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Home My WebLink AboutAGENDApacket__06-23-21_1253_189 NOTICE OF MEETING REGULAR MEETING STRATEGIC PLANNING ADVISORY COMMISSION Chairman John Craft, Jr. Vice Chairman Patrick Garman Commissioner Chad Bernick Commissioner Gerard Bisceglia Commissioner Mary Edman Commissioner Cynthia Magazine Commissioner John McHugh TIME:4:00 P.M. – REGULAR MEETING WHEN:WEDNESDAY, JUNE 23, 2021 WHERE:FOUNTAIN HILLS COUNCIL CHAMBERS 16705 E. AVENUE OF THE FOUNTAINS, FOUNTAIN HILLS, AZ Commissioners of the Town of Fountain Hills will attend either in person or by telephone conference call; a quorum of the Town’s Council, various Commission, Committee or Board members may be in attendance at the Commission meeting. Notice is hereby given that pursuant to A.R.S. §1-602.A.9, subject to certain specified statutory exceptions, parents have a right to consent before the State or any of its political subdivisions make a video or audio recording of a minor child. Meetings of the Commission are audio and/or video recorded and, as a result, proceedings in which children are present may be subject to such recording. Parents, in order to exercise their rights may either file written consent with the Town Clerk to such recording, or take personal action to ensure that their child or children are not present when a recording may be made. If a child is present at the time a recording is made, the Town will assume that the rights afforded parents pursuant to A.R.S. §1-602.A.9 have been waived. REQUEST TO COMMENT The public is welcome to participate in Commission meetings. TO SPEAK TO AN AGENDA ITEM, please complete a Request to Comment card, located in the back of the Council Chambers, and hand it to the Executive Assistant prior to discussion of that item, if possible. Include the agenda item on which you wish to comment. Speakers will be allowed three contiguous minutes to address the Commission. Verbal comments should be directed through the Presiding Officer and not to individual Commissioners. TO COMMENT ON AN AGENDA ITEM IN WRITING ONLY, please complete a Request to Comment card, indicating it is a written comment, and check the box on whether you are FOR or AGAINST and agenda item, and hand it to the Executive Assistant prior to discussion, if possible. Strategic Planning Advisory Commission Meeting of June 23, 2021 1 of 3 1.CALL TO ORDER – Chairman Craft 2.ROLL CALL – Chairman Craft 3.CALL TO THE PUBLIC Pursuant to A.R.S. §38-431.01(H), public comment is permitted (not required) on matters NOT listed on the agenda. Any such comment (i) must be within the jurisdiction of the Commission, and (ii) is subject to reasonable time, place, and manner restrictions. The Commission will not discuss or take legal action on matters raised during Call to the Public unless the matters are properly noticed for discussion and legal action. At the conclusion of the Call to the Public, individual commissioners may (i) respond to criticism, (ii) ask staff to review a matter, or (iii) ask that the matter be placed on a future Commission agenda. 4.CONSIDERATION OF Approving the May 26, 2021, Meeting Minutes. 5.UPDATE ON Vision Fountain Hills 6.UPDATE ON Strategic Priority 2 - Financial Sustainability 7.REVIEW AND CONSIDERATION OF Workgroups' Strategies 8.DISCUSSION AND CONSIDERATION OF a Date and Format with Town Staff for a Preview of the New Strategic Plan 9.ADJOURNMENT Strategic Planning Advisory Commission Meeting of June 23, 2021 2 of 3 CERTIFICATE OF POSTING OF NOTICE The undersigned hereby certifies that a copy of the foregoing notice was duly posted in accordance with the statement filed by the Strategic Planning Advisory Commission with the Town Clerk. Dated this 22nd day of June, 2021. _____________________________________________ Angela Padgett-Espiritu, Executive Assistant The Town of Fountain Hills endeavors to make all public meetings accessible to persons with disabilities. Please call 480-816-5199 (voice) or 1-800-367-8939 (TDD) 48 hours prior to the meeting to request a reasonable accommodation to participate in the meeting or to obtain agenda information in large print format. Supporting documentation and staff reports furnished the Commission with this agenda are available for review in the Town Manager's Office. Strategic Planning Advisory Commission Meeting of June 23, 2021 3 of 3 ITEM 4. TOWN OF FOUNTAIN HILLS STAFF REPORT Meeting Date: 06/23/2021 Meeting Type: Strategic Planning Advisory Commission Agenda Type: Submitting Department: Administration Prepared by: Angela Padgett-Espiritu, Executive Assistant to Manager, Mayor/Council Staff Contact Information: Angela Padgett-Espiritu, Executive Assistant to Manager, Mayor/Council Request to Strategic Planning Advisory Commission (Agenda Language): CONSIDERATION OF Approving the May 26, 2021, Meeting Minutes. Staff Summary (Background) The intent of approving meeting minutes is to ensure an accurate account of the discussion and action that took place at the meeting for archival purposes. Approved minutes are placed on the Town's website and maintained as permanent records in compliance with state law. Staff recommends approving the May 26, 2021, meeting minutes. Attachments May 26, 2021 Meeting Minutes Form Review Form Started By: Angela Padgett-Espiritu Started On: 05/26/2021 04:59 PM Final Approval Date: 05/26/2021 D R A F T TOWN OF FOUNTAIN HILLS MINUTES OF THE REGULAR MEETING OF THE FOUNTAIN HILLS STRATEGIC PLANNING ADVISORY COMMISSION MAY 26, 2021 NOTICE OF MEETING REGULAR MEETING STRATEGIC PLANNING ADVISORY COMMISSION Chairman John Craft, Jr. Commissioner Chad Bernick Commissioner Gerard Bisceglia Commissioner Mary Edman Commissioner Patrick Garman Commissioner Cynthia Magazine Commissioner John McHugh TIME:4:00 P.M. – REGULAR MEETING WHEN:WEDNESDAY, MAY 26, 2021 WHERE:FOUNTAIN HILLS COUNCIL CHAMBERS 16705 E. AVENUE OF THE FOUNTAINS, FOUNTAIN HILLS, AZ Commissioners of the Town of Fountain Hills will attend either in person or by telephone conference call; a quorum of the Town’s Council, various Commission, Committee or Board members may be in attendance at the Commission meeting. Notice is hereby given that pursuant to A.R.S. §1-602.A.9, subject to certain specified statutory exceptions, parents have a right to consent before the State or any of its political subdivisions make a video or audio recording of a minor child. Meetings of the Commission are audio and/or video recorded and, as a result, proceedings in which children are present may be subject to such recording. Parents, in order to exercise their rights may either file written consent with the Town Clerk to such recording, or take personal action to ensure that their child or children are not present when a recording may be made. If a child is present at the time a recording is made, the Town will assume that the rights afforded parents pursuant to A.R.S. §1-602.A.9 have been waived. REQUEST TO COMMENT The public is welcome to participate in Commission meetings. TO SPEAK TO AN AGENDA ITEM, please complete a Request to Comment card, located in the back of the Council Chambers, and hand it to the Executive Assistant prior to discussion of that item, if possible. Include the agenda item on which you wish to comment. Speakers will be allowed three contiguous minutes to address the Commission. Verbal comments should be directed through the Presiding Officer and not to individual Commissioners. TO COMMENT ON AN AGENDA ITEM IN WRITING ONLY, please complete a Request to Comment card, indicating it is a written comment, and check the box on whether you are FOR or AGAINST and agenda item, and hand it to the Executive Assistant prior to discussion, if possible. 