HomeMy WebLinkAboutAGENDApacket__05-04-20_0319_100
NOTICE OF MEETING
SPECIAL MEETING
FOUNTAIN HILLS PLANNING AND ZONING COMMISSION
Chairman Erik Hansen
Vice Chairman Peter Gray
Commissioner Clayton Corey
V A C A N T
Commissioner Susan Demptster
Commissioner Dan Kovacevic
Commissioner Scott Schlossberg
TIME:6:00 P.M. – SPECIAL MEETING
WHEN:MONDAY MAY 4, 2020
WHERE:FOUNTAIN HILLS COUNCIL CHAMBERS
16705 E. AVENUE OF THE FOUNTAINS, FOUNTAIN HILLS, AZ
PUBLIC NOTICE
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.
Due to the COVID-19 pandemic, meetings of the Fountain Hills Planning & Zoning Commission will be
closed to the public. Previous items that may have been of interest for public comment or were not
directly related to the operation of the Town have been removed from the agenda. As always, the
meeting will be broadcast live on Cox Channel 11 and streamed from the internet at www.fh.az.gov.
We will continue to look to our state leaders and health care professionals for further direction. Thank
you for your compassion and care for the community as we go through this together.
REQUEST TO COMMENT
While meetings will be closed to the public during the month of April due to the COVID-19 pandemic,
residents wishing to address the Planning & Zoning Commission on a meeting agenda item are
encouraged to fill out an agenda comment card. The comment cards will become available to the
public starting on Wednesday, April 1, 2020, and will be read by the Executive Assistant when the
Planning & Zoning Commission is addressing the individual agenda items. The comment cards can be
obtained from the Town’s website at www.fh.az.gov/publiccomment and should be completed no later
than 3:00 pm on the day of the meetings.
SPECIAL MEETING
1.ORDER, PLEDGE OF ALLEGIANCE AND MOMENT OF SILENCE – Chairman Hansen
2.ROLL CALL – Chairman Hansen
3.CONSIDERATION OF approving the meeting minutes of the Planning and Zoning Commission
March 9, 2020.
4.HOLD A PUBLIC HEARING AND CONSIDER the Fountain Hills General Plan 2020.
5.COMMISSION DISCUSSION/REQUEST FOR RESEARCH to staff.
6.SUMMARY OF COMMISSION REQUESTS from Development Services Director.
7.REPORT from Development Services Director.
8.ADJOURNMENT
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 Planning and Zoning Commission with the Town Clerk.
Dated this ______ day of ____________________, 2020.
_____________________________________________
Paula Woodward, 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 Development Services' Office.
Planning and Zoning Commission Meeting of May 4, 2020 2 of 2
ITEM 3.
TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Date: 05/04/2020 Meeting Type: Planning and Zoning Commission
Agenda Type: Submitting Department: Development Services
Prepared by: Paula Woodward, Executive Assistant
Staff Contact Information: John Wesley, Development Services Director
Request to Planning and Zoning Commission (Agenda Language): CONSIDERATION
OF approving the meeting minutes of the Planning and Zoning Commission March 9, 2020.
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.
Related Ordinance, Policy or Guiding Principle
N/A
Risk Analysis
N/A
Recommendation(s) by Board(s) or Commission(s)
N/A
Staff Recommendation(s)
Staff reccommeds approving the minutes of the Planning and Zoning Commission March 9, 2020.
SUGGESTED MOTION
MOVE to approve the minutes of the Planning and Zoning Commission of March 9, 2020.
Attachments
Meeting Minutes 3/9/2020
Form Review
Inbox Reviewed By Date
Development Services Director John Wesley 04/28/2020 08:08 PM
Form Started By: Paula Woodward Started On: 04/28/2020 02:30 PM
Final Approval Date: 04/28/2020
PLANNING AND ZONING COMMISSION REGULAR MEETING MINUTES
March 9, 2020 PAGE 1
DRAFT
TOWN OF FOUNTAIN HILLS
MINUTES OF THE REGULAR MEETING OF THE
PLANNING AND ZONING COMMISSION
March 9, 2020
CALL TO ORDER AND PLEDGE OF ALLEGIANCE – Chairman Erik Hansen
Chairman Hansen called the meeting of March 9, 2020 to order at 6:00 p.m.
