Strategic Plan 2024 as addendum to 2023

Town of Wickenburg 
Strategic Plan

INTRODUCTION 
 
Honorable Mayor and Council Members: 
We are pleased to present you with our Strategic Plan. This Council and Town 
staff have done an exceptional job of developing a strategic approach with a 
strong emphasis on executing projects in our key focus areas of Fiscal 
Sustainability, Infrastructure Assets, Safe and Sustainable Quality of Life, 
Innovative and High Performing Organization and Economic Growth.  You have 
charted an excellent path for managing the future horizon for Wickenburg and 
its residents. 
The Strategic Plan establishes a road map for activities and initiatives that will 
achieve the vision for the Town and will ensure that Wickenburg is poised to 
capitalize on opportunities to advance key initiatives.  This plan is a flexible 
tool to guide and assist with proactive policy and project development. The 
achievements resulting from this plan will be enjoyed by current residents and 
future generations.  This plan is designed to highlight key activities in support 
of stated Focus Areas and Guiding Principles over a period of two (2) fiscal 
years.   
This document is aligned with the budget and many other planning documents 
used by the Town. The Strategic Plan focuses specifically on activities outside 
of the day-to-day operational services the Town provides. Town staff will 
provide the Council and community with periodic updates on the progress of 
activities delineated in the Strategic Plan.    
The Town now has a road map for making strategic to continuously 
maintaining and improving our operations and services to citizens. We would 
like to thank the Council, Leadership Team and BridgeGroup LLC consultants 
for their insights and energy in development of this plan.   
 
Rui Pereira 
Mayor 
 
Stephen Erno 
Town Manager 
 
2

Table of Contents 
The Vision Statement and The Mission Statement----- 4 
 
Fiscal Sustainability --------------------------------------------- 5 
 
Infrastructure Assets  ------------------------------------------ 6 
 
Safe and Sustainable Quality of Life ----------------------- 7 
 
Innovative and High Performing Organization  --------- 8 
 
Economic Growth  ---------------------------------------------- 9 
 
Fiscal Sustainability --------------------------------------------  10 
 
Infrastructure Assets  ------------------------------------------ 11 
 
Safe and Sustainable Quality of Life  -----------------------12 
 
Innovative and High Performing Organization  --------- 13 
 
Economic Growth  -----------------------------------------------14

The Vision Statement 
Wickenburg will be known as the best Western town in Arizona and one of Arizona’s 
best places to live, raise a family, do business and enjoy an outdoor lifestyle. 
 
The Mission Statement 
To provide excellent customer service and a clean, safe, and vibrant Western 
community, benefiting all residents, businesses, and visitors, all while preserving our 
heritage. 
 
Integrity 
Respect 
Teamwork 
Innovative 
Caring 
Always seek and do what is right for our organization and 
community. 
Value and appreciate all. 
  
We are stronger working together and helping each other. 
  
Continuously identify and implement opportunities to improve 
our services and operations. 
We treat each other and those we serve with compassion. 
  
Core Values 
 
4

Fiscal Sustainability 
Town of Wickenburg will implement innovative and responsible policies and business practices to effectively 
manage its fiscal and human resources. The Town will maintain a stable financial environment that is 
transparent and that maintains an outstanding quality of life for our residents. Business practices will be 
efficient, business friendly and ensure exceptional customer service to all stakeholders and those we serve. 
 
Implement business processes and operational efficiencies to streamline the cost of government 
including the examination and identification of cost of services and cost recovery policies. 
Implement financial initiatives that allow the Town to proactively recruit, plan for,  
maximize, and retain top human resources. 
Implement innovative technology initiatives to support Town business processes,  
customer service and encourage private development investment. 
Sustain, create and pursue opportunities for collaboration and regional partnerships  
to maximize resources and address local issues. 
Implement and seek diverse revenue sources that withstand and adapt to changing economic 
conditions. 
Guiding Principles 
5

Infrastructure Assets  
Town of Wickenburg will maintain current infrastructure and plan strategically for future 
infrastructure that supports the community's quality of life and economic vitality. 
 
