2026-2029 City of Buckeye Strategic Plan - 11.2026.pdf

2026-2029 City of Buckeye Strategic Plan
FOCUS AREA:
Cultivate a Vibrant Community
Initiative Objective 2026 2027 2028 2029
VC. 1.1 - Complete the Flood Retaining Structure #4 Regional Park Master Plan. X
VC. 1.2 - Complete North Zone Community Park Master Plan. X
VC. 1.3 - Complete Joe Foss Shooting Complex Master Plan. X
VC. 1.4 - Develop a prioritized public art project list aligned with the Arts and Culture Plan. X
VC. 1.5 - Complete feasibility study for a community facility as recommended in the Arts and Culture Plan. X
VC. 1 - Implement priorities from Community Services Master Plans to
enhance facilities, programs, amenities, and community partnerships. VC. 1.6 - Enter into an intergovernmental agreement (IGA) with the Flood Control District of Maricopa County to create a 230- X
acre recreational facility at the Flood Retaining Structure #4 at Jackrabbit Trail and Roosevelt Street.
VC. 1.7 - Establish formalized partnerships with at least two new additional human services providers. X
VC. 1.8 - Coordinate with Buckeye schools and school districts on the shared use of facilities intergovernmental
X
agreements (IGA).
VC. 1.9 - Enter into an intergovernmental agreement (IGA) with the Flood Control District of Maricopa County to locate paths
X
and trails.
VC. 2.1 - Expand the drone as a first responder program. X
VC. 2.2 - Enhance partnerships regarding Palo Verde preparedness and emergency response. X
VC. 2.3 - Enter into a partnership with Maricopa County Sherrif's Office to build a joint emergency vehicle operations course
X
(EVOC).
VC. 2.4 - Enter into a partnership with the City of Avondale to develop a Firefighter Recruit Academy. X
VC. 2.5 - Implement a vocational training program for emergency dispatchers with educational partners. X
VC. 2.6 - Implement a vocational training program for police officers with educational partners. X
VC. 2 - Align public safety services and resources.
VC. 2.7 - Deliver emergency medical services training with Verrado High School to develop a sports medicine program. X
VC. 2.8 - Provide fire and emergency medical education to every local school. X
VC. 2.9 - Analyze and implement staffing models to meet workload demands that enhance recruitment and retention. X
VC. 2.10 - Reduce the department's Insurance Service Rating Public Protection Classification from two to one. X
VC. 2.11 - Attain accredited status for the Community Paramedicine Program. X
VC. 2.12 - Attain accredited status for the Property and Evidence Section. X
VC. 2.13 - Implement the Pulse Point Program. X
VC. 3.1 - Identify and evaluate all community communication channels. X
VC. 3.2 - Identify resident communication preferences across neighborhoods, districts, and geographic areas. X
VC. 3.3 - Establish and implement targeted outreach and engagement strategies that reflect the resident communication
X
assessment. Evaluate results to inform future opportunities.
VC. 3 - Strengthen community connections through strategic
communication and meaningful, direct resident engagement. VC. 3.4 - Evaluate existing opportunities for structured, direct resident engagement including participation, community
X
interest, accessibility, and capacity (citizens academies, committees, etc.).
VC. 3.5 - Identify opportunities to enhance resident participation in programs and activities that encourage direct
engagement, two-way dialogue, and feedback to inform City programs, services, and decision-making. Evaluate results to X
inform future engagement opportunities.
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2026-2029 City of Buckeye Strategic Plan
KEY PERFORMANCE INDICATORS:
Cultivate a Vibrant Community
Initiative KPI Code
Supporting Metric(s)
Measured VC: K1
VC. 1 K101 Number of public art pieces installed to date
Community Services program, event and facility
VC. 1 K102
utilization report
Community Services program, event, service and
VC. 2 K103
facility participant satisfaction report
Participation in programs based on partnerships with
VC. 3 K104
schools, HOA's, and non-profits
VC. 2 K105 Accidents per capita
VC. 2 K106 Number of volunteers hours
VC. 2 K107 Community post-contact satisfaction score
VC. 2 K108 Priority 1 emergency response time
VC. 2 K109 Violent crimes per capita
VC. 2 K110 Fire and EMS response time
Number of Public Safety education programs
VC. 2 K111
conducted
VC. 2 K112 Percentage of schools visited
VC. 2 K113 Number of drone deployments
Number of residents participating in formal City
VC. 3 K114 engagement programs, citizens academies,
committees, and advisory groups annually.