1. MOMENT OF SILENCE – Chairman Erik Hansen 2. ROLL CALL — Chairman Erik Hansen
COMMISSIONERS PRESENT: Chairman Erik Hansen, Vice Chairman Peter Gray; Commissioners,
Clayton Corey, Susan Dempster, Dan Kovacevic and Scott Schlossberg.
COMMISSIONERS ABSENT: None
STAFF PRESENT: Development Services Director John Wesley and Executive Assistant Paula Woodward.
3. CALL TO THE PUBLIC
None.
4. CONSIDERATION of approving the Planning and Zoning Commission meeting minutes dated February 13, 2020.
Commissioner Kovacevic MOVED to approve the minutes of the Planning and Zoning Commission dated January 23, 2020; Commissioner Corey SECONDED: passed unanimously.
5. HOLD A PUBLIC HEARING AND CONSIDERATION OF rezoning approximately 0.41 acres
located at the southwest corner of E. Parkview Avenue and N. Verde River Drive (AKA 13040
and 13048 N. Verde River Drive; APN's 176-08-977 and 176-08-976) from C-2-ED -
Intermediate Commercial Zoning District with the Entertainment District Overlay to C-3-ED -
General Commercial Zoning District with the Entertainment District Overlay. Development Services Director John Wesley reviewed the applicant’s request, noting that it was to allow rezoning approximately .41 acres located at the southwest corner of East Parkview and North Verde River Drive from C-2-ED - Intermediate Commercial Zoning District with the Entertainment District Overlay to C-3-ED - General Commercial Zoning District with the Entertainment Overlay. Mr. Wesley explained that the property is currently vacant and the property owner would like to have an indoor, climate controlled, multi-story, mini storage facility built on the property. Under the zoning ordinance, a storage facility is allowed in a C-3 district. Since the property is in a C-2 district, a rezoning would need to take place. He then gave a PowerPoint presentation, which addressed: LOCATION MAP PROJECT INFO TENTATIVE DEVELOPMENT PLAN
PLANNING AND ZONING COMMISSION REGULAR MEETING MINUTES
March 9, 2020 PAGE 2
STAFF RECOMMENDATIONS
Mr. Wesley concluded that the proposed project was not appropriate for this location. Rezoning must be consistent with the General Plan or the Town Center Specific Plan. It is not consistent with the goal to grow a vibrant town center. The tentative project is attractive but does not provide the streetscape benefits required. Staff recommends denial. Mr. Wesley explained the Commissions options were to: approve the project as submitted, approve with conditions to address site needs, continue to a future meeting for further discussion or deny a recommendation to Town Council. Don Andrews of Andrews Design Group addressed the Commission. He said his firm services include retail, restaurants, industrial facilities, senior care and anything that is not a public building. He said that as communities densify with an increase in apartments, multi-family housing and population, many areas are finding an increase in the need for self-storage. People want to store their items close to where they live and are using storage units to keep them easily accessed. Commercial businesses are using storage facilities because they do not want to take up a portion of their business real estate for dead storage. This project is a climate-controlled storage that is monitored 100% of the time. The individual lockers are alarmed and security cameras are used. Security measures could include finger print entry or identification badges. The architecture takes into account location and designed to resemble an office building with multiple floors, (four stories) a decorative architectural façade and landscaping. This type of design has more curb- appeal than the traditional storage facilities. Mr. Andrews asked the commission to consider recommending a C-2 use with a text amendment to the zoning ordinance or some type of special use. The applicant was open to suggestions from the Commission to make this project work.
. Commissioner Schlossberg asked about the expected gross revenue for the town, the number of
employees, and the project cost.
Mr. Andrews said that there would be 3 – 4 employees and the cost of the project is around five
million. The revenue expectation is $83,000 per month but that does not take into account the
commercial aspects such as selling boxes and supplies.
Commissioner Corey asked about the outdoor lighting since Fountain Hills is a Dark Sky
Community and what are the projects first-floor plans.
Mr. Andrews replied that the project would comply with the Dark Sky Ordinance. He said he was
familiar with lighting restrictions as he worked in other cities and towns similar to Fountain Hills
lighting requirements. Since the project in the downtown area where walkability is so important,
a first-floor coffee shop/café would fit in with the town center concept.