Establish routine and industry best practice maintenance guidelines to monitor the efficiency and 
operability of current below and above grade infrastructure and facilities. 
Identify programs, technologies, or resources to compliment current operational  
practices that ensure the sustainability of existing infrastructure and facilities. 
Establish long-term planning, prioritization and investment strategies for future infrastructure and 
facilities that improve the quality of life for residents while being financially sustainable. 
Guiding Principles 
6

Preserve and enhance the historic and cultural identity/resources that reflect the values and 
traditions of our community. We support and promote cultural activities that reflect our historic 
legacy. 
Provide multi-generational development programs and recreational opportunities. 
Support and create partnerships with public/private educational institutions and local school 
leadership.  
Create an enhanced connection with neighborhoods throughout the town through focused 
outreach and strategic utilization of various communication methods. We should celebrate our 
accomplishments through focused outreach to the residents. 
Promote public safety process improvements and innovative programs and technologies that 
ensure a safe community. 
Foster and support initiatives and evaluate community policies, programs, gathering places, 
and events that promote healthy and quality lifestyles for our diverse community. 
Safe and Sustainable Quality of Life 
 
Foster town-wide “open space” initiatives, policies and town codes that support a clean, well-
maintained, and sustainable community. 
Promote and implement sustainable water management policies and practices. 
Town of Wickenburg will provide programs, gathering places, and events where the community can come 
together to participate in opportunities of learning and recreation. Sustainable relationships with the 
community will be cultivated through citizen engagement, outstanding customer service, public safety and 
clear, accessible communication. Our community's history and environment will be protected for future 
generations. The Town will implement programs and projects that create a clean, safe, technology focused, and 
sustainable environment that provides residents with opportunities for an engaged, healthy, and active 
lifestyle.  
Guiding Principles 
7

Innovative and High Performing Organization 
Establish clear management expectations for all employees and volunteers of the Town. 
Develop initiatives and systems to improve communication and transparency for Town employees. 
Create and maintain a culture of ownership by empowering employees to make decisions and to 
challenge the status quo. Ensure employees have the necessary intellectual and physical 
resources to perform their jobs and provide excellent customer service efficiently and effectively. 
Implement programs and develop projects that create a professional, safe, value-oriented, 
accountable, and responsive work environment with opportunities for education, advancement, 
and job fulfillment. 
Implement and evaluate opportunities to foster employee engagement in meaningful ways that 
strengthen internal relationships while celebrating accomplishments. 
Town of Wickenburg will update and refine programs, policies, and projects that create a clean, safe, and 
sustainable workplace. The Town will provide a working environment and benefits to attract and retain a 
workforce that is committed to providing outstanding service to its residents at an exceptional value for their 
tax dollars. 
Guiding Principles 
8

Economic Growth 
Town of Wickenburg will seek diverse, high quality development, that supports the community's 
economic sustainability and fosters intentional growth and development. Business investment 
and sustainability will be fostered through streamlined processes, technology and ongoing 
partnerships and relationships. 
Ensure development services are continually streamlined, efficient, customer focused and 
responsive to support new growth, local economic development, and the long-term success of 
existing local businesses.  
Continually update and refine a long-range planning that incorporates resident and stakeholder 
input to provide a road map for community design, strategic economic development, infrastructure, 
and budget planning. 
Nurture and support existing businesses and entrepreneurial efforts in the town. Ensure Town 
policies encourage and support business growth and success. 
Focus on strategic and targeted economic development pursuits that strive to increase local jobs, 
generate additional revenues, and support the needs of a growing community. 
Employ economic development strategies, including development agreements that invest in public 
amenities and infrastructure to enhance our quality of life and thereby drive economic growth. 
Promote balanced housing development that targets a wide variety of options (e.g. types, price 
ranges, sizes, ownership/rental, and styles) through strategic partnerships and enhanced 
ordinances/policies. 
Guiding Principles 
9

Update Financial and 
Procurement Policies Based 
on GFOA Best Practices 
Evaluate and Update 
Internal Financial Processes 
Utility Rate (Study) to fund 
future Infrastructure 
Improvements 
Evaluate Internal Fees and 
Cost Recovery Policies 
Evaluate Development 
Impact Fees 
Evaluate Enterprise 
Resource Program 
2 
2 
1 
2 
2 
2 
FY24 
FY24 
FY24 
FY25 
FY25 
FY26 
Finance 
Finance 
Public Services 
Town Clerk 
Community 
Development 
Finance 
Fiscal Sustainability 
10
Project 
Senge 
Rating 
Department 
Lead 
Fiscal 
Year

Conduct a Facilities Master 
Plan 
Implement Wastewater 
Master Plan (phase I) 
Recommendations  
Develop Electrical 
Infrastructure Master Plan 
Implement Water Master Plan 
(phase I) Recommendations 
Conduct Airport Master Plan 
Update Pavement Condition 
Assessment 
2 
2 
2 
2 
2 
1 
Town Manager 
Office 
Public Services 
Public Services 
Public Services 
Public Services 
Public Services 
FY25 
FY24 
FY25 
FY24 
FY25 
FY24 
Infrastructure Assets 
11 
Project 
Senge 
Rating 
Department 
Lead 
Fiscal 
Year

