HomeMy WebLinkAboutAGENDApacket__09-16-21_0745_190
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:THURSDAY, SEPTEMBER 16, 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
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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 September 16, 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 June 23, 2021, Meeting Minutes.
5.UPDATE ON Focus Group
6.REVIEW OF Rank Order Summaries for Signature Strategies and Tasks
7.REVIEW OF Communication Plan for the Strategic Plan
8.UPDATE ON Strategic Planning Advisory Commission Work Schedule Through December
21, 2021
9.REVIEW OF September 29, 2021, Meeting with Town Directors
10.ADJOURNMENT
CERTIFICATE OF POSTING OF NOTICE
Strategic Planning Advisory Commission Meeting of September 16, 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 14 day of September 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 September 16, 2021 3 of 3
ITEM 4.
TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Date: 09/16/2021 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 June 23, 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.
Attachments
June 23, 2021 Meeting Minutes
Form Review
Form Started By: Angela Padgett-Espiritu Started On: 09/09/2021 03:02 PM
Final Approval Date: 09/09/2021
TOWN OF FOUNTAIN HILLS
MINUTES OF THE REGULAR MEETING
OF THE FOUNTAIN HILLS STRATEGIC PLANNING ADVISORY COMMISSION
JUNE 23, 2021
1.CALL TO ORDER – Chairman Craft
at 4:00 p.m.
2.ROLL CALL – Chairman Craft
Present: John W. Craft, Jr., Chairman; Patrick Garman, Vice Chairman; Chad Bernick,
Commissioner; Gerard Bisceglia, Commissioner; Mary Edman, Commissioner;
Cynthia Magazine, Commissioner; John McHugh, Commissioner
Staff
Present:
Town Manager Grady Miller; Finance Director David Pock; 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.CONSIDERATION OF Approving the May 26, 2021, Meeting Minutes.
MOVED BY Commissioner Cynthia Magazine, SECONDED BY Commissioner John
McHugh to APPROVE the minutes from the May 26, 2021 meeting.
Vote: 7 - 0 - Unanimously
5.UPDATE ON Vision Fountain Hills
Chair Craft introduced guest speaker Tammy Bell, Chair of Vision Fountain Hills, who will
be giving an update to the commission on the last two community surveys issued by Vision
of Fountain Hills. Chair Craft commented that the commission has worked with Vision in
the past to help identify needs and opportunities in our planning efforts and that this
information will support much of the work that the commission has done to date.
Ms. Bell thanked the commission for having her and said that she is excited to give the first
update on the 2021 feedback survey (see attached document), which will include some
information from the 2020 survey as well. She said Vision was building off of the surveys
they had done in the most recent year.
Ms. Bell said that in August of 2020, they did a community satisfaction survey. The
purpose was to find out what the community felt was very important to them, and if they
were satisfied with the things that were most important to them. Six elements of the town
held the most importance in 2020. These were shopping experiences, technical services,
town conditions, the environment, youth activities, and events.
town conditions, the environment, youth activities, and events.
The purpose of the 2021 feedback survey was to expand on those priorities, get more
information from the residents, and stay engaged with them. One of the newest goals for
Vision Fountain Hills is to keep the community used to being engaged and giving their input
to the decision-makers in the town.
Ms. Bell said that the first element was the shopping experience. We asked them how their
shopping experiences have changed, especially through COVID since the last survey, and
almost 80% of them said that their habits have changed. She said that 20% were more
aware of what was going on locally and 41% said they shopped more online. This
information was really important for them to know that those habits were changing. In the
2020 survey, residents who participated said that they mostly go outside of Fountain Hills
for clothing, entertainment, restaurants, and health care. In summary, residents want core
amenities, stay local, have unique shopping experiences, and would like more restaurants.
Ms. Bell said that another question asked on the survey was what is the highest priority for
business development in their opinion? She said that 48% wanted the promotion of unique
small businesses to fill empty spaces and vacancies, 29% said to refresh downtown and
18% said to re-purpose the existing retail strip centers. She said that less than 5% of
people mentioned specific items, such as small business incentives, minimizing tax, and
permitting obstacles.
She said that in 2020 people really wanted to improve the technical services and that
COVID really brought that to their attention more than in years past. She said that 85% of
their participants in 2021 said they want something to be done about the technical
services.