VC. 3 K115 Website traffic analytics
VC. 3 K116 Social media engagement analytics
Number of marketing and communication outreach
VC. 3 K117
campaigns
Communication effectiveness/resident awareness
VC. 3 K118
survey
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2026-2029 City of Buckeye Strategic Plan
FOCUS AREA:
Invest in Infrastructure
Initiative Objective 2026 2027 2028 2029
IN. 1.1 - Establish an updated roadway condition index. X
IN. 1.2 - Align Capital Improvement Program (CIP) with condition index. X
IN. 1 - Improve and enhance roadway infrastructure.
IN. 1.3 - Complete Design Concept Report (DCR) for the Miller Road Corridor. X
IN. 1.4 - Develop a process to minimize future scalloped streets. X
IN. 2.1 - Complete development of Intelligent Transportation Systems (ITS) Infrastructure Master Plan. X
IN. 2 - Improve fiber network to enhance Intelligent Transportation Systems
IN. 2.2 - Produce a fiber network priority map and project list with gaps identified. X
(ITS) and city facility connectivity.
IN. 2.3 - Align Capital Improvement Program (CIP) with fiber network priority map. X
IN. 3.1 - Complete linear asset assessments. X
IN. 3 - Enhance Water and Wastewater line reliability and capacity.
IN. 3.2 - Align Capital Improvement Program (CIP) with linear asset assessments. X
IN. 4.1 - Complete Administrative and Public Safety Facility Master Plans. X
IN. 4.2 - Complete Operational Facilities Master Plan. X
IN. 4 - Improve and enhance facilities.
IN. 4.3 - Complete facilities condition index. X
IN. 4.4 - Align Capital Improvement Program (CIP) with master plans and condition index. X
IN. 5.1 - Develop project lists and cost estimates. X
IN. 5.2 - Acquire Designation of Assured Water Supply (DAWS) for a portion of the city. X
IN. 5.3 - Advance regional transportation funding opportunities for SR30. X
IN. 5 - Deliver infrastructure that supports economic competitiveness.
IN. 5.4 - Advance regional transportation funding opportunities for SR85. X
IN. 5.5 - Advance regional transportation funding opportunities for I-10. X
IN. 5.6 - Develop delivery and funding options for Harquahala water. X
IN. 6.1 - Engage with the community to evaluate future infrastructure funding needs, priorities, and potential funding
X
IN. 6 - Develop a diversified funding strategy to advance priority mechanisms to support the next phase of the Capital Improvement Program (CIP).
infrastructure projects.
IN. 6.2 - Develop a process to identify priority infrastructure projects eligible for federal and regional funding. X
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2026-2029 City of Buckeye Strategic Plan
KEY PERFORMANCE INDICATORS:
Invest in Infrastructure
KPI
Initiative
Code Supporting Metric(s)
Measured
IN: K2
Percentage of Capital Improvement Program (CIP) projects
All K201
delivered on schedule
Percentage of budget encumbered/spent for Capital
All K202
Improvement Program (CIP) projects
All K203 Infrastructure investment per capita
Percentage of roadway network meeting target pavement
IN. 1 K204
condition
IN. 2 K205 Number of city facilities connected to fiber
Number of critical water and wastewater infrastructure
IN. 3 K206
service interruptions
Percentage of water and wastewater assets meeting target
IN. 3 K207
condition
IN. 6 K208 Amount in dollars of infrastructure grants spent
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2026-2029 City of Buckeye Strategic Plan
FOCUS AREA:
Build a Diverse Economy
Initiative Objective 2026 2027 2028 2029
DE. 1.1 - Assess the feasibility, community need, and workforce alignment of expanding higher education options. X
DE. 1 - Establish viability of targeted industries. DE. 1.2 - Determine the feasibility, market viability, and tourism impact of developing a destination resort. X
DE. 1.3 - Develop an international attraction strategy, leveraging state and regional partnerships. X
DE. 2.1 - Establish curriculum-to-career partnerships between local career technical education (CTE) providers and key
X
DE. 2 - Support workforce training programs through localized education and employers, creating direct workforce pipelines.
industry partnerships.
