February 19, 2026 Strategic Planning Session
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OFFICE OF THE CITY CLERK
COUNCIL STRATEGIC PLANNING MINUTES
February 19, 2026
The City Council of the City of Mesa met in a Strategic Planning Session at The Post, 26 North
Macdonald, on February 19, 2025, at 8:00 a.m.
COUNCIL PRESENT
COUNCIL ABSENT
OFFICERS PRESENT
Mark Freeman
Scott Somers
Rich Adams
Jennifer Duff
Alicia Goforth
Francisco Heredia
Dorean Taylor
None
Scott Butler
Holly Moseley
Jim Smith
1.
Mayor's welcome.
Mayor Freeman conducted a roll call and welcomed the Council and staff.
Mayor Freeman encouraged open discussion and honest feedback to develop practical solutions
that will support the City’s long-term success. He emphasized maintaining focus on key priorities
and the City of Mesa’s (COM) organizational heritage while continuing to innovate, promote
economic prosperity, and provide residents with opportunities to live, work, play, and learn in
Mesa.
2.
Review the purpose of the Strategic Planning Session.
City Manager Scott Butler commented that the purpose of the meeting was to focus on Council
priorities, particularly within individual districts. He noted the importance of working
collaboratively to clearly understand the Council’s goals and to develop a shared vision and clear
direction moving forward. He pointed out that while much work occurs behind the scenes, it is
important that staff report back to the Council to ensure established priorities are translating into
day-to-day operations and advancing the COM’s overall vision.
Mr. Butler introduced Jenn Daniels, Founder and CEO of AZP Consulting, and Megan Schmitz,
Principal of Northland Strategies, as the moderators for the planning session. He expressed
appreciation to HighGround, Inc. for gathering information and listening to residents’ feedback,
which will assist the COM better understand bond issues, other community challenges, and
concerns of residents.
Ms. Daniels referred to the COM General Plan and identified the document as the foundation for
the Strategic Plan. She explained that the session would focus on establishing a long-term
strategic framework, which would later guide the development of an action plan.
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February 19, 2026
Page 2
3-a.
Hear a presentation and discuss the results of a community survey conducted by Highground ,
Public Affairs Consultant group.
Ms. Daniels introduced Paul Bentz, Senior Vice President of Research & Strategy at HighGround
Inc., and displayed a PowerPoint presentation. (See Attachment 1)
Mr. Bentz explained that the purpose of the survey was to provide objective data reflecting what
residents are focused on and the results are unbiased. He reported that two separate surveys
were conducted, each with a sample size of 500 completed interviews, which he described as
the gold standard to yield a low margin of error. He noted that obtaining 500 completed interviews
requires outreach to a larger pool of individuals to ensure appropriate demographic
representation across age, gender, and race. (See Pages 2 and 3 of Attachment 1)
Mr. Bentz reported that the survey sample reflected a population trending older, with
approximately 60% of respondents over the age of 50 and noted that representation across
council districts was evenly distributed with several hundred respondents from each district to
ensure geographic balance. He verified that the data was weighted to reflect the anticipated
audience and overall community demographics. He added that most respondents did not have
children living at home and that many do not consistently vote in every election due to other
commitments, identifying them as less likely voters. He said that the survey audience tended to
be approximately 10 points more conservative, and adjustments were made to ensure the results
accurately represent the community. (See Pages 4 and 5 of Attachment 1)
Mr. Bentz remarked that while 35 to 40% of respondents believe the country is headed in the
right direction and 40 to 45% feel the same about the state, approximately 62% believe Mesa is
moving in the right direction, with most responses generally in the 50 to 55% range. He indicated
that there was a strong sense of local optimism and stated that Mesa’s local government is
viewed more favorably than in many other cities, with broad support across age groups. (See
Page 6 of Attachment 1)
Mr. Bentz reviewed the top issues identified by respondents, including housing affordability and
inflation, which have shifted over time as costs have increased, along with gas prices,
homelessness, traffic congestion, and public safety. He reported that approximately three-
quarters of the electorate believe the Mayor and Council are doing a good job, with ratings
trending upward since March, but with continued opportunity for improvement through increased
community engagement. He supplied data that residents age 65 and older represent a significant
portion of the electorate and often receive news from national or cable sources rather than local
outlets, which typically leads them to be more pessimistic; however, this age group indicated an
excellent local government rating for Mesa. (See Pages 7 and 8 of Attachment 1)
Mr. Bentz discussed the service ratings and stated that most COM services were rated positively;
however, areas such as community transportation and streets received scores below 3.0, which
is common in growing cities where maintaining infrastructure and connectivity can be
challenging. He added that the public safety services received strong ratings, with the Fire
Department scoring higher than Police, which he attributed to the nature of the services they
provide. (See Page 9 of Attachment 1)
Mr. Bentz reported that 56% of respondents believe the amount of taxes they pay is about right,
while only 4% feel taxes are too low. He highlighted that the COM does not levy a primary
property tax; however, many residents are unaware of this, as 54% initially indicated they pay a
primary property tax and 38% maintained that response when asked further. He stressed that
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February 19, 2026
Page 3
this reflects an opportunity for public education, particularly regarding where taxes are paid and
how funds are allocated. He added that while older residents were more likely to answer
correctly, confusion remains, underscoring the importance of clear and consistent
communication rather than assuming residents are informed. (See Pages 10 and 11 of
Attachment 1)
Mr. Bentz stated that regarding policy priorities previously identified by the Council, random
polling was conducted to avoid bias and gauge overall community sentiment, using a scale of 1
to 5. He said all listed priorities scored above 3.5, with varying degrees of importance. He
explained that transparency received the highest rating, followed by reducing crime, water
conservation, and job creation and that while jobs were previously the dominant issue, Mesa’s
growth and regional maturity have shifted community focus to other concerns. He stated that
these findings help identify citywide priorities and messaging opportunities. He supplied results
that indicated that most respondents prefer receiving information through email newsletters and
other written formats, with older residents continuing to rely on written communication. He
reiterated that the findings were consistent across both surveys conducted. (See Pages 12 and
13 of Attachment 1)
In response to Councilmember Duff’s comment regarding protecting taxpayers as a policy
priority, Mr. Bentz stated that residents often respond more favorably to broader language such
as transparency and accountability measures. He noted that the concept was not generally
interpreted as addressing fraud or crime, but rather as ensuring openness and responsible
governance.
Responding to an inquiry from Councilmember Taylor, Ms. Daniels pointed out that while district-
level data can be compiled, it would be based on a smaller sample size and therefore would not
be as statistically reliable as the citywide results.
Mr. Bentz added that the district breakdown would provide relative insights into priorities and
areas of greatest interest, though it may not reflect definitive conclusions. He confirmed that the
information would be provided.
Councilmember Adams requested clarification regarding the rating of protecting taxpayers as a
policy priority, specifically whether the wording was intentionally general or accompanied by
additional context.
Mr. Bentz responded that the phrase was intentionally broad and not tied to specific examples,
explaining that the survey avoided drilling down into narrowly defined language to measure
overall sentiment. He added that when compared, wording focused on transparency and
accountability performed better than the phrase “protect taxpayers.”
In response to a question from Mayor Freeman, Mr. Bentz confirmed that the polling tested
individual bond elements rather than a single overall amount and he noted that public safety,
streets, and other community-focused projects generally received positive support.
Mr. Butler commented that the survey results regarding residents’ understanding of property
taxes were sobering and underscored the need for clearer communication. He stated that the
Public Information Office would assist with messaging efforts and noted that much of the
responsibility also falls to Councilmembers when speaking with community groups, as residents
look to them as the face of the COM.
3-b.
Hear a presentation and discuss the Mayor's Elevate Mesa vision.