Commissioner Dempster asked for information regarding the parking and accessibility details.
Mr. Andrews referenced the PowerPoint presentation to show available parking. He said the
average trip generation showed people spend 15-25 minutes.
Vice Chairman Gray asked about a drive- thru design.
PLANNING AND ZONING COMMISSION REGULAR MEETING MINUTES
March 9, 2020 PAGE 3
Mr. Andrews said that a drive-thru was not an option because of the grades. The grade variation
moved too much for a drive-thru/pull-thru. Usually a pull-thru facility is associated with larger
properties.
Vice Chairman Gray asked if the Town’s Economic Development Department weighed in on the
project.
James Smith, Economic Development Director, replied that he and the financial services group
prepared an analysis of the potential town revenue. The result was estimated to be $23,000 to
$30,000 annually in sales tax revenue. The sales tax would be from charging a sales tax on the
rental rate and sales tax for the supplies.
Vice Chairman Gray stated he does not have an issue with the project but expressed concern that
it lands in the center of the downtown area. He asked if there are other parcels located elsewhere
in town that would be a better fit for this project. Also was it an option to a vehicle drive in, pull
the door down, unload items and then depart?
Mr. Wesley said that this was primarily a zoning case with a tentative plan that could change as
the final plan is submitted.
Mr. Andrews replied that the drive-in, pull down has been successful for several facilities. If need
be the roll up doors and two loading spaces can be positioned where cars can move in and unload
without being seen from the outside.
Mr. Wesley referenced a map showing the adjacent areas to the overlay. There are other
properties in town that could handle this project. The project use itself is beneficial to the town.
The building design and architecture are attractive. However, this is not the right location for this
project.
Chairman Hansen confirmed with Mr. Wesley that there is a town specific plan that is still in effect
and there is no replacement for that plan. It includes Verde River Drive and Avenue of the
Fountains as the primary pedestrian oriented areas with retail and restaurants. The
entertainment overlay 2016 was created initially to address noise, allow for entertainment
opportunities and recently to include more options for housing. Mr. Wesley also confirmed the
1993 zoning ordinance did not include the shopping center plaza plan.
Mr. Wesley reminded the commission of the three letters received regarding the project. One
letter was in support of the project and two letters opposed the project.
In response to Vice Chairman Gray, Mr. Wesley said that if the recommendation is to change the
zoning from C-2 to C-3 there is no mechanism in place to convert back to a C-2 zoning district.
Commissioner Corey commented that this is a very visible area especially since the Fountain Hill’s
Visitors Center is located near the project site.
PLANNING AND ZONING COMMISSION REGULAR MEETING MINUTES
March 9, 2020 PAGE 4
Sarah Bashaw, owner of El Dorado Animal Hospital, stated she opposed the zoning change
request. The animal hospital is located adjacent to the project site. This project does not fit into
the Downtown Area Specific Plan adopted in 2009. The plan states “as the core of the downtown
with a wonderful and comfortable atmosphere for strolling, sight-seeing and shopping. This
corridor is designed to evolve into Fountain Hills premier shopping destination for residents and
a “must-see” magnet for visitors.” Ms. Bashaw said she does not see how a storage facility would
be a magnet for visitors. The C-3 zoning would open up the door for the property to be used for
any of the C-3 zoning options such as storage of boats, aircraft and a lumberyard. The goal of the
downtown plan is to increase the amount of foot traffic to the area.
Bob Mandel, Fountain Hills resident, said he is in favor of the project. This is an opportunity to
bring a vibrate business to town.
Robin Brand, Fountain Hills resident, said she is in favor of the project. There is a need for climate-
controlled storage. She said incoming projects such as Keystone and the existing Park Place will
drive up the demand for storage areas. People need a place to store their stuff. This would be
convenient and centrally located to business and residents.
Alice Hovey, Fountain Hills resident, spoke in favor of the project. She said she down sized and a
facility like this was utilized when she lived in another town.
Chairman Hansen closed the public hearing.
Commissioner Kovacevic asked what a special use permit would entail in a C-2 zoning district.
Mr. Wesley replied that currently in the code the only permitted use for a mini storage is in the C-
3 district. A text amendment would be required to go before the Commission and Town Council
for approval. At that point that applicant would submit a proposal. Mr. Wesley said he agreed
with the applicant that the nature of the mini storage business has evolved over the years and the
zoning code has not been updated for many years.
