future. (See Action Plan Items 4.1 & 4.2) 
 Enterprise Performance & Accountability Outcome: Strengthen 
organizational performance by connecting Mesa’s strategic priorities, outcomes, 
performance insights, management decisions, continuous improvement, and 
resources through a disciplined enterprise performance management framework. 
(See Action Plan Item 4.3)

45 
 
ACTION PLAN 
  
 
Financial Understanding & Stewardship Outcome: Strengthen community 
understanding of Mesa’s financial health and stewardship through clear, meaningful 
communication that provides context for how public resources are managed, 
invested, and used to support City services and Mesa’s long-term future. 
 
Action Item 4.1 
Strengthen Financial Communication to Make Mesa’s Fiscal Health, Decisions, 
and Stewardship Meaningful to the Community 
Mesa will strengthen how it communicates financial information to provide residents 
with clear, meaningful context around the City’s fiscal health, financial decisions, and 
stewardship of public resources. Financial information will be presented in ways that help 
connect the numbers to what they represent—City services, infrastructure, investments, 
priorities, financial commitments, and long-term planning. 
The focus will be on providing the context necessary to understand where City resources 
come from, how different funds may be used, how resources are allocated and invested, 
the purpose of reserves, and the considerations and trade-offs that inform financial 
decisions. Technical financial terminology and data will be accompanied by clear 
explanations, visualizations, and relevant context so residents can more readily see how 
individual financial decisions fit within Mesa’s overall financial position and long-term 
stewardship. 
Success will be demonstrated by greater community understanding of Mesa’s financial 
position and decisions and stronger connections between public resources, City services, 
investments, strategic priorities, and long-term outcomes. 
What to measure: 
Report 
Cadence 
Owner 
 
Supporting 
Departments

46 
 
Financial Communication & 
Understanding* 
 Clarity & 
Comprehension — 
ability of residents to 
understand key City 
financial information and 
concepts when 
communicated.  
 Plain-Language 
Effectiveness — 
effectiveness in 
translating technical 
financial terminology and 
data into understandable 
language and context.  
 Financial Context & 
Meaning — resident 
understanding of what 
financial information 
means, why it matters, 
and how it relates to City 
services and decisions.  
 Resource & Investment 
Understanding — 
understanding of how 
City resources are 
generated, allocated, 
invested, and connected 
to priorities and 
outcomes.  
 Communication 
Effectiveness — 
resident feedback and 
other measures 
demonstrating whether 
financial communication 
is improving 
understanding. 
*Specific KPIs, driving indicators, 
and evaluation criteria will be 
established through a facilitated 
collective-ownership process with 
participating departments. 
Development and results will be 
Quarterly, with 
comprehensive 
reporting 
aligned with 
annual budget 
and financial 
planning 
cycles. 
Deputy City 
Manager 
assigned to 
Fiscal 
Responsibility;  
Office of 
Management & 
Budget; 
Financial 
Services; PIO; 
technology/data 
functions; and 
other 
departments 
responsible for 
financial, 
performance, 
and public 
reporting.

47 
 
reported as implementation 
advances. 
Corresponding City Plan(s): Annual City Budget; Finance Investment Plan; Council 
adopted Financial Policies; Capital Improvement Program; applicable long-range 
financial and investment plans.,  
 
Action Item 4.2 
Strengthen How Mesa Communicates Utility Fund Costs, Rates, and Service 
Value to Customers 
Mesa will strengthen how it communicates information about its utility-funded services by 
providing clear, meaningful context around the costs of providing service, the factors that 
influence rates, and how customer revenues support the operations, systems, and infrastructure 
necessary to deliver reliable services over time. 
Utility services operate within complex financial, operational, regulatory, infrastructure, and 
resource environments. Communication will provide customers with greater context around 
what goes into the cost of providing these services, including operations and maintenance, 
infrastructure investment and replacement, resource and commodity costs, regulatory 
requirements, system reliability, debt and capital needs, and planning for future demand. 
The City will more clearly connect utility rates and revenues to the services and outcomes 
they support, providing context for how customer revenues are reinvested in operations, 
infrastructure, maintenance, system capacity, reliability, and long-term service needs. When 
costs or rates change, communication will explain the conditions and considerations 
influencing those decisions and how they relate to the continued delivery and long-term 
reliability of essential utility services. 
Success will be demonstrated by greater customer understanding of the relationship 
between the cost of providing utility services, the rates customers pay, how those 
resources are used, and the value and reliability of the services those resources support. 
What to measure: 
Report 
Cadence 
Owner 
 