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Page 4
Mayor Freeman provided an overview of the Elevate Mesa vision and displayed a PowerPoint
presentation. (See Attachment 2)
Mayor Freeman explained that the Elevate Mesa vision would raise standards across all
departments. He noted the importance of the Council working collaboratively and establishing a
clear timeline to guide the COM’s continued growth, grounded in community input. He
emphasized that Mesa is a full-service city, providing nearly every municipal service, and that
measuring success requires reliable data to determine what is needed to move forward. He
called for greater transparency and coordination across departments, avoiding siloed operations,
and being intentional with fiscal decisions. (See Pages 3 and 4 of Attachment 2)
Mayor Freeman suggested refining the COM’s strategic pillars to four or five key focus areas to
better align departments and priorities. He highlighted public safety, innovation, and strong
neighborhoods as core strengths, and stressed the importance of maintaining high standards
and reinvesting in the community. He pointed out that with limited land remaining for
development, quality growth must be strategic and supported by infrastructure, ensuring new
development contributes positively and addresses areas that have underperformed. He
discussed the importance of long-range planning, reinvestment, redevelopment across all
districts, and cross-departmental coordination to maximize economic development opportunities.
(See Pages 5 and 6 of Attachment 2)
Mayor Freeman emphasized the need for balance among housing types, ensuring the right mix
in appropriate locations with supporting infrastructure and services. He noted that single-family
housing provides stability and that thoughtful planning is essential in an older city experiencing
change to meet the distinct needs of each district. He stated that Mesa is performing well in water
management and highlighted the COM’s reuse infrastructure in central Mesa and the agreement
with the Gila River Indian Community that have been developed to support long-term
stewardship. He emphasized the importance of keeping infrastructure investments aligned with
growth to avoid higher costs in the future and noted that capacity growth fees are an important
tool to ensure new development helps cover these costs rather than shifting the burden to
existing residents. He added that these efforts support the goal of elevating Mesa while
maintaining long-term fiscal responsibility. (See Pages 7 and 8 of Attachment 2)
Mayor Freeman identified safe and innovative communities as a priority, noting that public safety
is fundamental to maintaining safe neighborhoods, streets, and public trust. He emphasized the
importance of transparency and accountability, and using data to guide decision-making that
strengthens neighborhoods and supports police and fire services. He stated that as the COM
grows, it is important to take responsibility for how density is planned in certain areas to ensure
appropriate public safety response times. He also highlighted education and workforce
development as essential to the community’s long-term success and noted the importance of
partnering with local education systems to align education with Mesa’s growing economic
sectors. He confirmed that the goal is to build a strong workforce pipeline that prepares residents
for local job opportunities and supports businesses operating in Mesa. He added that while the
Council does not oversee school operations, collaboration with educational partners is important
to ensure workforce readiness, strengthen neighborhoods, and support Mesa’s continued
transformation from a bedroom community into a vibrant economic center. (See Pages 9 and 10
of Attachment 2)
Mayor Freeman reiterated that strong neighborhoods depend on clear standards, reinvestment,
and effective code enforcement to protect property values and quality of life. He pointed out that
limited resources should be used strategically where they can have the greatest impact and
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February 19, 2026
Page 5
stressed the importance of proactive engagement, public education and technology to better
serve residents. He commented that transparent government involves clear planning, priorities,
and budgeting so residents understand decisions and trade-offs, while maintaining core services
and pursuing innovation in a fiscally responsible manner. (See Pages 11 and 12 of Attachment
2)
Mayor Freeman voiced that a priority filter is necessary to ensure the COM focuses on strategic
initiatives, noting that not every good idea is necessarily strategic. He emphasized the
importance of delivering measurable and timely outcomes, aligning efforts among the Council,
staff, and the community, and ensuring departments work collaboratively rather than in silos. He
stated that the Elevate Mesa approach requires discipline in decision-making and is intended to
protect the COM while positioning it for long-term success. He expressed pride in the COM’s use
of data and metrics, noting that Mesa compares favorably with neighboring cities and maintains
one of the lowest costs of living in the region. He mentioned the importance of Council
collaboration, transparency, compromise, a more focused set of strategic pillars, and supporting
the City Manager’s effective operation. (See Pages 13 through 15 of Attachment 2)
Councilmember Duff commented that the presentation provided a comprehensive overview and
suggested developing simple language that the community could easily understand and
associate with the Elevate Mesa concept.
Mayor Freeman announced the importance of positioning Mesa competitively among
municipalities in the Valley and across the state, noting that Mesa is a strong economic player
and that messaging should reflect the COM’s competitiveness and desire to succeed. He
suggested developing concise wording that captures those ideas.
Mr. Butler added that the concept of Elevate Mesa represents a commitment to avoid
complacency and ensure the COM continues to operate efficiently. He voiced that the COM must
continually improve and remain competitive with other cities nationally and regionally and
emphasized the importance of jobs and maintaining the values that have made Mesa successful.
Councilmember Goforth expressed support for reducing the number of strategic pillars to four,
noting that focusing on quality over quantity would make priorities clearer and more relatable for
the public. She added that Mesa provides core services such as utilities, public safety, and
streets at a very high level and that the City should continue to focus on future needs and long-
term planning rather than reacting to issues.
Councilmember Heredia suggested beginning presentations with information about Mesa’s
population, size, and scale of operations to help residents understand the scope of the City’s
work. He noted that Mesa has a $2.7 billion budget, covers approximately 140 square miles, and
is the 36th largest city in the country, which can help provide context for the services and projects
discussed.
Councilmember Taylor suggested polling the residents to understand their priorities before
narrowing down the priorities to four pillars. She noted that government transparency ranked
highly in the survey and suggested that Council consider resident input when determining
strategic priorities.
Mayor Freeman responded that such data could help strengthen the pillars, though some
external factors affecting outcomes may be beyond the City’s control.
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February 19, 2026
Page 6
Councilmember Taylor added that while the COM cannot control all external factors, the survey
data helps identify residents’ priorities. She emphasized considering these priorities when
implementing the General Plan and highlighted the importance of balancing the perspectives of
older residents, younger families, and newly retired individuals when shaping policies.
Mayor Freeman recalled that economic growth and development are key to attracting and
retaining employees and residents. He noted the importance of providing appropriate housing
options and working with the development community to determine the right housing types for
different areas of the city.
3-c.
Hear presentations from each Council Member regarding the vision, goals, and key priorities for
their respective districts, followed by discussion.
Councilmember Adams presented the strategic priorities for District 1 and displayed a
PowerPoint presentation. (See Attachment 3)
Councilmember Adams pointed out that the COM has a strong legacy as a family-oriented
community built on ethics and values, and the future presents significant opportunities if
managed well. He emphasized maintaining a can-do attitude toward businesses and residents,
minimizing regulations where possible, and making it easier to establish businesses and pursue
adaptive reuse of underutilized buildings. He encouraged proactive permitting and reconsidering
regulatory hurdles that may discourage redevelopment. (See Page 2 of Attachment 3)
Councilmember Adams identified the strategic priorities for District 1 and emphasized the
importance of managing smart growth and infill development to protect neighborhood character
while supporting needed residential development. He highlighted homelessness as a
multifaceted issue and suggested exploring innovative solutions and partnerships, rather than
relying solely on taxpayer funding. He discussed supporting stable and livable neighborhoods by
streamlining processes, encouraging homeownership, promoting neighborhood investment, and
ensuring that development projects follow through on commitments made during the approval
process. He voiced his desire to promote economic growth by ensuring Mesa is open for
business, reducing unnecessary regulations, and using resources efficiently. (See Pages 3
through 5 of Attachment 3)
Councilmember Adams added that success would be defined by balanced policies that support
growth, prosperity, and stability, along with strong partnerships and collaboration. He suggested
taking a more business-oriented approach when budgeting by evaluating departmental
outcomes and value delivered rather than applying across-the-board percentage reductions. He
remarked that the COM should continue to improve code compliance by ensuring enforcement
is fair and unbiased and expressed the importance of continuing to review land use and zoning
regulations to accommodate emerging trends such as urban gardening and small-scale farming.
(See Pages 6 and 7 of Attachment 3)
In response to a question from Mayor Freeman, Councilmember Adams identified infill
development and adaptive reuse as key challenges in District 1 due to limited undeveloped land
and the number of underutilized commercial properties. He emphasized balancing
redevelopment opportunities with neighborhood character and reducing barriers that discourage
property owners from pursuing redevelopment projects.
Discussion ensued related to the importance of flexibility in regulations, focusing on outcomes
rather than rigid processes, and ensuring that policy direction and code provisions allow staff to
apply reasonable flexibility when appropriate.