1.CALL TO ORDER – Chairman Craft at 4:00 p.m. 2.ROLL CALL – Chairman Craft Present: John W. Craft, Jr., Chairman; Cynthia Magazine, Commissioner; John McHugh, Commissioner; Patrick Garman, Commissioner; Mary Edman, Commissioner; Gerard Bisceglia, Commissioner Absent: Chad Bernick, Commissioner Staff Present: Deputy Town Manager David Trimble; Executive Assistant Angela Padgett-Espiritu 3.CALL TO THE PUBLIC Pursuant to A.R.S. §38-431.01(H), public comment is permitted (not required) on matters NOT listed on the agenda. Any such comment (i) must be within the jurisdiction of the Commission, and (ii) is subject to reasonable time, place, and manner restrictions. The Commission will not discuss or take legal action on matters raised during Call to the Public unless the matters are properly noticed for discussion and legal action. At the conclusion of the Call to the Public, individual commissioners may (i) respond to criticism, (ii) ask staff to review a matter, or (iii) ask that the matter be placed on a future Commission agenda. 4.UPDATE ON New Commissioners Chair Craft welcomed new Commissioner Mary Edmond and asked that she share her background. Commissioner Edmond said that she is from Chicago and has been in Fountain Hills for four years. She has an MBA and has worked in sales and marketing. Additionally, she had her own business for 15 years and was a manufacturer’s representative that worked in the textile and design field. The Commissioners welcomed new Commissioner Edmond and shared their background. 5.CONSIDERATION OF Approving the April 28, 2021, Meeting Minutes MOVED BY Commissioner Gerard Bisceglia, SECONDED BY Commissioner John McHugh To APPROVE the minutes of the April 28, 2021, commission meeting. Vote: 6 - 0 - Unanimously 6.DISCUSSION AND CONSIDERATION OF Appointing a Chairperson MOVED BY Commissioner Gerard Bisceglia, SECONDED BY Commissioner John McHugh To REAPPOINT Chairman John Craft to Chairman. Vote: 6 - 0 - Unanimously 7.DISCUSSION AND CONSIDERATION OF Appointing a Vice-Chairperson MOVED BY Commissioner John McHugh, SECONDED BY Commissioner Cynthia Magazine To APPOINT Commissioner Patrick Garman to Vice Chairman. Vote: 6 - 0 - Unanimously Vote: 6 - 0 - Unanimously 8.UPDATE ON Vision Fountain Hills Chair Craft reported that Vision Fountain Hills’ second survey honed in on six key areas that came as a result of the initial survey. As of today, they are approaching 400 responses, with 80% of the responses from full-time residents with the majority of them over the age of 65. Tammy Bell, who is the Chairperson for Vision Fountain Hills will give a formal presentation and summary at the June 23 rd Commission Meeting. 9.UPDATE ON the 2017 Strategic Plan Performance Chair Craft reported that Commissioner Bisceglia has provided a multi-page summary of the current status of the 2017 Strategic Plan’s tasks (see attached) to see if any tasks are still relevant and may want to consider rolling into the existing plan. Commissioner Bisceglia reported that he had a meeting with Town Manager Miller and went through each task. He said that most of the tasks are ongoing, some tasks are either completed or no longer relevant and that Town Manager Miller indicated that he would address his thoughts along with his managers in terms of what they can do to continue to secure revenues. 10.UPDATE ON Workgroups Final Strategy Documents Chair Craft reported that Commissioner Garman has taken the three products that were developed by the commission workgroups, focusing on the priorities moving forward, and organized them into a fluid presentation (see attached). Commissioner Garman reported that he gave each workgroup the same format, beginning with a preamble and then with the signature strategy(s), and added each workgroup’s plan into one document creating a flow that could be added and built upon. He commented that he made additions to the Economic Development Plan, with Chair Craft’s permission but kept the Infrastructure, and the Health, Wellness, and Safety the same, and that an Executive Summary and Statement from the Mayor could be added, as well as, any additional items. Chair Craft acknowledged the feedback received from the Commissioners and commended Commissioner Garman for doing a great job pulling it together and, augmenting it in a couple of areas. He said that any decisions made right now would be premature with regard to adding or deleting and recommended having a final review at the June 23, 2021, Commission meeting. 11.DISCUSSION OF SPAC 2021 Work Schedule / Timelines Chair Craft shared with the commission the Work Schedule for the 2021 FH Strategic Plan (see attached) and the importance of having such a schedule as they near the finish line for completion of the 2021 Strategic Plan. 12.DISCUSSION AND CONSIDERATION OF An Additional Commission Meeting on August 25, 2021 MOVED BY Commissioner John McHugh, SECONDED BY Commissioner Gerard Bisceglia to APPROVE an additional meeting on August 25, 2021. Vote: 6 - 0 - Unanimously 13.REPORTS BY COMMISSIONERS AND TOWN MANAGER Deputy Town Manager Trimble gave an update on Town Manger Miller. He said that Town Manager Miller is planning to be back in the office on Tuesday after Memorial Day. 14.ADJOURNMENT MOVED BY Commissioner John McHugh, SECONDED BY Commissioner Cynthia Magazine To adjourn at 5:13 p.m. Vote: 6 - 0 - Unanimously STRATEGIC PLANNING ADVISORY COMMISSION ____________________________ John W. Craft, Jr., Chairman ATTEST AND PREPARED BY: ______________________________ Angela Espiritu, Executive Assistant CERTIFICATION I hereby certify that the foregoing minutes are a true and correct copy of the minutes of the Regular Meeting held by the Fountain Hills Strategic Planning Advisory Commission in the Town Hall Council Chambers on the 26th day of May, 2021. I further certify that the meeting was duly called and that a quorum was present. DATED this 23rd day of June, 2021. _________________________________ Angela Espiritu, Executive Assistant 1 Fountains Hills Strategic Planning Advisory Commission Strategic Plan 2021 2 Fountains Hills Strategic Planning Advisory Commission Economic Development Work Group John Craft, Gerard Bisceglia, and Patrick Garman May 2021 Strategic Priority (SP): Focus on collaborative economic development. Preamble: An essential element of a thriving community is its economy. Fountain Hills is a small, active community whose long-term sustainability requires an effective targeted economic development plan. Economic development has become a hotly debated topic and a much sought-after goal in towns across America. Industrial recruitment and reliance on outside funding are giving way to locally based finance and entrepreneurial