Evaluate Town Code and Code 
Enforcement Program 
Create Code Enforcement 
Office 
Conduct Parks & Trails Master 
Plan 
Develop Community 
Engagement Volunteer Program 
Evaluate and Develop 
Neighborhood Engagement 
Strategies 
Develop Arts & Culture Events 
2 
1 
2 
2 
2 
2 
Community 
Development 
Community 
Development 
Public Services 
Community 
Development 
Community 
Development 
Town Manager 
Office 
FY24 
FY24 
FY26 
FY25 
FY25 
FY26 
Collaborate and Develop 
Community Events Calendar 
2 
Town Manager 
Office 
FY24 
Safe and Sustainable Quality of Life 
12
Project 
Senge 
Rating 
Department 
Lead 
Fiscal 
Year

FY25 
FY25 
 
FY25 
FY25 
FY25 
FY25 
Implement Compensation and 
Classification Study 
Evaluate High Performing 
Organization (HPO) Principles 
Implement Gallup Q12 for 
Employee Engagement and 
Development 
Implement HRIS and LMS 
employee software 
IT Road mapping –(Master Plan) 
Evaluate and Improve Town 
Website 
2 
2 
1 
2 
2 
2 
Human Resources 
Finance 
Innovative and High Performing Organization 
Human Resources 
Human Resources 
Human Resources 
13 
Project 
Senge 
Rating 
Department 
Lead 
Fiscal 
Year 
Town Manager 
Office

FY25 
Identify Partnership 
Opportunities with the 
Business Community 
Stakeholders 
General Plan Update 
Zoning Code Update 
Develop and Implement 
Wayfinding plan 
Develop Economic 
Development Web Portal 
Evaluate Implementing 
Economic Gardening 
2 
2 
2 
2 
2 
Develop and Implement 
Economic Marketing and 
Branding Strategies 
Conduct Economic 
Development Strategic Plan 
2 
2 
Economic Growth 
Project 
Senge 
Rating 
Department 
Lead 
Fiscal 
Year 
Town Manager 
Office 
Town Manager 
Office 
Town Manager 
Office 
Town Manager 
Office 
Town Manager 
Office 
Community 
Development 
Community 
Development 
Town Manager 
Office 
14
2 
FY25 
FY25 
FY25 
FY25 
FY25 
FY25 
FY25

1 | P a g e 
BLUE ALL CAPS = New, Red Strikethrough = Amended, Black = No Change 
UPDATED JANUARY 2024 
Fiscal Sustainability 
Project 
Senge 
Rating 
Department 
Lead 
Fiscal Year 
Update Financial and Procurement Policies 
Based on GFOA Best Practices 
2 
Finance 
FY23-24 
Complete 
Evaluate and Update Internal Financial 
Processes 
2 
Finance 
FY23-24 
Complete 
Utility Rate (Study) to fund future 
Infrastructure Improvements 
1 
Public Services 
FY23-24 
 
 
Evaluate Internal Fees and Cost Recovery 
Policies 
2 
Town Clerk 
FY24-25 
Evaluate Development Impact Fees 
2 
Community 
Development 
FY24-25 
Evaluate Enterprise Resource Program 
2 
Finance 
FY25-26  
FY26-27 
ASSESS EXISTING FINANCIAL LEVIES AND 
REVENUE SOURCES (INTERNAL) 
2 
FINANCE 
FY24-25 
NEW 
DEVELOP AND ADOPT A LONG-TERM 
STRATEGIC FINANCIAL PLAN FOR CAPITAL 
PROJECTS (INTERNAL) 
2 
FINANCE 
FY24-25 
NEW 
REVIEW AND MAINTAIN APPROPRIATE 
RESERVE FUNDS 
2 
FINANCE 
FY24-25 
NEW

2 | P a g e 
BLUE ALL CAPS = New, Red Strikethrough = Amended, Black = No Change 
 
Infrastructure Assets 
Project 
Senge 
Rating 
Department 
Lead 
Fiscal Year 
Conduct a Facilities Master Plan 
(EXTERNAL) 
2 
Town Manager 
Public Services 
FY24-25 
Implement Wastewater Master Plan  
(phase I) Recommendations  
2 
Public Services 
FY23-24 
Develop Electrical Infrastructure Master 
Plan  
2 
Public Services 
FY24-25 
Implement Water Master Plan (phase I) 
Recommendations  
2 
Public Services 
FY23-24 
Conduct Airport Master Plan (EXTERNAL) 
PER FAA REQUIREMENT 
2 
Public Services 
FY24-25 
FY25-26 
Update Pavement Condition Assessment 
1 
Public Services 
FY24-25 
 