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February 19, 2026
Page 7
Additional discussion ensued regarding the importance of flexibility in regulations and focusing
on outcomes rather than rigid processes.
Councilmember Taylor provided an overview of the strategic priorities for District 2 and displayed
a PowerPoint presentation. (See Attachment 4)
Councilmember Taylor described District 2 as a mainly suburban area where residents are highly
engaged and vocal about maintaining the community’s family-oriented character. She explained
that the residents value the suburban feel with nearby shopping and gathering spaces and want
to see redevelopment that enhances that environment. She highlighted concerns about blighted
property and public safety issues in several areas and pointed out that residents frequently ask
about redevelopment options. (See Page 2 of Attachment 4)
Councilmember Taylor offered the strategic priorities for District 2 and emphasized
redevelopment, particularly revitalizing aging shopping centers and underutilized properties with
smaller retail, family-friendly spaces, and green areas. She highlighted the need for relevant infill
development, such as neighborhood-serving businesses or medical offices, and noted concerns
about deteriorating areas in the district. (See Page 3 of Attachment 4)
Councilmember Taylor stressed that successful revitalization would require partnerships among
COM departments, property owners, developers, and residents, as well as a clearer framework
and vision to guide investment. She suggested creating a replicable model for revitalization to
elevate Mesa using District 2 as a pilot area to test redevelopment strategies that could later be
applied in other parts of the city. She noted that while many residents value small-town character
and prefer things to remain the same, continued growth is necessary to maintain a strong tax
base and support future services. She emphasized the importance of attracting younger families
to ensure that the community continues to evolve. She pointed out that thoughtful change can
be positive for the city’s long-term sustainability. (See Pages 4 and 5 of Attachment 4)
Responding to a question from Mayor Freeman, Councilmember Taylor highlighted Dana Park
as a central hub for tourism, shopping, and dining, noting that it contributes to economic activity
and reiterated the challenges in other areas in the district emphasizing the need to demonstrate
to the community how adaptive reuse and infill development can revitalize underperforming
properties and improve neighborhood amenities.
Councilmember Heredia reviewed the strategic priorities for District 3 and displayed a
PowerPoint presentation. (See Attachment 5)
Councilmember Heredia noted that while District 3 shares many of the same themes discussed
by other councilmembers it contains some of the COM’s most densely populated and older
infrastructure areas. He emphasized a vision focused on enhancing placemaking opportunities
and encouraging strategic reinvestment while continuing the policy direction and momentum
established by previous councils. He highlighted key redevelopment areas in District 3 and noted
that the COM has already laid the groundwork through zoning and development partnerships
and must now continue building on that foundation to create additional major regional assets.
(See Page 2 of Attachment 5)
Councilmember Heredia identified District 3 strategic priorities and reiterated that redevelopment
is a major theme across the COM, particularly in areas that are largely built out. He explained
the need for continued planning and active development efforts to lay the groundwork for long-
term economic growth, including supporting small businesses and creating places where
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February 19, 2026
Page 8
residents want to shop, dine, and gather. He emphasized the importance of keeping
infrastructure improvements aligned with the City’s growth and encouraged exploring better
coordination and scheduling of street paving and redevelopment projects to minimize travel
disruptions for residents. He highlighted the importance of parks, public safety, and the amenities
residents rely on in their daily lives and noted that District 3 has strong potential for continued
improvement and recreation opportunities. He encouraged evaluating neighborhood-level needs
and identifying targeted enhancements to parks and other existing assets through thoughtful
capital improvement planning to maintain a high quality of life for all COM residents. (See Pages
3 through 5 of Attachment 5)
Councilmember Heredia continued by recognizing the importance of partnerships and
coordination, particularly with Development Services, which has helped establish the foundation
for redevelopment efforts and made text amendments to the Code to allow more flexibility. He
highlighted the value of local stakeholders and small businesses, noting their role in the long-
term success of the community. (See Page 6 of Attachment 5)
Councilmember Heredia added that District 3 will continue to elevate Mesa by strengthening its
identity as a destination community and making the COM a place where people can live, work,
and play.
In response to a question from Mayor Freeman, Councilmember Heredia reiterated that quality
infrastructure is essential to attracting quality development and noted the importance of
establishing strong policies to build a modern infrastructure foundation. He added that while
many of these infrastructure improvements occur behind the scenes, they play a critical role in
supporting future growth and enabling successful development projects.
Additional discussion ensued regarding the history of the Asian District and the importance of
investing in quality infrastructure and partnerships to create places that support micro
ecosystems within the COM.
(A recess took place at 10:15 a.m. The Council Strategic Planning Session resumed at 10:28
a.m.)
Councilmember Duff outlined the strategic priorities for District 4 and displayed a PowerPoint
presentation. (See Attachment 6)
Councilmember Duff noted that the district has evolved into a growing arts district with
opportunities to expand further into the future. She discussed the opportunity to build on Arizona
State University’s (ASU) presence and expand to create an Arts and Innovation Corridor
connected by a Light Walk corridor to link key downtown assets and strengthen connections
between arts, innovation, and entrepreneurship. (See Page 2 of Attachment 6)
Councilmember Duff discussed her district priorities beginning with cultivating an Arts and
Innovation Corridor and described the goal to establish a hub where art, technology, and
entrepreneurship converge to support creativity, mentorship, venture capital access, and
business growth while strengthening downtown Mesa’s unique identity. She stated that the
corridor could evolve into a major hub for employment and innovation, leveraging ASU’s
presence and educational pipeline to attract high-wage jobs and would promote economic
development in the COM. She explained the benefits of renovating and integrating key facilities,
including the convention center and amphitheater, and incorporating emerging technologies to
create a nationally recognized destination for creative industries and professional opportunities.
She voiced the desire for a people-first, multimodal downtown that supports walking, biking,
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February 19, 2026
Page 9
scooters, and other mobility options while improving parking coordination to strengthen
connections within the downtown square mile and maximize transportation options. She
recognized the need to renovate the Mesa Convention Center that currently serves one million
customers per year, noting the desire to keep those same customers downtown to eat before or
after an event. (See Pages 3 through 5 of Attachment 6)
Councilmember Duff confirmed that partnerships with ASU will be integral to downtown
development, including supporting the museum and ASU’s strategic planning efforts. She
pointed out that while private developers are investing in downtown, the COM must also continue
to invest as a partner to help guide and support the vision for the area. (See Page 6 of Attachment
6)
Councilmember Duff added that District 4 can elevate Mesa by creating a unified district that
attracts young talent, increases investment, and expands economic opportunities. She described
the corridor as a catalyst that can drive continued growth downtown and help elevate surrounding
areas throughout the city. (See Page 7 of Attachment 6)
Discussion ensued regarding the facility renovations referenced in the presentation and the
potential benefits of making those investments.
Councilmember Goforth supplied the strategic priorities for District 5 and displayed a PowerPoint
presentation. (See Attachment 7)
Councilmember Goforth described District 5 as a highly engaged community where residents
intentionally choose to live because of the area’s character and strong neighborhood. She shared
a vision focused on quality of life, including low crime, manageable traffic, well-maintained
infrastructure, strong water quality, financial stability, and transparent governance. She also
emphasized the importance of strengthening the COM’s community identity to foster pride and
encourage continued investment. (See Page 2 of Attachment 7)
Councilmember Goforth reiterated that public safety remains a top priority for District 5 residents.
She noted that the COM has done an excellent job through innovative approaches and strong
community partnerships and stressed the importance of continuing to prioritize safety. She
recalled that residents would like to see a broader mix of development, including more unique
shopping and dining options to complement existing large-scale retail and drive-thru
establishments. She encouraged exploring ways to support smaller, local developers who are
invested in the community. She stated that Falcon Field is at a pivotal point and that its long-term
vision should support business aviation while balancing airport operations with nearby
neighborhoods. She added that Falcon Field should serve as an anchor for employment,
economic activity, and quality commercial development in areas such as Longbow. (See Pages
3 through 5 of Attachment 7)
Councilmember Goforth stressed that partnerships outside the COM are important and
acknowledged that perceptions of Mesa can sometimes create barriers to attracting the type of
development residents are seeking. (See Page 6 of Attachment 7)
Councilmember Goforth added that District 5 will help to elevate Mesa by raising development
standards, strengthening the tax base, and building a city that supports long-term prosperity. She
noted that economic development strategies have shifted, with jobs increasingly following talent;
therefore, by creating a city where people want to live, Mesa can attract talent, which in turn will
encourage businesses and employment opportunities to follow. (See Page 7 of Attachment 7)
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February 19, 2026
Page 10
Discussion ensued relative to changing the perception of Mesa and the importance of Falcon
Field.