activity. Fountain Hills needs to take advantage of its unique local resources and leadership to develop its own successful economy in a way that continues to appeal to its residents and business community. Presently, the local chamber of commerce and the Town actively, but separately, work to support new and existing business growth. The following strategies and their supporting tasks attempt to address the opportunity of establishing a more unified and focused business development effort locally. Our workgroup interviewed Town leadership, Chamber of Commerce, FH Sanitary District and FHCCA. We noted a recurring theme that ‘strength-in-numbers’ was important when pursuing opportunities. Hence, our Strategic Priority focuses on the need for local collaboration. Signature Strategy (S) #1 – Description: Lead the formation of collaborative economic development groups that will act in a concerted effort around a common economic goal. Rationale: The Commission believes that synergy can be achieved if like-minded groups collaborate to strengthen our economic progress. The groups can draw members from municipal governments, regional economic development organizations, nonprofit organizations seeking to help communities, and other stakeholders. Supporting Task (T) A - Form an Economic Development Coalition between the Fountain Hills Town Government, Fountain Hills Chamber of Commerce, and Ft. McDowell Yavapai Nation. The Coalition will collaborate to expand business and tourism opportunities locally. Each party brings unique skills, contacts, and compatible goals to not only recruit business relocation to this area but also support their transition and long-term success. Timeline: <3yrs Complexity: 3 Collaboration potential: Yes 3 Supporting Task (T) B – Form an Economic Development Task Force. Ongoing collaboration between the public and private sectors is an important component of economic development. To encourage collaboration, form an economic development task force with representatives from the public and private sectors to discuss how the town could better facilitate economic development. Representatives from the business community could include business owners, property owners, and developers, or leaders from the Chamber of Commerce or other business groups. Timeline: <1yrs Complexity: 2 Collaboration potential: Yes Supporting Task (T) C – Create an educational task force comprised of representatives from the education system, business community, and local government. A high-quality education system supports the local economy by helping to ensure the community has workers with needed skills. Fountain Hills should work more closely with the local schools to improve education by supporting school programs and building connections between government and the education sector. Timeline: <2yrs Complexity: 4 Collaboration potential: Yes Signature Strategy (S) # 2 – Description: Retain existing businesses and attract new ones. Rationale: Existing businesses are the foundation of any economic growth strategy. By building on what already exists, cities can support current businesses and create a strong foundation. Attracting new businesses is often most effective when the effort is tailored to the industries compatible with local economic, space, environmental, and demographic characteristics. Supporting Task (T) A - Develop industry-specific action plans for retaining existing businesses and recruiting new ones for the following sectors: 1) Health and wellness, 2) Professional services, and 3) S.T.E.M. Timeline: <2yrs Complexity: 5 Collaboration potential: Yes Supporting Task (T) B – Develop and promote an effective brand image that emphasizes Fountain Hills’ livability, healthfulness, and safety to prospective businesses. Timeline: <3yrs Complexity: 2 Collaboration potential: Yes Supporting Task (T) C – Develop and maintain an economic development website and business metrics database. Create and maintain an economic development website that functions as a one stop shop to help new and existing business owners with business startup, or expansion. This website would include a step-by-step guide to starting, or expanding a business in the city, links to important contacts and forms, and links to resources outside the community, such as loan programs from the Small Business Administration or community development financial institutions or technical assistance from a regional small business development center. A business metrics 4 database would track the overall business health of the community and monitor the effectiveness of economic development initiatives. Timeline: <2yrs Complexity: 3 Collaboration potential: Yes Supporting Task (T) D – Streamline the permitting process. Review existing permit and approval processes, and give businesses investing in downtown and other infill locations an expedited permit process to shorten the timeline and reduce development costs. Timeline: <2yrs Complexity: 5 Collaboration potential: N/A Signature Strategy (S) #3 – Description: Increase local economic development literacy. Rationale: Cultivating civic economic development awareness in current and future local entrepreneurs will increase awareness of the unique opportunities for economic advancement available in Fountain Hills. Supporting Task (T) A – Create a landlord and Bed and Breakfast (B&B) owner education program. A landlord education program will help property owners learn best practices in property management. The program will educate landlords and B&B owners on complying with codes, applicant screening, fair housing rules, lease agreements, the eviction process, running a B&B, and other relevant information. Program benefits will include better property maintenance, safer homes, a more stable tenant base, and lower city costs for code enforcement. Timeline: <4yrs Complexity: 5 Collaboration potential: Yes Supporting Task (T) B – Town student Internships. Offer local government internships for high school or college students. Students have volunteer requirements and want professional experience. Students can often help city staff at little or no cost. Timeline: <2yrs Complexity: 5 Collaboration potential: Yes Supporting Task (T) C – Institute a town government local hiring policy. Local- hiring policies typically require that certain government employees or some percentage of workers on city-funded projects live in the jurisdiction. These policies increase employment opportunities for the local workforce, ensure that government spending is invested back into the community, and reduce commute times for government workers. Timeline: <2yrs Complexity: 5 Collaboration potential: Yes 5 Fountain Hills Strategic Planning Advisory Commission Health, Wellness, and Safety Work Group Cynthia Magazine, John McHugh, and Patrick Garman May 2021 Strategic Priority (SP): Improve the public health, well-being, and safety of our community. Preamble: We focused on identifying Signature Strategies and Supportive Tasks we thought were most likely to help Fountain Hills leaders realize the goal of improving the public health, well-being, and safety of our community. In doing so, we took into consideration: the Town’s economic