Ms. Bell said on the environment element, 93% of the participants surveyed in 2020 said
parks and open spaces are extremely or very important to them. She said Vision decided
to expand on this topic for the 2021 survey by asking them about developing a
comprehensive environmental plan, ongoing maintenance, and upgrade plan. She said
that 40% wanted to do a comprehensive environmental plan and 40% wanted to do a
maintenance and upgrade plan. Also, 45% of the participants said that the number one
contributing factor to their quality of life here in Fountain Hills is open spaces and natural
beauty and that 22% said that they wanted to keep the open spaces and views in our
beauty.
Ms. Bell said the next question was regarding the town's condition. She said we asked
them because 98% of them told us the condition of the town is extremely important. Vision
asked if you had three options, which three you would choose and 50% of them wanted to
contribute to streets, sidewalks, trails, and bike lanes and 16% said parks, recreation, and
community facilities. One of the things took away from this is 66% of the participants want
to contribute the budget to things that are related to connectivity and active lifestyle and
walk-ability.
Ms. Bell said, in summary, the community wants to have fun., they want nightlife, more
entertainment, a public pool, events, and town traditions. Vision will finalize the survey,
compile a report where it will be available to the public through their website, and will
provide it to stakeholders.
6.UPDATE ON Strategic Priority 2 - Financial Sustainability
Town Manager Grady Miller and Finance Director David Pock updated the commission on
Strategic Plan Priority #2 – Financial Sustainability (see attached).
Signature Strategy No. 1: Identify Ways to Increase Operating Revenues
Town Manager Miller said that they were to identify ways to increase operating
revenues. He said that as a town, they have policies in place and ensure that money
is put aside each year in the town’s rainy day fund and reserves. He said that the
biggest challenge is having enough money to support operations. He said the town
implemented a user fee schedule and used a firm to do a user fee study or a cost of
service study. The firm looked at all overhead costs and every single fee. The firm
came up with a user fee schedule for the town to use that was adopted by the council
and will be updated periodically. He said that every year they will evaluate fees and
make adjustments as necessary.
Signature Strategy No. 2: Review Major Town Services to Ensure they are Operating at
Peak Performance and Providing Value to Community
Town Manager Miller said that this is very important and that they intend on doing a
citizen satisfaction survey in October to help create a baseline of satisfaction levels
for town services.
Conduct and present findings/recommendations from the cost of service study for law
enforcement and fire services to evaluate the level of services provided and
appropriate costs
Signature Strategy No. 3: Ensure Town Infrastructure is Well-Maintained and Identify
Financial Resources to Fund Infrastructure
Work with citizen committee in identifying streets and cost of improvements to refer
the bond question to voters
Town Manager Miller said the town has about $80 million in a tentative regional
transportation program for major arterials, so this would be used to finish the Shea
widening. It also includes major improvements and reconstruction for parts of
Palisades. He said would be used to improve Palisades from Shea all the way to
Saguaro Boulevard to make that a safer corridor.
Initiate sinking fund for Fountain Lake and set aside significant funding annually for
eventual lake liner replacement and other needed improvements.
Signature Strategy No. 4: Maintain Financial Reserves and Rainy Day Fund in Accordance
with Council-Adopted Financial Policies
Town Manager said that this is still very important. A facilities reserve study was
done and the study was very good, but we've found that there's a lot of gaps in it.
There are infrastructure items that were not included. Finance Director Pock is going
to get that up to date.
Signature Strategy No. 4: Increase Transparency and Accessibility of Town’s Budget and
Financial Information
Town Manager Miller said that a lot of the trust in the town on the part of residences
would be resolved, but by having a lot more transparency, and trying to do more
where it's easy to find information, try to have as Full disclosure because I think that's
very important and people have come to expect.
7.REVIEW AND CONSIDERATION OF Workgroups' Strategies
Chair Craft said that he asked Vice Chair Garman to compile the workgroups, efforts, and
Chair Craft said that he asked Vice Chair Garman to compile the workgroups, efforts, and
ideas into one document as a component for the New Strategic Plan. He said that in
reviewing the specific tasks he was most concerned about the number of tasks. There is
some redundancy with a number of the tasks but not with the signature strategies. He said
not including the financial sustainability, they are looking at 28 tasks and 10 signature
strategies. He said, if we add 5 or 6 financial ones, we're up to 15 signature strategies. He
commented that some appear to be redundant with other tasks that are with other plans
that the town has worked on specifically, such as the Parks and Recreation Plan, the
Transportation Plan, the General Plan.
Vice Chair Garman said that it is his ultimate goal is to complete and to make sure that this
plan is all of our plans. He said that he could work with each commissioner over the next
couple of months on prioritizing and ranking the tasks inside and outside of the strategies.
Chair Craft commented that he thought the ranking can occur when they get to a point of
feeling comfortable with what they have and can begin looking at which are top of the line.