Vice Mayor Somers detailed the strategic priorities of District 6 and displayed a PowerPoint
presentation. (See Attachment 8)
Vice Mayor Somers described District 6 as an emerging hub for economic growth in Southeast
Mesa and the broader Valley. He reported that years of long-term planning laid the groundwork
for development in the area, which is now beginning to take shape. He stated that while the
district initially grew as a residential area, it is increasingly transitioning from a bedroom
community to a center for employment and economic activity. (See Page 2 of Attachment 8)
Vice Mayor Somers noted that Mesa’s reputation is improving as the COM attracts new
investment and higher-quality employment opportunities. He highlighted economic development
efforts over the past three years aimed at bringing high-value jobs to Southeast Mesa and
emphasized the importance of continuing to attract high-wage, technology-oriented industries
rather than primarily warehouse development. He stressed the importance of ensuring that
development aligns with the long-term vision for the area. He pointed out the need to remain
focused on creating a community where people can live, work, learn, and recreate. He discussed
the district’s strong quality of life, noting several family-oriented amenities, and recognized the
area’s reputation as a safe community. He emphasized that more retail and dining options are
needed so residents do not have to leave the district for everyday amenities. (See Pages 3
through 6 of Attachment 8)
Vice Mayor Somers discussed the importance of strong partnerships, particularly with ASU
Polytechnic, which provides education and workforce opportunities that support the district’s
economic development goals. He highlighted the critical role of internal City departments in
helping implement and support the long-term vision for the area, ensuring that is not forgotten
for short-term gains. He commented that District 6 will elevate Mesa by maintaining high
standards for development and remain focused on attracting quality projects that align with the
community’s long-term goals. (See Pages 7 and 8 of Attachment 8)
Additional discussion ensued regarding balancing development and attracting the right balance
of industry to the COM.
4.
Hear a summary and recap the Council Presentations.
Ms. Daniels provided an overview of the Councilmember presentations and displayed a
PowerPoint presentation. (See Attachment 9)
Ms. Daniels recognized the shared energy and focus on opportunities for future growth and how
the COM can position its systems and policies to support residents while measuring progress
over time. She pointed out the strong synergy among the ideas presented and emphasized that
Mesa’s vision remains timeless. She described Mesa as a safe, desirable, family-centered
community that continues to pursue economic prosperity while supporting opportunities to live,
work, play, and learn. (See Pages 1 and 2 of Attachment 9)
Ms. Daniels added that many of the plans and assets developed in the past now require
thoughtful updates to meet current needs and help future-proof the community, commending
staff and Council for their continued efforts to move the COM forward.
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February 19, 2026
Page 11
5.
Small-group discussions on Council Priorities including potential questions and policy-level
issues related to Budget, Placemaking, and Economic Development.
Ms. Daniels explained that the small group discussions will take place during the lunch break
and displayed a PowerPoint presentation. (See Attachment 10)
She pointed out that placemaking was one of the three key themes that emerged during pre-
interviews with the Council. She stated that placemaking was defined as constructing, operating,
or activating physical spaces in ways that strengthen community connections and improve the
overall user experience. (See Pages 1 and 2 of Attachment 10)
Ms. Daniels asked the group to brainstorm how placemaking could help Elevate Mesa, focusing
on two questions: which elements of placemaking are most important and which specific
locations should be prioritized. She emphasized the importance of identifying precise locations
so a tactical plan could be developed within the next 12 to 18 months.
(A recess took place at 11:53 a.m. The Council Strategic Planning Session resumed at 12:28
p.m.)
6.
Full Council discussion related to Council Priorities focusing on Budget, Placemaking, and
Economic Development opportunities.
Ms. Daniels invited the Council to join in a discussion about the budget process. She introduced
Office of Management and Budget Director Brian Ritschel and displayed a PowerPoint
presentation. (See Attachment 11)
Mr. Ritschel provided an overview of the financial principles and stated that they were adopted
in a financial policy update in 2017 to establish minimum standards to guide financial
management. He noted that the financial principles are set with higher target goals that the COM
strives to achieve, helping demonstrate fiscal stability to rating agencies and supporting the
ability to issue debt.
Ms. Daniels added that in the pre-retreat discussions, Council expressed interest in reviewing
the budget and transparency in the budgeting process. She asked the Council to keep the
conversation at a policy level and to identify any areas that may need clarification or where
potential gaps should be addressed.
Responding to a question from Councilmember Duff regarding the policy related to bonded debt
limits, specifically that bonded debt should not exceed the cash value of property within the COM,
Deputy City Manager/Chief Financial Officer Michael Kennington explained that the COM
reviews the assessed valuation of City-owned property when evaluating debt levels. He noted
that the last review showed Mesa’s bonded debt was approximately 16–17% of the allowable
limit, which is well below the 26% threshold. He added that the COM does not intend to approach
that upper limit.
In response to a request from Mayor Freeman, Finance Director Irma Ashworth confirmed that
the current General Obligation (GO) bond levels are at 6% and remain well below the allowable
20% according to the statutory limitation.
Responding to a question from Councilmember Goforth regarding the financial principles aimed
to achieve and maintain a structurally balanced budget, Mr. Ritschel explained that the COM
develops its 10-year forecast conservatively, budgeting revenues cautiously to allow flexibility in
Strategic Planning Session
February 19, 2026
Page 12
case of economic downturns or recessions. He noted that historically, the COM has aimed for a
positive net source in the early years of the forecast, but inflation and economic conditions since
the COVID pandemic have made that more challenging. He confirmed that the goal remains to
return to achieving and maintaining a positive balance as conditions stabilize. He pointed out
that the budget includes funding for all authorized positions, even when vacancies are expected,
and must also account for costs such as retirements and vacation payouts. He stated that due
to the varying factors and economic conditions, the COM budgets are conservative to ensure
adequate funding and flexibility.
In response to a request from Councilmember Taylor, Mr. Ritschel explained the difference
between recurring revenues and the use of fund balance. He noted that recurring revenues, such
as regular income, are intended to cover ongoing operating expenses, and the General Fund
balance functions as a savings account, which can be used for one-time expenses rather than
ongoing costs. He provided the example that a one-time revenue source, such as a bonus,
should be saved and used for a one-time expense rather than relied upon for recurring
obligations. He confirmed that recurring and ongoing revenues are considered the same in this
context.
Discussion ensued regarding the verbiage of Financial Principle 1.8.
Mr. Butler advised that state law requires the COM to adopt a balanced budget each year, but
unexpected changes in revenues or expenses can occur throughout the year. He explained that,
like other organizations and municipalities, the COM adjusts as needed to remain compliant with
financial policies and State requirements. He added that the COM’s financial structure is
complex, with multiple funds and budget areas to manage but despite these complexities, the
COM continues to maintain strong financial practices which are reflected in its high credit ratings
and the preparation of a certified Annual Comprehensive Financial Report (ACFR). He
emphasized that the COM prepares its budget conservatively each year, carefully balancing
costs and taxpayer impacts while continuing to follow established financial policies and maintain
responsible fiscal management.
Mr. Kennington added that using the verbiage “aim to” rather than “shall” provides the COM with
flexibility in managing the budget. He explained that the budget process involves allocating and
appropriating funds to authorize spending, and each year a contingency reserve is established
to address unforeseen expenses. He confirmed that this approach ensures that funds are
available if unexpected needs arise or if projects need to be accelerated, allowing the COM to
respond appropriately while maintaining financial stability.
Mayor Freeman asked what an “Elevate Mesa” approach to the budget might look like,
particularly how the COM can improve public understanding and communication. He noted that
the COM’s budget is complex and often difficult for residents to understand. He also referenced
Mesa’s voter-approved Home Rule authority, which is often misunderstood by voters.
Council discussion acknowledged the need to improve how financial information is
communicated to help residents better understand the COM’s budget and financial practices.