realities; community input from a variety of sources; the timeline covered by the new strategic plan; relevant trends and future projections; and the need for tasks that are manageable, attainable and measurable. Signature Strategy (S) #1 - Description: Enhance the natural and built environment of Fountain Hills to improve the public health, well-being, and safety of the community. Rationale: While this strategy is broad in scope, it can be easily supported by a number of specific, high priority tasks that fit within the Town’s current constraints regarding both human and financial resources. Supporting Task (T) A - Incorporate public health, well-being, and safety in all Fountain Hills Government policies. Timeline: <1yrs to review current policies, then ongoing for any policy changes or new policies. Complexity: 2 Collaboration potential: N/A Supporting Task (T) B - Promote, expand, and connect open space and recreational facilities to create safe opportunities for physical activities. Timeline: <3yrs Complexity: 3 Collaboration potential: Yes Supporting Task (T) C - Create and publicize an Environmental Plan for Fountain Hills. Timeline: <1yrs Complexity: 4 Collaboration potential: Yes Supporting Task (T) D - Work directly with local environmental organizations to guide and synchronize their efforts in strengthening our community’s connection with its natural surroundings. Timeline: <3yrs Complexity: 3 Collaboration potential: Yes 6 Signature Strategy (S) #2 - Description: Make Fountain Hills a community focused on public health, well-being, and safety. Rationale: While this strategy is broad in scope, it can be easily supported by specific, high priority tasks that fit within the Town’s current constraints regarding both human and financial resources. Supporting Task (T) A - Support the expansion of preventive health and wellness access within the Fountain Hills community. Timeline: <1yrs to assess, then ongoing as opportunities are addressed. Complexity: 2 Collaboration potential: Yes Supporting Task (T) B - Improve the health, well-being, and safety literacy of Fountain Hills residents. Timeline: 3yrs, then ongoing updates. Complexity: 3 Collaboration potential: Yes Supporting Task (T) C - Create awareness of Fountain Hills as a community focused on public health, well-being, and safety. Timeline: <3yrs Complexity: 3 Collaboration potential: Yes Supporting Task (T) D - Develop a Fountain Hills plan for incorporating critical, community-based support services to manage unexpected occurrences. Timeline: <1yrs Complexity: 2 Collaboration potential: Yes Supporting Task (T) E - Support Fountain Hills Schools in promoting the health, well-being, and safety of their students. Timeline: <1yrs to assess, then ongoing as opportunities are addressed. Complexity: 2 Collaboration potential: Yes 7 Fountains Hills Strategic Planning Advisory Commission Infrastructure Work Group Chad Bernick and Patrick Garman May 2021 Strategic Priority (SP): Maintain current infrastructure while preparing the town for emerging infrastructure trends that increase public safety and quality of life. Preamble: Fountain Hills infrastructure plays a vital role in the quality of life for our citizens and we must maintain and prepare it for the future. Fountain Hills infrastructure must be capable of supporting our town’s economy, while holding public safety and quality of life as priorities. There are generally many categories of infrastructure to consider, but focusing solely on Fountain Hills, we identified four that are of particular interest to our town’s residents and elected leadership. This iteration of the Fountain Hills strategic plan will deal with Broadband, Public Parks, Roads, and Energy infrastructure areas. Signature Strategy (S) #1 – Description: Support local Broadband strategic buildouts and deployment efforts while ensuring the preservation of conduit and right of way for future technologies. Rationale: Broadband, a generic term for high-speed internet access, enables students of all ages to learn online and businesses to reach customers and co-workers; facilitates electronic and verbal communications; provides access to healthcare and job openings; and can be the deciding factor of where a company chooses to expand. Supporting Task (T) A – Make co-location of broadband a requirement with existing infrastructure planning as a condition of permit use or where public funding is provided. This includes above-ground infrastructure and the codification of “dig once” policies where service providers install broadband conduit as other infrastructure is installed. Timeline: <2yrs Complexity: 3 Collaboration potential: N/A Supporting Task (T) B - Enact and enforce codes and standards to ensure that utility poles and other structures that support 4G/5G and future telecommunications equipment are structurally sound, reliable, and resilient. Timeline: <3yrs Complexity: 4 Collaboration potential: N/A 8 Signature Strategy (S) #2 – Description: Partner with other government agencies and outside entities e.g. private companies, nonprofit organizations, and volunteer groups, to evaluate and report on the health of the Fountain Hills parks and its asset maintenance/management system. Rationale: Parks support economic prosperity and build thriving, healthy, resilient communities. Besides providing recreational opportunities and green space for all ages, parks provide a suite of ancillary benefits such as higher property values, protection, and improvements to drinking water sources, fewer urban heat islands, and stormwater management. Supporting Task (T) A – Complete a park metric scoring analysis using a nationally recognized system to benchmark the Fountain Hills city park system. Timeline: <2yrs Complexity: 3 Collaboration potential: Yes Supporting Task (T) B - Promote awareness of Community Services Department parks and recreation facilities and offerings by using customer-friendly, interactive media. Timeline: <1yrs Complexity: 3 Collaboration potential: Yes. Signature Strategy (S) #3 – Description: Increase the ease and safety of multi-use aspects of Fountain Hills roads. Rationale: A forward looking road strategy is essential to everyday living in Fountain Hills, providing access to jobs, schools, shopping, healthcare, wellness, and other services while enabling sustainable mobility options such as pedestrian and biking access. Supporting Task (T) A - Work with the Fountain Hills Town Council Subcommittee on Pedestrian and Traffic Safety to identify the roads where lack of a safe and interconnected sidewalk system increases risk to pedestrians and produce a plan and schedule to remedy. Timeline: <2yrs Complexity: 3 Collaboration potential: Yes Supporting Task (T) B - Promote awareness of pedestrian and bicycle rights, vehicular responsibilities and other “rules of the road” that will help reduce potential conflicts and accidents in Fountain Hills. Timeline: <1yrs Complexity: 1 Collaboration potential: N/A Supporting Task (T) C: Develop a comprehensive bicycle master plan, in combination with dedicated citizen and organization support. A successful plan will focus on developing a seamless cycling network that emphasizes