CONDUCT A TRANSPORTATION AND 
TRANSIT PLAN (EXTERNAL) 
2 
PUBLIC SERVICES 
FY25-26   
NEW 
IMPLEMENT COUNCIL DIRECTION ON 
COMMUNITY CENTER 
2 
PUBLIC SERVICES 
FY24-25 
NEW 
IMPLEMENT WATER AND WASTEWATER 
MASTER PLAN (YEAR 2) 
RECOMMENDATIONS  
2 
PUBLIC SERVICES 
FY24-25 
NEW 
IMPLEMENT WATER AND WASTEWATER 
MASTER PLAN (YEAR 3) 
RECOMMENDATIONS  
2 
PUBLIC SERVICES 
FY25-26 
NEW 
IMPLEMENT WATER AND WASTEWATER 
MASTER PLAN (YEAR 4) 
RECOMMENDATIONS  
2 
PUBLIC SERVICES 
FY26-27 
NEW 
EVALUATE HANGAR AND TIE DOWN 
OPPORTUNITIES 
2 
PUBLIC SERVICES 
FY25-26   
NEW

3 | P a g e 
BLUE ALL CAPS = New, Red Strikethrough = Amended, Black = No Change 
 
Safe and Sustainable Quality of Life 
Project 
Senge 
Rating 
Department 
Lead 
Fiscal Year 
Evaluate Town Code and Code 
Enforcement Program 
2 
Community 
Development 
FY23-24 
Create Code Enforcement Office 
1 
Community 
Development 
FY23-24 
FY24-25 
Conduct Parks & Trails Master Plan 
2 
Public Services 
FY25-26 
FY24-25 
Develop Community Engagement 
Volunteer Program 
2 
Community 
Development 
FY24-25 
Evaluate and Develop Neighborhood 
Engagement Strategies 
2 
Community 
Development 
FY24-25 
Develop Arts & Culture Events 
2 
Town Manager’s 
Office 
FY25-26 
Collaborate and Develop Community 
Events Calendar 
2 
Town Manager’s 
Office 
FY23-24 
SEEK PARTNERSHIPS TO INCREASE 
RECREATIONAL PROGRAMMING 
2 
COMMUNITY 
SERVICES 
FY24-25 
NEW 
STRATEGIC ANNEXATION TO MANAGE URBAN 
PRESSURE AND ECONOMIC OPPORTUNITIES  
2 
COMMUNITY 
DEVELOPMENT 
FY24-25 
NEW

4 | P a g e 
BLUE ALL CAPS = New, Red Strikethrough = Amended, Black = No Change 
 
Innovative and High Performing Organization 
Project 
Senge 
Rating 
Department 
Lead 
Fiscal Year 
Implement Compensation and 
Classification Study 
2 
Human Resources 
FY24-25 
Complete 
Evaluate High Performing Organization 
(HPO) Principles 
2 
Human Resources 
FY24-25 
Implement Gallup Q12 for Employee 
Engagement and Development SURVEY 
1 
Human Resources 
FY24-25 
FY25-26 
 
Implement HRIS and LMS employee 
software 
2 
Human Resources 
FY24-25 
FY25-26 
IT Road mapping – (Master Plan, 
INTERNAL) 
2 
Finance 
Information 
Technology  
FY24-25 
Evaluate and Improve Town Website  
2 
Town Manager’s 
Office 
FY24-25

5 | P a g e 
BLUE ALL CAPS = New, Red Strikethrough = Amended, Black = No Change 
 
Economic Growth 
 
 
 
Project 
Senge 
Rating 
Department 
Lead 
Fiscal Year 
Identify Partnership Opportunities with 
the Business Community Stakeholders 
2 
Town Manager’s 
Office 
FY24-25 
General Plan Update 
2 
Community 
Development 
FY24-25 
Zoning Code Update 
2 
Community 
Development 
FY24-25 
Develop and Implement Wayfinding plan 
2 
Town Manager’s 
Office 
FY24-25 
Develop Economic Development Web 
Portal 
2 
Town Manager’s 
Office 
FY24-25 
Evaluate Implementing Economic 
Gardening (Business Retention and 
Expansion) 
2 
Town Manager’s 
Office 
FY24-25 
Develop and Implement Economic 
Marketing and Branding Strategies 
2 
Town Manager’s 
Office 
FY24-25 
Conduct Economic Development Strategic 
Plan 
2 
Town Manager’s 
Office 
FY24-25 
ATTRACT AND SUPPORT THE GROWTH OF 
LIGHT INDUSTRIAL BUSINESSES 
2 
TOWN 
MANAGER’S 
OFFICE 
FY24-25 
NEW

6 | P a g e 
BLUE ALL CAPS = New, Red Strikethrough = Amended, Black = No Change