Ms. Daniels invited the Council to discuss Economic Development and asked what role the
Mayor and Council have in the Economic Development of the COM. She emphasized the
importance of understanding the desired role in the process so they can ensure staff are included
at the appropriate points and times.
.
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Page 13
Discussion ensued regarding the desired role of the Mayor and Council to set policy and act as
ambassadors.
Ms. Daniels summarized the discussion by emphasizing the importance of focusing on high-
value economic development opportunities in both the short and long term, while ensuring the
COM does not lose sight of long-term goals. She asked Council to help define what constitutes
high value development so staff can better align future economic development efforts with
Council priorities.
Mr. Butler referred to health/biomedical, aerospace and defense, and tourism/hospitality as key
industry sectors being discussed nationally and locally. He noted that traditional return-on-
investment measures do not always apply to developments such as data centers and
emphasized that the COM is increasingly viewed as a leader in these economic development
discussions. He added that a key policy consideration for Council is being intentional about
attracting retail and other community-serving development so that jobs and spending remain
within Mesa and continue to support the City’s long-term economic sustainability.
Ms. Daniels provided an overview of the placemaking brainstorm session. (See Page 3 of
Attachment 11)
Ms. Daniels summarized the placemaking discussions and identified several key themes,
including economic vitality, community identity and branding, social connectivity, and overall
livability and quality of experience. She reported that important elements of placemaking,
included social connectivity and human-centered design, experience and aesthetic appeal,
integration with nature and amenities, and strong economic and functional infrastructure. She
reviewed the locations identified for priority placemaking efforts, noting that Downtown Mesa was
mentioned most frequently, followed by Legacy Park/Arizona Athletic Grounds, Fiesta Mall, and
areas including Red Mountain, Mesa Riverview, Dana Park, and Buckhorn.
Ms. Daniels expressed her appreciation for the great discussions and confirmed that the
feedback received will be incorporated into a Strategic Action Plan document for Council review.
Mr. Butler thanked the Mayor and Council for the collaboration and reiterated the importance of
continuing these types of discussions through future mini retreats.
Mayor Freeman concluded by emphasizing the shared goal of maintaining a strong and
transparent city government. He encouraged Council to remain focused on good management
and leadership and to be willing to make necessary changes to ensure the continued strength of
the COM.
7.
Adjournment.
Without objection, the City Council Strategic Planning Session adjourned at 1:56 p.m.
______________________________________
MARK FREEMAN, MAYOR
ATTEST:
_______________________________
HOLLY MOSELEY, CITY CLERK
Strategic Planning Session
February 19, 2026
Page 14
I hereby certify that the foregoing minutes are a true and correct copy of the minutes of the Strategic
Planning Session of the City Council of Mesa, Arizona, held on the 19th day of February 2026. I further
certify that the meeting was duly called and held and that a quorum was present.
__________________________________
HOLLY MOSELEY, CITY CLERK
sr
(Attachments – 11)
Confidential Trade Secret
1
City of Mesa Public Opinion Research
Likely Voters
March 3-6, 2025
September 22-25, 2025
* Percentages may not total 100 due to rounding
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Attachment 1
Page 1 of 13
Confidential Trade Secret
Specializing in strategic messaging surveys to
gather a broad spectrum of public opinion
including perception of the client, awareness of
their challenges, public priorities, views on broad
and specific issues, vulnerabilities, and
argumentation.
Five-time winner of “Best Polling Firm” by the
Arizona Capitol Times
Goal: Accurate, impartial results
2
About HighGround Inc.
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February 19, 2026
Attachment 1
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Confidential Trade Secret
Survey Methodology
The N=500 scientific surveys were conducted among high efficacy voters who have a
history of electoral participation in the City of Mesa. Individuals were randomly
selected to reflect quotas for likely participation in local elections.
The poll was weighted to model the likely turnout of voters across party, age, region,
and gender.
The live interview surveys of voters was conducted to both landline and cell phone
users. The margin of error for both surveys is ±4.3% with a 95% confidence interval.
3
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Confidential Trade Secret
Likely Voters
Age Group:
14.0%
29 and under
18.0%
30 to 39
18.0%
40 to 49
23.8%
50 to 64
26.2%
65 Plus
Sex:
48.0%
Male
52.0%
Female
Area:
16.0%
District 1
17.0%
District 2
14.0%
District 3
10.0%
District 4
22.0%
District 5
21.0%
District 6
4
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Confidential Trade Secret
5
Demographics
Do you have children under 18 living at
home with you?
31.2%
Yes
67.0%
No
1.8%
Refused
Ideology
21.2%
Very Conservative
16.2%
Somewhat Conservative
33.0%
Moderate
10.2%
Somewhat Liberal
10.2%
Very Liberal
4.6%
Don't Know
4.6%
Refused
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Confidential Trade Secret
In general, would you say that the City of Mesa is heading in the right
direction, or the wrong direction?
16.0%
Definitely right direction
46.2%
Probably right direction
9.8%
Probably wrong direction
5.4%
Definitely wrong direction
22.6%
Don’t Know, Refused
29 and Under:
70.0% right direction
30-39:
61.1% right direction
40-49:
57.8% right direction
50-64:
59.7% right direction
65+:
64.1% right direction
6
62.2%
Total Right
15.2%
Total Wrong
22.6%
DK, Refused
March 2025
59.0%
Total Right
18.8%
Total Wrong
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Confidential Trade Secret
What do you consider to be the top issue facing the City of Mesa today?
29.8% Housing prices
17.8% Inflation and high prices
15.6% Homelessness
12.0% Traffic and congestion
8.8% Public Safety
8.6% Controlling city spending
3.2% Other
4.0% Don’t Know
0.2% Refused
7
<29:
41.4% Housing prices
30-39:
40.0% Housing prices
40-49:
38.9% Housing prices
50-64:
22.7% Housing prices
65+:
19.8% Inflation and High Prices
March 2025
32.0%
Housing prices
20.8%
Inflation and high prices
12.8%
Traffic and congestion
12.6%
Homelessness
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Confidential Trade Secret
How would you rate the Mayor and City Council’s overall job
performance in the City of Mesa?
3.2% Excellent
24.2% Very Good
44.8% Ok
7.0% Poor
2.8% Failing
16.4% Undecided
1.6% Refused
8
<29:
24.3% excellent/very good
30-39:
27.8% excellent/very good
40-49:
24.4% excellent/very good
50-64:
27.7% excellent/very good
65+:
30.5% excellent/very good
March 2025
3.0%
Excellent
20.4%
Very Good
47.0%
Ok
8.0%
Poor
5.4%
Failing
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Confidential Trade Secret
Rating Municipal Services
Mean
Excellent/Very Good
Fire and Medical
4.08
59.2%
Libraries
3.90
76.4%
Museums
3.74
59.0%
Parks
3.69
38.8%
Police
3.66
62.8%
Recreation programs
3.57
44.4%
Open space and trails
3.53
40.6%
Streets and transportation
3.22
47.8%
Utilities
3.22
51.0%
9
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Confidential Trade Secret
In general, would you say that amount of taxes you pay to the City of
Mesa are:
10
Too Low,
3.8%
Just About Right,
56.0%
Too High,
35.8%
Don’t
know/Refused ,
4.4%
Too Low
Just
Right
Too High
Under 29
5.7%
61.4%
27.1%
30 - 39
2.2%
65.6%
28.9%
40 - 49
6.7%
56.7%
32.2%
50 - 64
3.4%
46.2%
46.2%
65+
2.3%
55.0%
38.2%
District 1
2.5%
58.8%
33.8%
District 2
5.9%
57.6%
29.4%
District 3
2.9%
62.9%
31.4%
District 4
6.0%
56.0%
34.0%
District 5
4.5%
54.5%
38.2%
District 6
1.9%
49.5%
43.8%
March 2025
2.6%
Too low
53.0%
Just about right
39.4%
Too high
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Definitely Yes,
13.2%
Probably Yes,
24.6%
Probably No,
9.0%
Definitely No,
4.8%
Don't Know,
48.4%
Refused, 0.0%
March 2025
54.0%
Yes
11.4%
No
34.0%
Don’t know
11
Arizona allows cities to impose a primary property tax to fund general
city services. To the best of your knowledge, does the City of Mesa
currently impose this tax on its residents?