Supporting 
Departments 
Utility Fund Communication 
& Understanding: 
 Cost-of-Service 
Understanding — 
customer understanding 
of the primary costs and 
Quarterly 
communication 
reporting, with 
customer 
understanding 
evaluated 
Deputy City 
Manager 
assigned to 
Fiscal 
Responsibility 
Financial 
Services; Office 
of Management 
& Budget; Water 
Resources; 
Energy

48 
 
conditions associated 
with providing utility 
services.  
 Rate Understanding — 
customer understanding 
of how rates are 
established and the 
factors that influence 
rate levels and changes.  
 Resources-to-Service 
Connection — 
understanding of how 
utility revenues support 
service delivery, 
operations, 
maintenance, 
infrastructure, and 
system reliability.  
 Investment & Long-
Term Needs 
Understanding — 
understanding of how 
utility revenues support 
capital investment, 
infrastructure 
replacement, system 
capacity, resilience, and 
future service needs.  
 Service Value 
Understanding — 
customer understanding 
of the relationship 
between rates paid and 
the services, 
infrastructure, reliability, 
and long-term system 
performance those 
resources support.  
 Communication 
Effectiveness — 
customer feedback and 
other indicators 
demonstrating whether 
utility financial 
communication is 
annually and 
aligned with 
applicable 
budget and 
rate-setting 
cycles. 
Resources; 
Solid Waste; 
Public 
Information 
Office; and 
other 
departments 
responsible for 
utility-funded 
services.

49 
 
improving understanding 
over time. 
 
Corresponding City Plan(s): Annual City Budget; applicable Utility Fund financial 
plans; utility rate and cost-of-service studies; Integrated Resource Plan; Water 
Resources planning documents; applicable infrastructure master plans and Capital 
Improvement Plans.

50 
 
Enterprise Performance & Accountability Outcome: Strengthen organizational 
performance by connecting Mesa’s strategic priorities, outcomes, performance 
insights, management decisions, continuous improvement, and resources through a 
disciplined enterprise performance management framework. 
 
Action Item 4.3 
Operationalize and Continuously Advance PerformancePlus as Mesa’s 
Enterprise Performance Management Framework 
PerformancePlus will serve as Mesa’s enterprise framework for managing 
organizational performance—connecting the City’s strategic priorities and 
desired outcomes to a disciplined set of enterprise measures, management 
decisions, accountability, continuous improvement, and resource alignment. It 
provides the structure through which leadership understands whether Mesa is 
achieving the outcomes established in the Strategic Plan, identifies emerging 
performance challenges and opportunities, and determines where action or additional 
attention is needed. 
PerformancePlus will maintain a deliberate focus on the relatively small number of 
enterprise outcomes and measures that provide leadership with a meaningful 
view of whether Mesa is achieving its strategic priorities. Supporting 
departmental KPIs and operational measures will provide the deeper performance 
information necessary to understand what is driving results, diagnose performance 
challenges, and inform appropriate management action without overwhelming 
enterprise-level decision-making with unnecessary measures. 
Performance information will be routinely used to identify issues earlier, 
understand the conditions driving performance, make informed management 
decisions, establish accountability for action, and initiate continuous 
improvement where needed. Through PerformancePlus, performance management 
becomes an ongoing management discipline rather than a reporting exercise—
creating a continuous connection between strategy, performance, decisions, 
action, improvement, and resources. 
Success will ultimately be demonstrated not by the volume or quality of performance 
information produced, but by whether that information leads to timely action, 
stronger accountability, better management decisions, more intentional use of 
resources, and measurable improvement in the outcomes that matter most to 
Mesa.

51 
 
 
What to measure: 
Report 
Cadence 
Owner 
 
Supporting 
Departments 
Enterprise Performance 
Management Effectiveness: 
 Strategic Outcome 
Achievement — progress 
toward the priority 
enterprise outcomes and 
measures established 
through the Strategic Plan 
and PerformancePlus. 
 
 Performance-Informed 
Decision-Making — 
extent to which 
performance insights 
identify emerging issues 
and opportunities and 
result in documented 
management decisions, 
priorities, or actions. 
 
 Accountability & Follow-
Through — effectiveness 
in assigning ownership, 
establishing actions, and 
completing or advancing 
commitments resulting 
from performance review. 
 
 Continuous 
Improvement — extent to 
which identified 
performance gaps lead to 
structured improvement 
efforts and measurable 
improvement in 
performance or outcomes. 
 