He said we are looking for consolidation or redundancy opportunities that can be
streamlined.
Vice Chair Garman said that he made some edits from the last meeting and asked that
each commissioner be more specific regarding the signature strategies and the tasks
underneath.
Chair Craft said that he appreciates Vice Chair Garman taking this responsibility to combine
the workgroups strategies into one document. (See attached) He said that it is more
efficient for the commission to review, consolidate and make decisions with a unified
document. He said that Vice Chair Garman and he can review and then present to the
group for feedback. He said, if we need to add back-in areas, we will, and if we need to
delete further, we can do that as well. He said for example, if Vice Chair Garman reached
out to the commissioners and five of the seven commissioners, say Task 2B is ridiculous,
we already have a consensus there, so we can drop that task basically.
Vice Chair Garman recognized everyone on the commission for having good skills to bring
to the table and acknowledged that he has had conversations with all of them.
8.DISCUSSION AND CONSIDERATION OF a Date and Format with Town Staff for a Preview
of the New Strategic Plan
Chair Craft and the commissioners discussed a proposed date and time for a preview of the
New Strategic Plan to be presented to the Town’s Directors. H said that the preview would
be an overview without going into great detail as to where their focus is on the strategic
priorities and signature strategies. It was decided to present the preview on Wednesday,
September 28, 2021, at 8:00 a.m.
9.ADJOURNMENT
MOVED BY Commissioner John McHugh, SECONDED BY Commissioner Cynthia
Magazine to adjourn at 5:37 p.m.
Vote: 7 - 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 23 day of June, 2021. I further certify that the meeting was duly called and that a
quorum was present.
DATED this 16 day of September 2021.
_________________________________
Angela Espiritu, Executive Assistant
ITEM 5.
TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Date: 09/16/2021 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 Focus
Group
Staff Summary (Background)
Form Review
Form Started By: Angela Padgett-Espiritu Started On: 09/09/2021 03:04 PM
Final Approval Date: 09/09/2021
ITEM 6.
TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Date: 09/16/2021 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 OF Rank
Order Summaries for Signature Strategies and Tasks
Staff Summary (Background)
Attachments
RANKED COMBINED SPAC WORKGROUP REPORT
Form Review
Form Started By: Angela Padgett-Espiritu Started On: 09/09/2021 03:05 PM
Final Approval Date: 09/09/2021
1
Fountains Hills Strategic Planning Advisory Commission
Strategic Plan 2021
This is a reflection of the average ranking produced from the SS and ST rankings
from each individual Commissioner.
1) The SP order is alphabetical (Economic, Health, Infrastructure).
2) Each SS and ST is ranked within its SP.
3) I have highlighted in yellow SS and STs that were not generally favored by the
group for purposes of discussion during our next meeting.
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 advance its own successful local 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.
#1 Signature Strategy (S) 1 – 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.
#1 Supporting Task (T) A – 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
#3 Supporting Task (T) B - 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
3
#4 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 town, 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
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
#5 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
#2 Signature Strategy (S) 2 – 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.
#2 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
#6 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.
4
Timeline: <1yrs Complexity: 2 Collaboration potential: Yes
#9 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
#3 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.
#7 Supporting Task (T) A – 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 town staff at little or no cost.
Timeline: <2yrs Complexity: 5 Collaboration potential: Yes
#8 Supporting Task (T) B – 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 town costs for code enforcement.
Timeline: <4yrs Complexity: 5 Collaboration potential: Yes
#10 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 town-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.
#1 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.
#1 Supporting Task (T) A - Promote, expand, and connect open space and
recreational facilities to create safe opportunities for physical activities.
Timeline: <3yrs Complexity: 3 Collaboration potential: Yes
#2 Supporting Task (T) B - 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
#4 Supporting Task (T) C - 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
#5 Supporting Task (T) D - Create and publicize an Environmental Plan for
Fountain Hills.
Timeline: <1yrs Complexity: 4 Collaboration potential: Yes
6
#2 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.
#3 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
#6 Supporting Task (T) B - Create awareness of Fountain Hills as a community
focused on public health, well-being, and safety.
Timeline: <3yrs Complexity: 3 Collaboration potential: Yes
#7 Supporting Task (T) C - Develop a Fountain Hills plan for incorporating
critical, community-based support services to manage unexpected occurrences.
Timeline: <1yrs Complexity: 2 Collaboration potential: Yes
#8 Supporting Task (T) D - 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
#9 Supporting Task (T) E - Improve the health, well-being, and safety literacy of
Fountain Hills residents.