Total: 37.8% Yes
13.8% No
Yes
No
Under 29
35.7%
18.6%
30 - 39
32.2%
12.2%
40 - 49
44.4%
13.3%
50 - 64
41.2%
10.9%
65+
35.1%
15.3%
District 1
40.0%
12.5%
District 2
37.6%
11.8%
District 3
37.1%
15.7%
District 4
32.0%
18.0%
District 5
31.8%
12.7%
District 6
45.7%
14.3%
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Confidential Trade Secret
Policy Priorities
Mean
Ensuring government transparency
4.62
Reducing crime
4.45
Supporting community health and safety
4.43
Conserving water
4.43
Attracting and retaining high-quality jobs
4.42
Protecting taxpayers
4.37
Addressing homelessness
4.33
Promoting sustainability
4.09
Fostering robust workforce training and development
3.92
Investing in vibrant and attractive neighborhoods
3.61
Attracting high-quality retail and restaurants
3.54
12
Importance
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Confidential Trade Secret
How do you prefer to receive information about City of Mesa services,
projects, and decisions?
39.0%
Email newsletter
24.8%
Social media
24.2%
Letters or postcards
15.4%
Television news
14.8%
Online Publication
13.6%
Flyers
7.4%
Newspaper
6.2%
Radio
3.2%
Mesa’s Channel 11
4.4%
Don't Know
2.8%
Refused
13
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Strategic Planning Session
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Page 1 of 15
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What Elevate Mesa Represents
• Quality growth and development
• Innovative trusted public safety
• Reliable water and infrastructure
• Education and Workforce Readiness
• Transparent, accountable government
Raising the standard for Mesa’s future.
Strategic Planning Session
February 19, 2026
Attachment 2
Page 3 of 15
Why Strategic Focus Matters Now
• State decisions increasingly shape local outcomes
• Growth pressures are uneven across the city
• Fiscal realities demand clearer priorities
The context has changed.
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Attachment 2
Page 4 of 15
The
Pillars
• Quality Growth & Development
• Housing Balance
• Water & Infrastructure
Resilience
• Safe & Innovative Communities
• Education & Workforce
• Neighborhoods:
Standards & Reinvestment
• Transparent Government
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Quality Growth & Development
• Speed and quality matter
• Development must fit Mesa’s character
• Infrastructure readiness is essential
Growth that improves Mesa.
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Page 6 of 15
Housing Balance
• Housing options across life stages
• Multifamily growth balanced with neighborhood
stability
• Homeownership opportunities that build stability
• Infrastructure and services keep pace
Choice, stability, and livability.
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Page 7 of 15
Water & Infrastructure Resilience
• Water stewardship is foundational
• Infrastructure is the resident experience
• Resilience reduces long-term cost and risk
Planning for Mesa’s Future.
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February 19, 2026
Attachment 2
Page 8 of 15
Safe & Innovative Communities
• Innovation serves outcomes, not headlines
• Safety includes neighborhoods and streets
• Transparency strengthens legitimacy
Modern safety with public trust.
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Page 9 of 15
Education & Workforce
• Education as an economic development strategy
• Workforce alignment with Mesa’s growth sectors
• Partnerships that strengthen talent pipelines
Preparing residents for opportunity.
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Page 10 of 15
Neighborhoods: Standards & Reinvestment
• Code compliance protects neighborhoods
• Redevelopment focuses effort where needed most
• City services meet residents where they are
• Education and encouragement build pride of place
Protecting quality of life.
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Attachment 2
Page 11 of 15
Transparent Government
• Clear priorities guide budgets
• Core services remain protected and essential
• Tradeoffs are explicit
• Progress is measurable and public
Trust through clarity.
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Attachment 2
Page 12 of 15
The Elevate Mesa Priority Filter
• Advance an Elevate Mesa pillar
• Protect local control or adapt to state limits
• Strengthen neighborhoods
• Be fiscally sustainable
• Produce measurable outcomes
A strategic priority must:
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Attachment 2
Page 13 of 15
Elevate Mesa in Practice
From vision to results.
• Vision → priorities → budget → outcomes
• Discipline today protects Mesa tomorrow.
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February 19, 2026
Attachment 2
Page 14 of 15
#1 Best-Run City in Arizona
#11 Best-Run City in the U.S.
(WalletHub, 2025)
#2 Safest Large City in the U.S.
(Most recent data from the National Incident-Based
Reporting System or NIBRS)
#4 for Economic Growth
Among Large U.S. Cities
(CoworkingCafe, 2025)
#9 Best Big City to Live In
(U.S. News & World Report, 2025)
Strategic Planning Session
February 19, 2026
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Page 15 of 15
Mesa District 1
Strategic Priorities 2026
Presented by Councilmember Adams
Strategic Planning Session
February 19, 2026
Attachment 3
Page 1 of 7
The 30,000-Foot View
Success Defined: Adopt a proactive, enabling permitting approach that facilitates
redevelopment, and the adaptive reuse of underutilized buildings. Replace overly
restrictive and inflexible regulatory barriers with a “how can we” framework and
attitude that supports responsible development rather than discourage these
activities through excessive regulation.
Vision Statement: Legacy values, future opportunities,
and minimal regulation coupled with a “yes we can”
attitude.
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February 19, 2026
Attachment 3
Page 2 of 7
Priority 1: Keep Mesa Safe and Strengthen
Our Neighborhoods
Smart Growth: Manage infill development to protect existing
neighborhood character. Insure that Code Compliance efforts are fair
and non-discriminatory.
Strategic Economy: Attract ecomonic development that compliments and
respects the character of existing neighborhoods.
Innovative Housing: Advance community-based models such as The Other
Side Village that are not primarily taxpayer funded and address the root
causes of homelessness.
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February 19, 2026
Attachment 3
Page 3 of 7
Priority 2: Protect Our Land Through Responsible
Growth and Stewardship
Mesa will promote stable, livable neighborhoods by balancing private property rights
with the preservation of community character through responsible infill. Adaptive reuse is
neither restricted nor overly regulated. By streamlining the development process to ensure
accountability and speed, the city will eliminate overly burdensome permitting and regulatory
barriers to growth while actively facilitating new homeownership opportunities.
This balanced approach ensures that all new development respects existing residents, assures
that developer commitments are met, and strengthens the overall community.
Strategic Planning Session
February 19, 2026
Attachment 3
Page 4 of 7
Priority 3: Promote Economic Growth That
Supports Our Community
Sustainable growth depends on consistent policies that support investment while protecting
the quality of life for residents. Mesa should project the attitude that we are “Open for
Business” and therefore be supportive of small businesses in particular. We should reduce or
eliminate regulatory practices that hinder and restrict small business growth unreasonably.
Success Defined: Business attraction and retention is dependent upon these policies as well as
on maintaining high levels of public safety.Mesa enjoys a stable, predictable environment
where new businesses are welcomed, and businesses are confident to invest. Infrastructure
and services are maintained that keep pace with growth, and new economic activity
encourages quality jobs. Consistent policies are in place that ensure balanced growth, support
long-term prosperity, and protect the quality of life for residents.
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Attachment 3
Page 5 of 7
Partnerships & Resources
Collaboration: The Office of Management & Budget is key, plus Public Safety, Development Services,
Neighborhood Services, Economic Development, and Housing & Community Development.
Community Partners: Local neighborhood associations, urban farming and community gardening
organizations, organizations that deliver effective solutions to homelessness without primarily relying on
public funding, developers committed to responsible infill, affordable housing advocates, and business
groups that support economic growth initiatives.
Barriers: Finance and budget is the main limiting factor. Revenues and expenditures must be brought into
balance, and reserve thresholds set by Council must be observed. The practice of uniform, across-the-
board reductions, applied without regard to function or value delivered is ineffective and should be
abandoned. Essential functions may warrant increased funding, while activities that do not meet core
objectives should be reduced or eliminated. Financial discipline requires deliberate choice.
Strategic Planning Session
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Attachment 3
Page 6 of 7
In District 1 we Elevate Mesa by…
…prioritizing safety, responsible growth, and sustainable economic
development, these initiatives raise the standard for Mesa by creating safe,
vibrant, and livable neighborhoods.
