Extracted text (via pymupdf)
4312 characters
Executive Leadership Team Strategic Framework Action Plan 2021-2023 • Complete employment corridor area plan updates currently in progress, expanding affected planning areas where appropriate. • Identify strategies for development of inside-the-fence vacant Airport properties per the 2021 Airport Master Plan. • Update infill and redevelopment strategies, resources, policies, and codes. • Expand the City’s partnerships with Arizona State University, the University of Arizona, Chandler- Gilbert Community College, and other higher education institutions. • Evaluate future locations and resources needed for large-scale events to attract visitors. • Increase the City’s electric vehicle fleet and charging stations. • In partnership with private utilities, develop a strategy for increased power production at City facilities from solar and/or renewable sources with a goal of lowering operating costs. • Recommend development policies that support a more sustainable community. • Identify manual processes for conversion to automated (internal and external). • Continue technology enhancements to support mobility and efficiency solutions. • Update brand standards and communication technologies to promote a connected city. • Initiate first phase of upgrades to City’s fiber infrastructure. Economic Vitality Innovation and Technology • Expand and/or renew pilot programs for microtransit, multimodal transportation, and intelligent transportation systems, including in underserved areas of Chandler. • Initiate bike/pedestrian studies for connecting employment, recreation, neighborhood, and entertainment nodes. • Finalize Proposition 400 Extension efforts in cooperation with regional partners and monitor availability of federal infrastructure grant opportunities. • With employer input, determine appropriate transit solutions for employment corridors. • Initiate the next phase of the LED streetlight replacement program. • Complete design of new bike lane projects, connecting points of interest and fixing system gaps. • Using U.S. Census 2020 results and other data sources, identify diversity programs tailored to specific areas of the community. • Integrate planning, programming, and communication efforts across City departments and partner agencies to positively impact disadvantaged neighborhoods. • Initiate the City’s first Rental Assistance Demonstration (RAD) development agreement to reposition the Public Housing Authority, including a focus on maintaining senior housing options. • Review development codes and other tools to facilitate diversity of housing choices. • Identify unique themes and appropriate funding for new and revitalized infrastructure, particularly aging neighborhood parks. • Support area school districts in maintaining or enhancing local schools as neighborhood anchors. Mobility Neighborhoods • Evaluate resources needed to address community behavioral health issues and promote healthy lifestyles. • Complete planned parks and veterans’ monument. • Develop a plan for addressing crime, infrastructure, and other community issues in identified neighborhoods. • Pursue grant opportunities for visual and performing arts, including outside the downtown area. • Identify new technologies to improve recreational facility user experience and safety. • Review field allocation policies and strengthen partnerships with youth/amateur sports organizations, including activating underutilized facilities for programming, per 2021 Parks Strategic Master Plan • Recommend fiscally sustainable strategies for addressing homelessness and panhandling activities in Chandler. • Continuously monitor and recommend strategies for enhancing the City’s utility infrastructure and water resources portfolio. • Enhance existing City buildings based on recent space utilization and condition assessments. • Promote voter education on bonds and home rule initiatives. • Seek opportunities to use one-time dollars to create ongoing savings. • Maximize the use of grants and partnerships to achieve strategic goals. • Recommend programs and strategies to continue building a 21st century workforce. • Continue the City’s plan to pay down its Public Safety Personnel Retirement System (PSPRS) obligations. Quality of Life Good Governance