short trip distances, multi-modal trips, and is complemented by encouragement, education, and enforcement programs to increase usage. Timeline: <2yrs Complexity: 3 Collaboration potential: Yes 9 Signature Strategy (S) #4 – Description: Develop an investment plan and schedule to maintain/bring FH’s streets, medians, buildings, and parks to established standards. Rationale: Infrastructure planning, funding, and execution information should be available, clearly articulated, and transparently handled by Fountain Hills public agencies. Supporting Task (T) A: Develop a detailed Infrastructure Condition Report with a scoring mechanism for evaluating and reporting the functionality, appearance, and upkeep of the Town’s fixed assets. The report will be updated annually, reviewed by the town council, and available to town citizens. Timeline: <3yrs Complexity: 5 Collaboration potential: N/A Signature Strategy (S) #5 – Description: Pursue emerging pilot/beta program opportunities with Salt River Project (SRP) power. Rationale: In a digital, connected world, Fountain Hills increasingly relies on readily available and uninterrupted electricity. SRP is taking proactive steps to strengthen the electric grid through resilience measures. Fountain Hills needs to be on the forefront of working with SRP in the coming years to ensure additional transmission and distribution infrastructure, smart planning, and improved reliability to accommodate the changing energy landscape, as delivery becomes more distributed and renewables grow. Supporting Task (T) A: Pursue partnership opportunity with Yavapai Nation and SRP in the development of a power district in or around Fountain Hills. Timeline: <5yrs Complexity: 5 Collaboration potential: Yes SPAC Work Schedule for 2021 FH Strategic Plan Task(s) Details/Ownership Target Dates Finalize WG drafts S.P.s #1-4 for content (WGs for #1,3,4 ) - #2 (Miller) Due on 5/12 Approve 5/26 2017 SP Performance Review Completion Analysis (Gerard to present) Preview 5/26 Format WG drafts Standard formatting (PG) Preview 6/23 VFH Survey #2 SPAC review and relevancy to 2021 SP Review 6/23 VFH Focus Groups SPAC to support and observe TBD 2021 SP Communications Plan 1st draft and final (John McH) Preview 8/25 Final 9/22 2021 SP Performance Monitoring SPAC role defined (John McH) Preview 8/25 Final 9/22 Preview Session w/ Town staff Brief intro to new plan priorities (Chad – Powerpoint) TBD – After Sept. 6 2021 SP Supporting Documents Refresh SWOT, VFH survey, 2017 SP Completion Analysis, Emerging Infrastructure Trends (Cynthia/Chad) 10/1 Preview 2021 Plan intros Process Overview (JC) - Exec Summ (PG and JC) 10/27 Preview 2021 SP Initial Preview SPAC team discussion 11/17 WG = Workgroups SP= Strategic Plan ITEM 5. TOWN OF FOUNTAIN HILLS STAFF REPORT Meeting Date: 06/23/2021 Meeting Type: Strategic Planning Advisory Commission Agenda Type: Submitting Department: Administration Prepared by: Angela Padgett-Espiritu, Executive Assistant to Manager, Mayor/Council Staff Contact Information: Angela Padgett-Espiritu, Executive Assistant to Manager, Mayor/Council Request to Strategic Planning Advisory Commission (Agenda Language): UPDATE ON Vision Fountain Hills Staff Summary (Background) Form Review Form Started By: Angela Padgett-Espiritu Started On: 06/17/2021 08:28 AM Final Approval Date: 06/17/2021 ITEM 6. TOWN OF FOUNTAIN HILLS STAFF REPORT Meeting Date: 06/23/2021 Meeting Type: Strategic Planning Advisory Commission Agenda Type: Submitting Department: Administration Prepared by: Angela Padgett-Espiritu, Executive Assistant to Manager, Mayor/Council Staff Contact Information: Angela Padgett-Espiritu, Executive Assistant to Manager, Mayor/Council Request to Strategic Planning Advisory Commission (Agenda Language): UPDATE ON Strategic Priority 2 - Financial Sustainability Staff Summary (Background) Attachments 2017 Strategic Plan Updated 06.16.21 Form Review Form Started By: Angela Padgett-Espiritu Started On: 06/17/2021 08:28 AM Final Approval Date: 06/17/2021 UPDATED: June 16, 2021 Town of Fountain Hills 2017 Strategic Plan May 18, 2017 TOWN OF FOUNTAIN HILLS 2017 STRATEGIC PLAN UPDATED: June 16, 2021 Page 2 of 6 Goal # 1: Maximize Economic Development Opportunities in Fountain Hills Objective #1 – Create or Utilize Tools to Help Market Fountain Hills for Economic Development Opportunities Tasks Lead Responsibility Projected Completion Date Current Status  Develop a community brand/vision/marketing plan for Fountain Hills James Smith June 2020 Included in Town Business Plan  Develop a new business resource package James Smith June 2017 Completed  Increase funding for business accelerator programs James Smith July 2018 Completed  Explore higher education opportunities in Fountain Hills James Smith Ongoing Currently pursuing leads Objective #2 – Increase Population and Residential Densities to Sustain Existing and Future Commercial Businesses in Town Tasks Lead Responsibility Projected Completion Date Current Status  Rezone commercial property to residential where feasible James Smith / John Wesley Ongoing Not relevant due to Prop 202 requirements and restrictions  Adopt a text amendment that allows residential uses on commercially John Wesley June 2017 Completed zoned properties  Rezone unplatted land for greater density and affordable family homes John Wesley Ongoing No longer applicable Objective #3 – Market/Promote Tourism to Generate Hotel Stays and Higher Dollar Expenditures During Visits to Fountain Hills Tasks Lead Responsibility Projected Completion Date Current Status  Create and expand destination events Rachael Goodwin / James Smith June 2019 Ongoing Yellow – High Priority Blue – Medium Priority White – Low Priority TOWN OF FOUNTAIN HILLS 2017 STRATEGIC PLAN UPDATED: June 16, 2021 Page 3 of 6 Goal # 2: Ensure that Infrastructure in Fountain Hills is Well-Maintained and Safe Objective #1 – Invest in and Maintain the Community’s Infrastructure Tasks Lead Responsibility Projected Completion Date Current Status  Develop and implement an investment plan to bring streets, Grady Miller/ June 2019 In Progress buildings, and parks up to established standards David Pock/Justin Weldy  Commission a study to identify gap between actual and subdivision Justin Weldy/John Wesley June 2019 Being addressed on multiple fronts: ordinance specifications and determine cost of meeting ordinance creation of Traffic Safety Commission, specifications creation of Active Transportation Plan, initiate expansion of sidewalk availability and be awarded a Government Grant to support the aforementioned. Objective #2 – Promote Environmentally Friendly Initiatives Tasks Lead Responsibility Projected Completion Date Current Status  Develop and adopt a comprehensive environmental plan Justin Weldy June 2019 A draft plan in development for Fountain Hills  Research and report on economic and logistic feasibility of Justin Weldy June 2018 Two approved and installed electric car charging stations Yellow – High Priority Blue – Medium Priority White – Low Priority TOWN OF FOUNTAIN HILLS 2017 STRATEGIC PLAN UPDATED: June 16, 2021 Page 4 of 6 Goal # 3: Attract Families and Working Professionals to Fountain Hills Objective #1 – Utilize