They ensure development aligns with community character while supporting
homeownership, affordable housing, and a business climate that attracts
investment and quality jobs. Together, they strengthen community
connections, enhance shared spaces through urban farming and gardens, and
reflect a fiscally responsible, targeted approach to budgeting that supports
thoughtful, inclusive, and sustainable growth.
Strategic Planning Session
February 19, 2026
Attachment 3
Page 7 of 7
Mesa District 2
Strategic Priorities 2026
Presented by Councilmember Taylor
Strategic Planning Session
February 19, 2026
Attachment 4
Page 1 of 5
The 30,000-Foot View
Success Defined: Within one year, at least one key redevelopment area in
District Two – Buckhorn Baths would quantifiably prove reduced calls for
service, increased local sales tax generation, and fewer resident complaints
compared to the prior year.
Vision Statement: A model family-oriented safe, affordable, vibrant,
gathering place community with revitalized spaces. District Two will be a
model family-oriented community, offering safe, neighborly suburban living
anchored by vibrant local places to shop, dine, and gather year-round.
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February 19, 2026
Attachment 4
Page 2 of 5
Priority 1: Redevelopment Opportunities
D2 Significantly lacks the relevant redevelopment and infill development seen today that
revives economic growth and community stability. Drive the district and one will see
blight, functional obsolescence, and deterioration along Main Street and in several strip
mall shopping centers, Buckhorn Baths, the homeless hotels, and AZ Golf Resort.
Desired Outcome: Targeted redevelopment and infill investment transform functionally
obsolete and underperforming commercial sites in District Two into active,
neighborhood-scaled destinations that strengthen local businesses, improve public safety
indicators, and reinforce surrounding residential stability.
Strategic Planning Session
February 19, 2026
Attachment 4
Page 3 of 5
Partnerships & Resources
Collaboration: District Residents; Economic Development; Planning & Zoning;
Development Services; Police and Code Compliance; Transportation; City Council
leadership; property owners; neighborhood-scale developers; local business
operators; and community-focused lenders.
Barriers: Lack of a clear, consistent, and district-specific redevelopment framework
that gives staff, property owners, and developers confidence to invest in
neighborhood-scaled revitalization. Capital follows clarity. Without a predictable
framework, even available funding and incentives fail to activate redevelopment.
Strategic Planning Session
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Attachment 4
Page 4 of 5
In District 2 we Elevate Mesa by…
… revitalizing aging commercial areas, strengthening and improving
our local businesses, and public safety while preserving stable
suburban neighborhoods—creating a replicable model for real and
sustainable growth, increased tax base resilience, and stronger
community cohesion citywide.
Strategic Planning Session
February 19, 2026
Attachment 4
Page 5 of 5
Mesa District 3
Strategic Priorities 2026
Presented by Councilmember Heredia
Strategic Planning Session
February 19, 2026
Attachment 5
Page 1 of 7
The 30,000-Foot View
Success Defined: Visible progress and momentum in key redevelopment
areas, including Fiesta Mall, Riverview, and Main Street, that reinforce the
district as a vibrant place to live, work, and play.
Vision Statement: Enhancing Placemaking
Opportunities through strategic redevelopment and
reinvestment.
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Attachment 5
Page 2 of 7
Priority 1: Redevelopment
Several long-standing commercial centers are at critical transition
points and require continued focus to move from planning to
active redevelopment.
Desired Outcome: Advance redevelopment efforts in priority
areas such as Fiesta Mall, the ongoing Asian District, and
Riverview, positioning these centers for long-term economic
vitality and community use.
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February 19, 2026
Attachment 5
Page 3 of 7
Priority 2: Infrastructure
Aging and evolving infrastructure must keep pace with
redevelopment and growth, from streets and mobility to
utilities and public services.
Desired Outcome: Maintain an up-to-date understanding of
infrastructure needs and prioritize strategic investments that
support redevelopment, safety, and future growth.
Strategic Planning Session
February 19, 2026
Attachment 5
Page 4 of 7
Priority 3: Quality of Life
As the district grows and diversifies, community needs continue
to evolve—requiring constant attention to parks, public safety,
and neighborhood well-being.
Desired Outcome: Enhance quality of life by improving parks,
supporting neighborhood safety, and staying responsive to the
diverse needs of residents and
businesses.
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February 19, 2026
Attachment 5
Page 5 of 7
Partnerships & Resources
Collaboration:
Key City Departments: Development Services (Planning), Economic
Development, Urban Transformation.
External Partners: Developers, small businesses, and local stakeholders
Barriers: Limited time and resources to move multiple complex initiatives
forward simultaneously.
Strategic Planning Session
February 19, 2026
Attachment 5
Page 6 of 7
In District 3 we Elevate Mesa by…
… transforming major areas of the city over the next
several years, elevating Mesa as a destination
community, strengthening it’s identity as a place to
live, work, and play for current residents and future
generations.
Strategic Planning Session
February 19, 2026
Attachment 5
Page 7 of 7
Mesa District 4
Strategic Priorities 2026
Presented by Councilmember Duff
Strategic Planning Session
February 19, 2026
Attachment 6
Page 1 of 7
The 30,000-Foot View
Twelve months from now, success is celebrating the formal launch of the
Light Walk corridor with early infrastructure improvements, and
development commitments that clearly position Downtown Mesa as the
region’s leading hub for arts, innovation, and entrepreneurship.
Vision Statement: The Downtown Arts and Innovation
District is a vortex of creativity & opportunity, leading the
way into the 22nd century.
Strategic Planning Session
February 19, 2026
Attachment 6
Page 2 of 7
Priority 1: Arts & Innovation District
Leverage Downtown Mesa assets—Mesa Arts Center, ASU MIX and future schools, The
Studios, Mesa Business Builder, Mesa Convention Center, Mesa Amphitheatre, and
emerging innovation spaces into a unified ecosystem to drive Mesa’s creative economy
instead of functioning as adjacent destinations
Desired Outcome: Establish the Light Walk as a recognizable, branded corridor that physically
and culturally connects arts, education, innovation, and entrepreneurship. This includes
coordinated wayfinding, lighting, public art and private-sector interest that signals momentum
and investability
Strategic Planning Session
February 19, 2026
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Priority 2: Catalyze Vertical Growth and Job
Creation Along the Arts & Innovation Corridor
Attract creatives, employers, and professional-wage jobs while managing growth
responsibly and leveraging ASU’s educational pipeline
Desired Outcome: Position the Arts & Innovation District for thoughtful vertical
development—supporting ASU expansion, incubation and office space, hotels,
and employment centers—while attracting creative technologies and
innovation-driven employers that generate long-term economic returns.
Strategic Planning Session
February 19, 2026
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Priority 3: Build a Walkable, Multimodal
Downtown Core
Growth and redevelopment will fail without a people-first mobility system that
prioritizes safety, accessibility, and connectivity—especially as Downtown and
West Mesa merge.
Desired Outcome: Advance implementation of Downtown Mesa’s Micro
Mobility Plan, including protected pathways for walking, biking, scooters, and
emerging technologies. Establish momentum toward an autonomous downtown
shuttle and strengthen light rail integration to ensure seamless first- and last-
mile connections for residents, workers, and visitors
Strategic Planning Session
February 19, 2026
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Partnerships & Resources
Collaboration: Office of Urban Transformation, Economic
Development, Development Services, Engineering, Transportation,
Transit, Mesa Arts Center, Parks, Recreation, & Community
Facilities, ASU
Barriers: Funding and Council support. Funding for the Light Walk,
ASU expansion and renovation of the Mesa Convention Center and
Mesa Amphitheater.
Strategic Planning Session
February 19, 2026
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In District 4 we Elevate Mesa by…
…transforming Downtown into a nationally competitive Arts & Innovation
District—one that attracts talent, investment, and opportunity. Being people-
centered and connected is an essential component for success. The Light Walk is
not just a corridor; it is a platform for economic growth, creative connection, and
mobility innovation that positions Mesa as a destination for 22nd-century ideas,
jobs, and lifestyles.
When realized, this vision unites Downtown and West Mesa into a single, vibrant
area—driving prosperity rooted in creativity, connectivity, and opportunity.