DE. 2.2 - Develop new promotional materials that showcase career technical education (CTE) programs and how they align
X
with targeted industries and workforce growth strategy.
DE. 3.1 - Provide targeted workshops and resources for the Buckeye Business Builder (B3) Growth Series. X
DE. 3 - Develop small business and entrepreneurship programming.
DE. 3.2 - Explore opportunities for establishing a Buckeye Business Builder (B3) Resource & Innovation Center. X
DE. 4.1 - Adopt the Airport Long-Range Concept. X
DE. 4.2 - Finalize the Airport Strategic Implementation Plan. X
DE. 4 - Leverage airport assets to accelerate regional economic DE. 4.3 - Align the Capital Improvement Program (CIP) with Airport planning documents. X
development. DE. 4.4 - Adopt the Airport Specific Area Plan. X
DE. 4.5 - Launch a targeted marketing and lead generation campaign. X
DE. 4.6 - Conduct the Buckeye Air Fair Economic Impact Study. X
DE. 5.1 - Engage with semiconductor manufacturing suppliers through targeted marketing, social media, and participation
X
in industry conferences.
DE. 5.2 - Develop a strategic marketing list of semiconductor suppliers that align with development standards and
X
economic growth priorities.
DE. 5.3 - Proactively engage with landowners and automotive dealerships through targeted outreach. X
DE. 5 - Increase awareness of economic development opportunities.
DE. 5.4 - Conduct a community outreach initiative to inform retail and services attraction efforts X
DE. 5.5 - Identify partners developers and opportunities and conduct outreach that advance retail and service
X
development.
DE. 5.6 - Develop a consensus-built Downtown Buckeye branding plan. X
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2026-2029 City of Buckeye Strategic Plan
KEY PERFORMANCE INDICATORS:
Build a Diverse Economy
Initiative KPI Code
Supporting Metric(s)
Measured DE: K3
DE. 1, 5 K301 Economic Development client activity
DE. 1, 3, 5 K302 Number of employers
DE. 1, 3, 5 K303 Number of jobs
DE. 1, 3, 5 K304 Total commercial square feet
DE. 1, 3, 5 K305 Total transaction privilege tax (TPT)
DE. 1, 3, 5 K306 Total commercial property tax
Number of residents placed into career through career
DE. 2 K307
technical education (CTE) programs
Number of career technical education (CTE) graduates
DE. 2 K308
hired by Buckeye employers
DE. 4 K309 Number of airport operations
DE. 4 K310 Number of based aircrafts
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2026-2029 City of Buckeye Strategic Plan
FOCUS AREA:
Ensure a High-Quality, Diverse Housing Supply
Initiative Objective 2026 2027 2028 2029
QH. 1.1 - Map existing housing stock and entitled projects. X
QH. 1 - Aggregate housing baseline data and maintain a clearinghouse of
QH. 1.2 - Identify water assured projects and plats. X
information.
QH. 1.3 - Benchmark basic housing stats against peer communities. X
QH. 2.1 - Develop a housing data dashboard. X
QH. 2 - Utilize data and analytics to guide development density and intensity QH. 2.2 - Identify and map appropriate areas and conditions for various housing types. X
in appropriate locations.
QH. 2.3 - Produce user friendly print and online resources to inform on identified housing needs and preferred locations. X
QH. 3.1 - Establish parcel level database of incongruent zoning and General Plan (GP) designations, and determine the most
X
QH. 3 - Identify and address misalignment between the city's General Plan appropriate zoning or GP change.
(GP) and existing zoning designations.
QH. 3.2 - Outreach to landowners with suggested General Plan (GP) amendment or rezone and desired timing. X
QH. 4.1 - Log completed tasks to date with brief narrative of the activities and ongoing actions. X
QH. 4 - Routinely report on the implementation of the area and action plans.
QH. 4.2 - Publish inaugural report of plan task progress and anticipated targets for the upcoming year. X
QH. 5.1 - Evaluate policy or code changes necessary and recommend amendments as appropriate. X
QH. 5 - Support mixed-use districts and integrated housing in master QH. 5.2 - Identify and map priority growth areas. X
planned developments with employment and retail uses.