Landuse Planning to Attract Families to Fountain Hills Tasks Lead Responsibility Projected Completion Date Current Status  Work with State Land Trust to increase residential density Council/Staff December 2018 Not relevant at current time. Pursuit of Buyer still in progress Objective #2 – Market and Promote Fountain Hills as a Unique Place for Families and Working Professionals Tasks Lead Responsibility Projected Completion Date Current Status  Collaborate with businesses in promoting town’s marketing plan James Smith July 2019 Ongoing  Expand use of Social Media and on-line messaging James Smith Ongoing Done/Ongoing  Include family branding in marketing plan James Smith June 2019 Done/Ongoing  Organize a young professionals group or organization James Smith June 2018 Done, however needs restart due to Pandemic lockdown etc  Organize specialty youth camps (robotics, coding, arts, etc.) Rachael Goodwin/ Summer 2018 Emphasis placed on: Linda Ayers “Programs” v. “Camps”  Support youth club sports Rachael Goodwin/ Ongoing Ongoing with focus on expansion Linda Ayers Yellow – High Priority Blue – Medium Priority White – Low Priority TOWN OF FOUNTAIN HILLS 2017 STRATEGIC PLAN UPDATED: June 16, 2021 Page 5 of 6 Goal # 4: Ensure that Fountain Hills Finances are Stable and Sustainable Objective #1 – Identify Sustainable Sources of Revenue to Sustain Funding of Town Core Services Tasks Lead Responsibility Projected Completion Date Current Status  Adequately fund all identified reserve funds Town Council/Town Manager/David Pock December 2027 Rainy day and unrestricted fund balance are fulled funded per council’s adopted financial policies. The vehicle replacement fund is fully funded. The I.T. replacement fund is fully funded and working on ways to fully fund the facility reserves  Identify revenue options Town Staff/Town Manager/Town Council September 2017 Ongoing/adjusted user and development fees. Sales tax rate adjusted by 3/10 of a percent in 2019. User fee adjustment in effect July 2021 and Development fee adjustment went in effect April 2020.  Increase revenues to meet community needs including Town Manager/Town Council November 2018 Same as above addressing projected operating shortfall TOWN OF FOUNTAIN HILLS 2017 STRATEGIC PLAN UPDATED: June 16, 2021 Page 6 of 6 Goal # 5: Focus on Strengthening the Community and Improving Town’s Quality of Life Objective #1 – Partner with the Fountain Hills Unified School District to Promote FH Education System Tasks Lead Responsibility Projected Completion Date Current Status  Include local school strengths in marketing plan James Smith June 2019 Ongoing  Work with FHUSD to maximize its property values Town Staff/Council/FHUSD December 2017 Maximizing value of FHUSD not relevant  Explore selling/leasing unused properties Town Staff/Council/FHUSD December 2017 Maximizing sale of FHUSD not relevant Objective #2 – Utilize Intergovernmental Relations to Achieve Fountain Hills Priorities Tasks Lead Responsibility Projected Completion Date Current Status  Increase community efforts to lobby for municipal issues Town Manager/Town Council January 2018 Done/Ongoing Objective #3 – Leverage the Talents of Residents to the Advantage of Fountain Hills Tasks Lead Responsibility Projected Completion Date Current Status  Utilize effective volunteer skills and talents Kim Wickland Ongoing Ongoing and expanding Yellow – High Priority Blue – Medium Priority White – Low Priority ITEM 7. TOWN OF FOUNTAIN HILLS STAFF REPORT Meeting Date: 06/23/2021 Meeting Type: Strategic Planning Advisory Commission Agenda Type: Submitting Department: Administration Prepared by: Angela Padgett-Espiritu, Executive Assistant to Manager, Mayor/Council Staff Contact Information: Angela Padgett-Espiritu, Executive Assistant to Manager, Mayor/Council Request to Strategic Planning Advisory Commission (Agenda Language): REVIEW AND CONSIDERATION OF Workgroups' Strategies Staff Summary (Background) Attachments Combined SPAC Workgroup Reports Form Review Form Started By: Angela Padgett-Espiritu Started On: 06/17/2021 08:30 AM Final Approval Date: 06/17/2021 1 Fountains Hills Strategic Planning Advisory Commission Strategic Plan 2021 2 Fountains Hills Strategic Planning Advisory Commission Economic Development Work Group John Craft, Gerard Bisceglia, and Patrick Garman May 2021 Strategic Priority (SP): Focus on targeted collaborative economic development. Preamble: An essential element of a thriving community is its economy. Fountain Hills is a small, active community whose long-term sustainability requires an effective targeted economic development plan. Economic development has become a hotly debated topic and a much sought-after goal in towns across America. Industrial recruitment and reliance on outside funding are giving way to locally based finance and entrepreneurial activity. Fountain Hills needs to take advantage of its unique local resources and leadership to develop its own successful economy in a way that continues to appeal to its residents and business community. Presently, the local chamber of commerce and the Town actively, but separately, work to support new and existing business growth. The following strategies and their supporting tasks attempt to address the opportunity of establishing a more unified and focused business development effort locally. Our workgroup interviewed Town leadership, Chamber of Commerce, FH Sanitary District and FHCCA. We noted a recurring theme that ‘strength-in-numbers’ was important when pursuing opportunities. Hence, our Strategic Priority focuses on the need for local collaboration. Signature Strategy (S) #1 – Description: Lead the formation of collaborative economic development groups that will act in a concerted effort around a common economic goal. Rationale: The Commission believes that synergy can be achieved if like-minded groups collaborate to strengthen our economic progress. The groups can draw members from municipal governments, regional economic development organizations, nonprofit organizations seeking to help communities, and other stakeholders. Supporting Task (T) A - Form an Economic Development Coalition between the Fountain Hills Town Government, Fountain Hills Chamber of Commerce, and Ft. McDowell Yavapai Nation. The Coalition will collaborate to expand business and tourism opportunities locally. Each party brings unique skills, contacts, and compatible goals to not only recruit business relocation to this area but also support their transition and long-term success. Timeline: <3yrs Complexity: 3 Collaboration potential: Yes 3 Supporting Task (T) B – Form an Economic Development Task Force. Ongoing collaboration between the public and private sectors is an important component of economic development. To encourage collaboration, form an economic development task force with volunteers from the public and private sectors to discuss how the town could better facilitate economic development. Volunteers from the community could include business owners, property owners, developers, school system and retired governmental or business executives. Timeline: <1yrs Complexity: 2 Collaboration potential: Yes Supporting Task (T) C – Create an educational task force