Strategic Planning Session
February 19, 2026
Attachment 6
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Mesa District 5
Strategic Priorities 2026
Presented by Councilmember Goforth
Strategic Planning Session
February 19, 2026
Attachment 7
Page 1 of 7
The 30,000 Foot View
Success Defined: A culture and regulatory shift in the city that attracts
distinctive, sustainable, development while preserving residents’ quality of
life and community values.
Vision Statement: To champion progress that
elevates quality of life, strengthens identity, and
drives economic vitality.
Strategic Planning Session
February 19, 2026
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Priority 1: Public Safety
Through recruitment, retention and data-driven
innovation in public safety we will continue to maintain
our status as the safest city in our population category.
Strategic Planning Session
February 19, 2026
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Priority 2: Responsive and Market Differentiated
Development
Capital markets favor large-scale projects by institutional developers resulting in
national tenants and less productive use of space. This results in residents traveling
outside their communities to surrounding cities for unique shopping, eating and
entertainment.
Through responsive and market differentiated development we can attract mixed-use
placemaking with clusters of small-scale activity that are unique, connected, and high-
quality adding layers of texture to neighborhoods that reflect their existing character.
Strategic Planning Session
February 19, 2026
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Priority 3: Executive Business Aviation
Airport at Falcon Field
Updating and implementing Falcon Field Airport Master Plan and
Falcon District Strategic Plan
Success Defined: A thriving Falcon District anchored by Falcon Field
Airport, which attracts employment, supports high quality retail,
restaurant and hospitality and is in balance with the quality of life
of the people who live in it.
Strategic Planning Session
February 19, 2026
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Partnerships & Resources
Collaboration: MPD and MFMD, Falcon Field airport, Economic
Development, and Development Services.
Barriers: Perception of Mesa, its people and organization that
this kind of progress will not be successful.
Strategic Planning Session
February 19, 2026
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In District 5 we Elevate Mesa by…
…raising the standard for Mesa’s future through increasing
the tax base, building community wealth, and attracting
talent that strengthens the long-term prosperity for all
residents.
Strategic Planning Session
February 19, 2026
Attachment 7
Page 7 of 7
Mesa District 6
Strategic Priorities 2026
Presented by Vice Mayor Somers
Strategic Planning Session
February 19, 2026
Attachment 8
Page 1 of 8
The 30,000-Foot View
Success Defined: In the next 12 months I would like to have
agreements in place for generational projects like Legacy Park and
ASU Polytechnic Innovation Zone.
Vision Statement: Southeast Mesa will emerge as a center of regional
importance by leveraging strategic partnerships to anchor a resilient
local economy that supports strong neighbor entertainment
destinations.
Strategic Planning Session
February 19, 2026
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Priority 1: The Economy
Attract sectors that bring more high-value jobs per acre (goal is
100,000 new jobs).
Desired Outcome: Attract more investment from businesses in
aerospace, advanced manufacturing, semiconductor production
(not just logistics), healthcare (providers, research,
pharmaceuticals) and tourism. Motivate ASU to move forward on
Innovation Zone. Incentivize accelerated redevelopment of
declining areas like Superstition Mall.
Strategic Planning Session
February 19, 2026
Attachment 8
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Priority 2: The Land
Improve synergy of development.
Desired Outcome: Create thoughtful transitions between
residential and industrial areas. Optimize remaining land near
Gateway Airport for greater job growth and economic impact.
Pursue a more cohesive live, work, play, learn environment by
incorporating elements of the Mesa Gateway Strategic
Development Plan.
Strategic Planning Session
February 19, 2026
Attachment 8
Page 4 of 8
Strategic Planning Session
February 19, 2026
Attachment 8
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Priority 3: The People
Reinforce focus on Quality Retail Initiatives with measures.
(build on the program)
Desired Outcome: Vigorously pursue new retail,
entertainment, and dining options. Develop enhanced
strategies to demonstrate demand for these types of
investments. Set higher expectations and sense of urgency on
Legacy Park development.
Strategic Planning Session
February 19, 2026
Attachment 8
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Partnerships & Resources
Collaboration
●
ASU Polytechnic - Innovation District can be a significant launch point for advanced manufacturing.
●
Vestar has a vision for updated retail and full-service hospitality (a once in a lifetime opportunity).
●
Development Services, City Attorney, and City Manager’s Office are the key internal actors needed
to get this done.
●
SRP for both water and power resources.
Barriers
●
The long-term vision has too often given way to short-term gain.
●
Resources: We are managing the water challenges well and investing in our long-term portfolio, but
this will remain an ongoing issue.
●
Power: Capacity for advanced manufacturing attraction and expansion is dwindling. SRP is key here.
Mesa needs safe, long-term generating solutions or innovation from key partners.
Strategic Planning Session
February 19, 2026
Attachment 8
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In District 6 we Elevate Mesa by…
●Jobs and economic growth support citywide services,
infrastructure, and public safety.
●Smart development maintains the strength of communities and
quality of life that constituents want.
●Raising the bar for development in District 6 sets an expectation
for the types of infill and redevelopment we want to see across
the city.
Strategic Planning Session
February 19, 2026
Attachment 8
Page 8 of 8
Mayor
Freeman
Quality Growth +
Development
Housing Balance
Water +
Infrastructure
Resilience
Safe +
Innovative
Communities
Education +
Workforce
Neighborhoods:
Standards +
Reinvestment
Transparent
Gov.
Vice Mayor
Somers
The Land
The People
The Economy
Councilmember
Adams
Promote Economic
Growth That Supports
Our Community
Protect Our Land
Through Responsible
Growth & Stewardship
Keep Mesa Safe +
Strengthen Our
Neighborhoods
Councilmember
Taylor
Redevelopment
Opportunities
Councilmember
Heredia
Redevelopment
Infrastructure
Quality of Life
Councilmember
Duff
Arts & Innovation
District
Build a Walkable,
Multimodal Downtown
Core
Catalyze Vertical
Growth and Job
Creation Along
the Arts &
Innovation
Corridor
Councilmember
Goforth
Responsive and Market
Differentiated
Development
Executive Business
Aviation Airport at
Falcon Field
Public Safety
Strategic Planning Session
February 19, 2026
Attachment 9
Page 1 of 2
Reflections & Resolutions
• Quality Growth &
Development -
• Housing Balance
• Water & Infrastructure
Resilience
• Safe & Innovative
Communities
• Education & Workforce
• Neighborhoods:
Standards & Reinvestment
• Transparent Government
Strategic Planning Session
February 19, 2026
Attachment 9
Page 2 of 2
Placemaking
place·mak·ing verb \ˈplās-ˌmā-kiŋ\
Definition:
To construct, operate, and/or activate a
physical space in ways that enhance and
strengthen community connection and
improve the user experience.
Strategic Planning Session
February 19, 2026
Attachment 10
Page 1 of 2
Placemaking Brainstorm
Use the sticky notes and sharpies to share your ideas.
One idea per sticky note.
How does placemaking Elevate Mesa?
What elements of placemaking are important to you?
What location needs to be top priority for placemaking?
(Only your top two answers for this question please.)
Strategic Planning Session
February 19, 2026
Attachment 10
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Strategic Discussion
BUDGET
Strategic Planning Session
February 19, 2026
Attachment 11
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Strategic Discussion
ECONOMIC
DEVELOPMENT
Strategic Planning Session
February 19, 2026
Attachment 11
Page 2 of 3
How does
placemaking Elevate
Mesa?
Economic Vitality and
Investment
Identity, Branding, and City
Pride
Social Connectivity and
Community Fabric
Livability and Quality of
Experience
What location needs
to be top priority for
placemaking?
Downtown (4)
Legacy Park / AZ Athletic
Grounds (5)
Fiesta Mall (2)
Other Locations: Red Mountain,
Falcon Field, Mesa Riverview,
Longbow, Dana Park, Buckhorn
What elements of
placemaking are
important to you?
Social Connectivity and
Human-Centric Design
Experience and Aesthetic
“Magnetism”
Integration with Nature and
Amenities
Economic and Functional
Infrastructure
Placemaking Report
Strategic Planning Session
February 19, 2026
Attachment 11
Page 3 of 3