Timeline: 3yrs, then ongoing updates. Complexity: 3
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.
#1 Signature Strategy (S) 1 – 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.
#1 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
#2 Signature Strategy (S) 2 – 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.
#3 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”
8
policies where service providers install broadband conduit as other infrastructure is
installed.
Timeline: <2yrs Complexity: 3 Collaboration potential: N/A
#6 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
#3 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.
#2 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
#5 Supporting Task (T) B: 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
#7 Supporting Task (T) C - 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
#4 Signature Strategy (S) 4 – 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
9
such as higher property values, protection, and improvements to drinking water
sources, fewer urban heat islands, and stormwater management.
#4 Supporting Task (T) A – Complete a park metric scoring analysis using a
nationally recognized system to benchmark the Fountain Hills town park system.
Timeline: <2yrs Complexity: 3 Collaboration potential: Yes
#9 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.
#5 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.
#8 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 7.
TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Date: 09/16/2021 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
OF Communication Plan for the Strategic Plan
Staff Summary (Background)
Attachments
COMMUNICATION PLAN PREVIEW
Form Review
Form Started By: Angela Padgett-Espiritu Started On: 09/09/2021 03:07 PM
Final Approval Date: 09/09/2021
John McHugh
[DOCUMENT TITLE]
Page 1 of 2
(This will be one small section of a much larger document
which will be released to the public upon plan approval.)
Communication Plan
Preamble
A strategic plan has no value in and of itself. A strategic
plan is a working document. It is only as good as the
ongoing efforts of the people who created it and the
people who approved it and, ultimately, the people who
are tasked with doing all of the work our plan suggests
be done.
Strategy
Establish collaborative communication channels by
creating strong working relationships with the Town
Council and the Town Staff.
Tasks
Strategic Planning Advisory Commission (hereafter SPAC)
- No later than early 2022, SPAC will appoint one of its
members to become our Communications Liaison.
John McHugh
[DOCUMENT TITLE]
Page 2 of 2
SPAC and Town Council - The Town Council will receive a
written executive summary of all topics covered in each
quarterly meeting attended by the Town Staff and SPAC.
SPAC and Town Staff - The Town’s General Manager
attends SPAC meetings and played an active role in
helping us create the new strategic plan. Going forward,
SPAC will hold quarterly follow-up meetings with the
Town’s General Manager and Department Heads during
the last week of each fiscal quarter. The purpose of those
meetings is to monitor progress on the implementation
of all elements of the strategic plan and to provide ample
time for Q & A by all participants.
SPAC and Town Residents - Our Communications Liaison
will work with the Town Staff and local media to keep
community members updated on matters concerning the
plan’s implementation. When approved, copy of the
2022 Five-Year Strategic Plan for the Town of Fountain
Hills will be placed on the Strategic Planning Advisory
Commission page at the Town’s website - www.fh.az.gov.
ITEM 8.
TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Date: 09/16/2021 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
Planning Advisory Commission Work Schedule Through December 21, 2021
Staff Summary (Background)
Attachments
SPAC WORK SCHEDULE
Form Review
Form Started By: Angela Padgett-Espiritu Started On: 09/09/2021 03:09 PM
Final Approval Date: 09/09/2021
SPAC Work Schedule for 2021 FH Strategic Plan
-August 2021 forward-
Task(s) Details/Ownership Target Dates
Econ Development review JC and GB meeting w/ Smith/Grady 9/9 meeting
Rank order SS and STs SPAC to review and establish initial finalists 9/16 SPAC
2021 SP Communications Plan John Mc 9/16 SPAC
SP Financial Sustain preview Craft/Garman to present SS and STs 9/16 SPAC
Preview session with Town staff SPAC to present overview 9/29 special mtg
Preview session with Mayor/Grady Craft and Garman 10/6 meeting
2021 SP Supporting Documents Refresh SWOT, VFH survey, 2017 SP Completion Analysis,
Emerging Infrastructure Trends (Cynthia/Chad) 10/27 SPAC Preview
2021 Plan intros Process Overview (JC) - Exec Summ (PG and JC) 10/27 SPAC preview
2021 SP Initial Plan draft SPAC team discussion and refinement 11/17
2021 SP Final draft SPAC team 12/15
ITEM 9.
TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Date: 09/16/2021 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 OF September
29, 2021, Meeting with Town Directors
Staff Summary (Background)
Form Review
Form Started By: Angela Padgett-Espiritu Started On: 09/09/2021 03:12 PM
Final Approval Date: 09/09/2021