comprised of representatives from the education system, business community, and local government. A high-quality education system supports the local economy by helping to ensure the community has workers with needed skills. Fountain Hills should work more closely with the local schools to improve education by supporting school programs and building connections between government and the education sector. Timeline: <2yrs Complexity: 4 Collaboration potential: Yes Signature Strategy (S) # 2 – Description: Retain existing businesses and attract new ones. Rationale: Existing businesses are the foundation of any economic growth strategy. By building on what already exists, cities can support current businesses and create a strong foundation. Attracting new businesses is often most effective when the effort is tailored to the industries compatible with local economic, space, environmental, and demographic characteristics. Supporting Task (T) A - Develop industry-specific action plans for retaining existing businesses and recruiting new ones for the following sectors: 1) Health and wellness, 2) Professional services, and 3) S.T.E.M. Timeline: <2yrs Complexity: 5 Collaboration potential: Yes Supporting Task (T) B – Develop and promote an effective brand image that emphasizes Fountain Hills’ livability, healthfulness, and safety to prospective businesses. Timeline: <3yrs Complexity: 2 Collaboration potential: Yes Supporting Task (T) C – Develop and maintain an economic development website and business metrics database. Create and maintain an economic development website that functions as a one stop shop to help new and existing business owners with business startup, or expansion. This website would include a step-by-step guide to starting, or expanding a business in the city, links to important contacts and forms, and links to resources outside the community, such as loan programs from the Small Business Administration or community development financial institutions or technical assistance from a regional small business development center. A business metrics 4 database would track the overall business health of the community and monitor the effectiveness of economic development initiatives. Timeline: <2yrs Complexity: 3 Collaboration potential: Yes Supporting Task (T) D – Streamline the permitting process. Review existing permit and approval processes, and give businesses investing in downtown and other infill locations an expedited permit process to shorten the timeline and reduce development costs. Timeline: <2yrs Complexity: 5 Collaboration potential: N/A Signature Strategy (S) #3 – Description: Increase local economic development literacy. Rationale: Cultivating civic economic development awareness in current and future local entrepreneurs will increase awareness of the unique opportunities for economic advancement available in Fountain Hills. Supporting Task (T) A – Create a landlord and Bed and Breakfast (B&B) owner education program. A landlord education program will help property owners learn best practices in property management. The program will educate landlords and B&B owners on complying with codes, applicant screening, fair housing rules, lease agreements, the eviction process, running a B&B, and other relevant information. Program benefits will include better property maintenance, safer homes, a more stable tenant base, and lower city costs for code enforcement. Timeline: <4yrs Complexity: 5 Collaboration potential: Yes Supporting Task (T) B – Town student Internships. Offer local government internships for high school or college students. Students have volunteer requirements and want professional experience. Students can often help city staff at little or no cost. Timeline: <2yrs Complexity: 5 Collaboration potential: Yes Supporting Task (T) C – Institute a town government local hiring policy. Local- hiring policies typically require that certain government employees or some percentage of workers on city-funded projects live in the jurisdiction. These policies increase employment opportunities for the local workforce, ensure that government spending is invested back into the community, and reduce commute times for government workers. Timeline: <2yrs Complexity: 5 Collaboration potential: Yes 5 Fountain Hills Strategic Planning Advisory Commission Health, Wellness, and Safety Work Group Cynthia Magazine, John McHugh, and Patrick Garman May 2021 Strategic Priority (SP): Improve the public health, well-being, and safety of our community. Preamble: We focused on identifying Signature Strategies and Supportive Tasks we thought were most likely to help Fountain Hills leaders realize the goal of improving the public health, well-being, and safety of our community. In doing so, we took into consideration: the Town’s economic realities; community input from a variety of sources; the timeline covered by the new strategic plan; relevant trends and future projections; and the need for tasks that are manageable, attainable and measurable. Signature Strategy (S) #1 - Description: Enhance the natural and built environment of Fountain Hills to improve the public health, well-being, and safety of the community. Rationale: While this strategy is broad in scope, it can be easily supported by a number of specific, high priority tasks that fit within the Town’s current constraints regarding both human and financial resources. Supporting Task (T) A - Incorporate public health, well-being, and safety in all Fountain Hills Government policies. Timeline: <1yrs to review current policies, then ongoing for any policy changes or new policies. Complexity: 2 Collaboration potential: N/A Supporting Task (T) B - Promote, expand, and connect open space and recreational facilities to create safe opportunities for physical activities. Timeline: <3yrs Complexity: 3 Collaboration potential: Yes Supporting Task (T) C - Create and publicize an Environmental Plan for Fountain Hills. Timeline: <1yrs Complexity: 4 Collaboration potential: Yes Supporting Task (T) D - Work directly with local environmental organizations to guide and synchronize their efforts in strengthening our community’s connection with its natural surroundings. Timeline: <3yrs Complexity: 3 Collaboration potential: Yes 6 Signature Strategy (S) #2 - Description: Make Fountain Hills a community focused on public health, well-being, and safety. Rationale: While this strategy is broad in scope, it can be easily supported by specific, high priority tasks that fit within the Town’s current constraints regarding both human and financial resources. Supporting Task (T) A - Support the expansion of preventive health and wellness access within the Fountain Hills community. Timeline: <1yrs to assess, then ongoing as opportunities are addressed. Complexity: 2 Collaboration potential: Yes Supporting Task (T) B - Improve the health, well-being, and safety literacy of Fountain Hills residents. Timeline: 3yrs, then ongoing updates. Complexity: 3 Collaboration potential: Yes Supporting Task (T) C - Create awareness of Fountain Hills as a community focused on public health, well-being, and safety. Timeline: <3yrs Complexity: 3 Collaboration potential: Yes Supporting Task (T) D - Develop a Fountain Hills plan for incorporating critical, community-based support services to manage unexpected occurrences. Timeline: <1yrs Complexity: 2 Collaboration potential: Yes Supporting Task (T) E - Support Fountain Hills Schools in promoting the health, well-being, and safety of their students. Timeline: <1yrs to assess, then ongoing as opportunities are addressed. Complexity: 2 Collaboration potential: Yes 7 Fountains Hills Strategic Planning Advisory Commission Infrastructure Work Group Chad Bernick and Patrick Garman May 2021 Strategic Priority (SP): Maintain current infrastructure while preparing the town for emerging infrastructure trends that increase public safety and quality of life. Preamble: Fountain Hills infrastructure plays a vital role in the quality of life for our citizens and we must maintain and prepare it for the future. Fountain Hills infrastructure must be capable of supporting our town’s economy, while holding public safety and quality of life as priorities. There are generally many categories of infrastructure to consider, but focusing solely on Fountain Hills, we identified four that are of particular interest to our town’s residents and elected leadership. This iteration of the Fountain Hills strategic plan will deal with Broadband, Public Parks, Roads, and Energy infrastructure areas. Signature Strategy (S) #1 – Description: Support local Broadband strategic buildouts and deployment efforts while ensuring the preservation of conduit and right of way for future technologies. Rationale: Broadband, a generic term for high-speed internet access, enables students of all ages to learn online and businesses to reach customers and co-workers; facilitates electronic and verbal communications; provides access to healthcare and job openings; and can be the deciding factor of where a company chooses to expand. Supporting Task (T) A – Make co-location of broadband a requirement with existing infrastructure planning as a condition of permit use or where public funding is provided. This includes above-ground infrastructure and the codification of “dig once” policies where service providers install broadband conduit as other infrastructure is installed. Timeline: <2yrs Complexity: 3 Collaboration potential: N/A Supporting Task (T) B - Enact and enforce codes and standards to ensure that utility poles and other structures that support 4G/5G and future telecommunications equipment are structurally sound, reliable, and resilient. Timeline: <3yrs Complexity: 4 Collaboration potential: N/A 8 Signature Strategy (S) #2 – Description: Partner with other government agencies and outside entities e.g. private companies, nonprofit organizations, and volunteer groups, to evaluate and report on the health of the Fountain Hills parks and its asset maintenance/management system. Rationale: Parks support economic prosperity and build thriving, healthy, resilient communities. Besides providing recreational opportunities and green space for all ages, parks provide a suite of ancillary benefits such as higher property values, protection, and improvements to drinking water sources, fewer urban heat islands, and stormwater management. Supporting Task (T) A – Complete a park metric scoring analysis using a nationally recognized system to benchmark the Fountain Hills city park system. Timeline: <2yrs Complexity: 3 Collaboration potential: Yes Supporting Task (T) B - Promote awareness of Community Services Department parks and recreation facilities and offerings by using customer-friendly, interactive media. Timeline: <1yrs Complexity: 3 Collaboration potential: Yes. Signature Strategy (S) #3 – Description: Increase the ease and safety of multi-use aspects of Fountain Hills roads. Rationale: A forward looking road strategy is essential to everyday living in Fountain Hills, providing access to jobs, schools, shopping, healthcare, wellness, and other services while enabling sustainable mobility options such as pedestrian and biking access. Supporting Task (T) A - Work with the Fountain Hills Town Council Subcommittee on Pedestrian and Traffic Safety to identify the roads where lack of a safe and interconnected sidewalk system increases risk to pedestrians and produce a plan and schedule to remedy. Timeline: <2yrs Complexity: 3 Collaboration potential: Yes Supporting Task (T) B - Promote awareness of pedestrian and bicycle rights, vehicular responsibilities and other “rules of the road” that will help reduce potential conflicts and accidents in Fountain Hills. Timeline: <1yrs Complexity: 1 Collaboration potential: N/A Supporting Task (T) C: Develop a comprehensive bicycle master plan, in combination with dedicated citizen and organization support. A successful plan will focus on developing a seamless cycling network that emphasizes short trip distances, multi-modal trips, and is complemented by encouragement, education, and enforcement programs to increase usage. Timeline: <2yrs Complexity: 3 Collaboration potential: Yes 9 Signature Strategy (S) #4 – Description: Develop an investment plan and schedule to maintain/bring FH’s streets, medians, buildings, and parks to established standards. Rationale: Infrastructure planning, funding, and execution information should be available, clearly articulated, and transparently handled by Fountain Hills public agencies. Supporting Task (T) A: Develop a detailed Infrastructure Condition Report with a scoring mechanism for evaluating and reporting the functionality, appearance, and upkeep of the Town’s fixed assets. The report will be updated annually, reviewed by the town council, and available to town citizens. Timeline: <3yrs Complexity: 5 Collaboration potential: N/A Signature Strategy (S) #5 – Description: Pursue emerging pilot/beta program opportunities with Salt River Project (SRP) power. Rationale: In a digital, connected world, Fountain Hills increasingly relies on readily available and uninterrupted electricity. SRP is taking proactive steps to strengthen the electric grid through resilience measures. Fountain Hills needs to be on the forefront of working with SRP in the coming years to ensure additional transmission and distribution infrastructure, smart planning, and improved reliability to accommodate the changing energy landscape, as delivery becomes more distributed and renewables grow. Supporting Task (T) A: Pursue partnership opportunity with Yavapai Nation and SRP in the development of a power district in or around Fountain Hills. Timeline: <5yrs Complexity: 5 Collaboration potential: Yes ITEM 8. TOWN OF FOUNTAIN HILLS STAFF REPORT Meeting Date: 06/23/2021 Meeting Type: Strategic Planning Advisory Commission Agenda Type: Submitting Department: Administration Prepared by: Angela Padgett-Espiritu, Executive Assistant to Manager, Mayor/Council Staff Contact Information: Angela Padgett-Espiritu, Executive Assistant to Manager, Mayor/Council Request to Strategic Planning Advisory Commission (Agenda Language): DISCUSSION AND CONSIDERATION OF a Date and Format with Town Staff for a Preview of the New Strategic Plan Staff Summary (Background) Form Review Form Started By: Angela Padgett-Espiritu Started On: 06/17/2021 01:44 PM Final Approval Date: 06/17/2021