QH. 5.3 - Explore incentives to encourage development. X
QH. 5.4 - Draft the Landing Special Area Plan. X
QH. 6.1 - Explore tax relief and stabilization tools. X
QH. 6.2 - Support and promote first-time homebuyer programs and downpayment assistance tools. X
QH. 6 - Address displaced individuals and housing vulnerable households. QH. 6.3 - Identify and promote business and community partnerships to provide housing assistance and emergency shelter
X
opportunities.
QH. 6.4 - Identify and pursue grant opportunities and government funding to reduce housing insecurity. X
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2026-2029 City of Buckeye Strategic Plan
KEY PERFORMANCE INDICATORS:
Ensure a High-Quality, Diverse Housing Supply
Initiative KPI Code
Supporting Metric(s)
Measured QH: K4
QH. 1 K401 Housing unit average size by type
QH. 1 K402 Rental versus ownership ratio
QH. 1 K403 Price per square foot trend
QH. 2 K404 Age restricted and senior living inventory
QH. 2 K405 Permitted housing unit count by type
QH. 2 K406 Number of residential unit counts in the pipeline
QH. 2 & Percentage of cost burdened households (housing costs
K407
QH. 6 as a proportion of area median income)
QH. 4 K408 Percentage of area and action plan tasks completed
QH. 6 K409 Number of clients served by human services
QH. 6 K410 Number of community partner agencies
QH. 6 K411 Number of referrals to community partner agencies
QH. 6 K412 Number of residents receiving housing security support
Amount in dollars of housing security support received by
QH. 6 K413
residents
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2026-2029 City of Buckeye Strategic Plan
FOCUS AREA:
Optimize City Services through Continuous Improvement
Initiative Objective 2026 2027 2028 2029
CI. 1.1 - Establish and communicate technology platform selection standards. X
CI. 1.2 - Complete and communicate artificial intelligence (AI) governance standards. X
‑ CI. 1.3 - Create and make available to staff a standard suite of approved artificial intelligence (AI) tools. X
CI. 1 - Leverage technology to streamline operations, support data driven CI. 1.4 - Evaluate existing systems and platforms for opportunities to leverage artificial intelligence (AI) capabilities and
X
decisions, responsiveness, and enhance cooperation across departments. develop a prioritized implementation plan.
CI. 1.5 - Implement a standard protocol for the reevaluation and upgrade of current technology platforms. X
CI. 1.6 - Assess data quality and consistency across core systems and identify gaps in data integrity. X
CI. 1.7 - Establish standardized data management practices to improve data integrity across core systems. X
CI. 2.1 - Develop training curriculum that strengthens citywide capability in continuous improvement (CI). X
CI. 2 - Build a high-performing local government workforce.
CI. 2.2 - Implement a continuous improvement (CI) Maturity Assessment to guide department growth and provide a clear
X
roadmap for advancing CI practices.
CI. 3.1 - Implement a standardized protocol for collecting and measuring performance data. X
CI. 3 - Strengthen performance measurement and reporting.
CI. 3.2 - Develop a standardized communication protocol for performance data. X
CI. 4.1 - Create a centralized survey governance team that sets strategic direction and ensures consistent reporting and
X
communication loops.
CI. 4 - Establish a consistent and coordinated service feedback system.
CI. 4.2 - Implement a service feedback standard operating procedure. X
CI. 5.1 - Document and communicate service delivery standards and satisfaction expectations. X
CI. 5 - Establish service delivery targets and goals.
CI. 5.2 - Implement training and resources that reinforce service delivery standards. X
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2026-2029 City of Buckeye Strategic Plan
KEY PERFORMANCE INDICATORS:
Optimize City Services through Continuous Improvement
Initiative KPI Code
Key Performance Indicators
Measured CI: K5
All K501 Time savings over time
All K502 Cost savings over time
Employee satisfaction score on continuous
All K503
improvement (CI)
Percentage of full-time personnel who have completed
CI. 2 K504
foundational continuous improvement (CI) training
Percentage of leadership who have completed the
CI. 2 K505 leadership continuous improvement (CI) Maturity
Assessment
Number of improvement actions completed based on
CI. 3 K506
public and employee feedback results
Number of improvement ideas submitted via a
CI. 3 K507
centralized system
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