Quarterly 
Executive 
Owner: City 
Manager and 
Executive 
Leadership 
Team 
 
Enterprise 
Performance 
Management 
Lead: Chief of 
Emerging 
Technologies 
 
Office of 
Innovation and 
Efficiency; Office 
of Management 
& Budget; and all 
City departments 
responsible for 
Strategic Plan 
outcomes and 
PerformancePlus 
measures.

52 
 
 Resource & Priority 
Alignment — evidence 
that performance 
information informs the 
alignment of resources, 
investments, and 
organizational attention 
with strategic priorities 
and identified 
performance needs. 
Corresponding City Plan(s): Mesa Strategic Plan; Annual City Budget and Capital 
Improvement Program; departmental business plans; and applicable Citywide 
strategic and master plans.

53 
 
Implementation & Accountability  
  
Governance Rhythm  
 
Bi-Annual strategic retreat  
 
Mid-year recalibration  
 
Quarterly fiscal and economic reports  
  
Strategic Review  
Reviewed annually:  
 
Timeline to structural balance  
 
Bond pacing and affordability  
 
Utility clarity and integration  
 
Redevelopment effectiveness  
 
Economic competitiveness  
 
Neighborhood outcomes  
  
  
Appendix A:  Additional Notes & Context  
  
  
Placemaking   
Place creates value. Value attracts investment.  
  
Priority Geographic Areas  
 
Downtown (Arts & Innovation District)  
 
Legacy Park / Arizona LIVE  
 
Fiesta Mall  
 
Mesa Riverview  
 
Southeast Mesa  
 
Rio Corridor  
 
Union Area  
 
Dana Park & Buckhorn  
  
Core Placemaking Elements  
 
Distinct identity and design  
 
Arts and cultural integration  
 
Retail, dining, and entertainment  
 
Walkability and accessibility  
 
Green and recreational spaces  
 
Multigenerational environments  
  
Infrastructure as Opportunity  
 
Fiber and digital infrastructure  
 
Transportation aligned with economic growth  
 
Early planning to prevent future constraints  
 
Strategic capital investment

54 
 
  
  
  
Cross-Cutting Strategic Themes  
These principles guide decision-making across all anchors.  
  
1. Emphasis on Quality  
Growth must enhance both revenue and community character.  
  
2. Destination of Choice  
Mesa must compete regionally for residents, visitors, and employers.  
  
3. Long-Term Thinking  
 
10+ year forecasting  
 
Future-proof economic drivers  
  
4. Protect Taxpayers  
 
Transparent reserves  
 
Responsible utilities and bonding  
 
Disciplined capital planning  
  
5. Outcome-Focused Organization  
Align policy, budget, and placemaking with measurable results.  
  
6. No Silos  
Promote collaboration across departments and Council.  
  
  
Mayor & Council Priorities   
  
Mayor Freeman  
Priorities:  
 
Quality Growth & Development  
 
Housing Balance  
 
Water & Infrastructure Resilience  
 
Safe & Innovative Communities  
 
Education & Workforce   
 
Neighborhoods: Standards & Reinvestment  
 
Transparent Governments  
  
District 1 – Councilmember Adams  
Priority 1: Keep Mesa Safe and Strengthen Our Neighborhoods  
 
Smart Growth  
 
Strategic Economy  
 
Innovative Housing  
Priority 2: Protect Our Land Through Responsible Growth and Stewardship

55 
 
Priority 3: Promote Economic Growth That Supports Our Community  
  
District 2 – Councilmember Taylor  
Priority 1: Redevelopment Opportunities  
  
District 3 – Councilmember Heredia  
Priority 1: Redevelopment  
Priority 2: Infrastructure  
Priority 3: Quality of Life  
  
District 4 – Councilmember Duff  
Priority 1: Arts and Innovation District  
Priority 2: Catalyze Vertical Growth and Job Creation Along the Arts and Innovation 
Corridor   
Priority 3: Build a Walkable, Multimodal Downtown Core  
  
District 5 – Councilmember Goforth  
Priority 1: Public Safety  
Priority 2: Responsive and Market Differentiated Development  
Priority 3: Executive Business Aviation Airport at Falcon Field  
  
District 6 – Vice Mayor Somers  
Priority 1: The Economy – Attract sectors that bring more high-value jobs per acre.  
Priority 2: The Land – Improve synergy of development.  
Priority 3: The People – Reinforce focus on Quality Retail Initiatives with measures.