Vice Chairman Gray asked the El Dorado Animal Hospital owner Sarah Basha if she had an opinion
on C-2 zoning with exceptions.
Ms. Basha said her concerns are not only the zoning change from a C-2 to C-3 zoning district but
expressed concern regarding the lot space, use and the extension of the tentative plan to use all
of the property. The building height would impart pressure on the existing businesses. The drive-
thru situation Mr. Andrews discussed would be more ideal.
Mr. Andres said that the applicant would prefer a text amendment over the C-3 zoning change.
Vice Chairman Gray moved to table the item so staff could do more research for options.
Mr. Andrews suggested to the Commission that the motion include specific direction to staff
otherwise there is nothing for the applicant and staff to work out.
PLANNING AND ZONING COMMISSION REGULAR MEETING MINUTES
March 9, 2020 PAGE 5
Vice Chairman Gray MOVED to table Case Z20-01 with the direction to staff to look at options in
language to modify the existing ordinance to include indoor mini storage under the condition of a special use permit along with the commercial components at grade and the load/unload details; Commissioner Kovacevic SECONDED: Passed 5 - 1. NAY: Chairman Erik Hansen
6. HOLD A PUBLIC HEARING AND CONSIDERATION OF rezoning approximately 1.62 acres located north of the northeast corner of N. Saguaro Boulevard and E. Shea Boulevard (AKA 9637 N. Saguaro Boulevard; APN #176-10-805) from C-1, Neighborhood Commercial and Professional Zoning District to C-2, Intermediate Commercial Zoning District.
Mr. Wesley said that this item was continued from the February 12, 2020 Planning and Zoning Commission meeting to allow the applicant to review the request with neighbors. Several residents of the adjacent Monterra Ranch development attended the February meeting and expressed concerns about the proposal.
Mr. Wesley gave a PowerPoint presentation, which addressed:
LOCATION MAP PROJECT INFO TENTATIVE DEVELOPMENT
TENTATIVE LANDSCAPING TENTATIVE ELEVATION BUILDING HEIGHTS STAFF ANALYSIS
COMMISSION OPTIONS
STAFF RECOMMENDATIONS
The proposed projects location is a parcel that is a little over an acre. The parcel is currently vacant
with the surrounding parcels developed. The request is to build a three-story hotel with sixty-
seven rooms. Hotels are allowed in the C-2 and C-3 zoning. The applicant is asking for a rezone to
C-2 since this parcel is currently zoned C-1. Adjacent to the location is a residential area
with townhomes zoned R-5 PD. The hotel parking would be on the southside of the building and
the backside would remain open for emergency access. Landscaping (Trees) is proposed along the
property line between the townhomes and the hotel. The trees would act as a buffer between
the two properties. In response to some of the neighborhood concerns the height of the building
was reduced. The General Plan designates the area for commercial uses and mixed uses. The plan
also references preserving existing neighborhoods. The C-1 zoning has restricted operating hours
while C-2 can operate 24 hours. Once the property is rezoned C-, it can be used for any designated
C-2 zoning uses. Staff has some concern regarding the trees acting as a buffer between the hotel
and the residential townhomes. The trees would hang over the townhome owners’ properties.
The space between the trees and the hotel is very narrow.
Mr. Wesley concluded by saying the commission had a few options regarding their
recommendation. The commission could: approve as submitted, approve with conditions,
continue or deny the case. Staff is recommending denial of the proposed rezoning because of the
impact C-2 zoning could have on this area. Mr. Wesley noted that the agenda packet contained
Emails from the public in opposition of the project.
Wendy Riddell, Berry Riddell LLC, on behalf the applicant gave a PowerPoint presentation, which
addressed:
PLANNING AND ZONING COMMISSION REGULAR MEETING MINUTES
March 9, 2020 PAGE 6
REQUEST
GENERAL PLAN LAND USE MAP
GENERAL PLAN IDENTIFIED GROWTH AREA
GENERAL PLAN EXISTING LAND USE SUMMARY
APPLICABLE GP VISION, GOALS AND OBJECTIVES
SITE PLAN
ELEVATIONS
C-2 ADJACENT TO RESIDENTIAL ON SHEA
COMMUNITY CONCERN: VIEWS, TRAFFIC, NOISE
NEED FOR ADDITIONAL LODGING
Ms. Riddell said the proposed hotel is a Fairfield Inn by Marriott. Marriott was named 17th of
Fortune’s list of most admired companies. The proposed hotel is an upscale, contemporary brand
limited service hotel. The request is to change the zoning from C-1 to C-2 specifically to build a
hotel. If the hotel is not built in 12 months there is revisionary language in the stipulations that it
revert back to C-1 zoning. This site is consistent with the General Plan. The General Plan has
identified this area as a commercial growth area. The town should encourage growth in-fill areas
in close proximity to shopping facilities, recreation and existing infrastructure. This has been an
active community process. She thanked the neighbors for attending the community open house.
After hearing the concern of height, the building was reduced by ten feet. The building entrance
and activity is oriented away from the condos and placed to the north. Ms. Riddell pointed out
that the Tractor Supply store in town is adjacent to single family residential. She said that multi-
family housing should act as a buffer between residential and commercial areas, as pointed out
in the Town’s General Plan. Ms. Riddell concluded that there is not enough lodging in Fountain
Hills compared to other cities and towns. The bed tax alone would be $150,000 annually to the
Town of Fountain Hills.
Commissioner Corey asked about the back of the hotel.
Ms. Riddell said there are windows that slide open. There are doors on the ground level that would
allow exiting to walk toward Saguaro.
Commissioner Dempster asked about the lack of parking with the number of rooms and
employees.
Ms. Riddell replied that there is a share parking agreement with the overall center. Offices and
hotels have proven to be very good synergistic uses. Office workers leave for the day and hotel
guests arrive in the evening.
In response to Commissioner Schlossberg, Ms. Riddell replied the distance from the wall near the
the condominiums to the hotel is forty feet.
Vice Chairman Gray asked if other Fountain Hills locations were considered for the hotel.
Ms. Riddell said that her client did look at other locations. He ultimately worked with the prior
Director and this was deemed to be a good suitable location.
PLANNING AND ZONING COMMISSION REGULAR MEETING MINUTES
March 9, 2020 PAGE 7
Commissioner Corey asked how was the building height reduced.
Ms. Riddell and Peter Jacobson explained that the height was reduced by; shortening the floor
plate, changing to a different HVAC system, and reducing the height of the parapet wall.
Vice Chairman Gray asked where deliveries and refuse would take place.
Mr. Jacobson said that the delivery drop offs would take place at the front entrance or the parking
on the east side of the building. The refuse collection is located in the northeast corner of the site.
Chairman Hansen asked besides the height concern was there any other action that resulted from
the community open house meeting.
Ms. Riddell said the meeting took place a week ago. Attendance was around 15-16 people. Some
of the results for example were ensuring there are cameras on the outside of the building, night
security and working with goggle map to ensure Monterey Drive is not shown as a cut through.
The following spoke in opposition to the project: Rose Agouti, Duane Libhart, Larry Meyers, Maria
Pettit, Steve Domine, Ed Stizza, Bob Stasser and Bob Shelstrom.
Commissioner Dempster asked what are the hotel amenities.
Ms. Riddell said there will be a limited service breakfast and a gym. This property will not have a
restaurant.
Vice Chairman Gray asked about the cost of renting the room and the amount of parking spaces.
Ms. Riddell said the price point is similar to the other hotels in town and there are sixty parking
spaces. The maximum number of employees at any given time would be ten with the very least
amount being two employees.
Vice Chairman Gray MOVED to forward a recommendation to the Town Council to DENY a rezone from C-1 zoning to C-2 zoning; Commissioner Schlossberg SECONDED: passed unanimously.
7. REVIEW AND DISCUSSION of the Fountain Hills General Plan 2020. Mr. Wesley said that the sixty-day review period will end on April 3, 2020. Public comments continue to come in and the consultant is making edits. The final document will be reviewed by the Planning and Zoning Commission in April. Town Council will review the plan in May and the beginning of June. Bob Shelstrom, Fountain Hills resident, commented that the General Plan is written to benefit the revenues for the Town government, not necessarily what is best for the residents. Revenue should not be the main theme in the General Plan.
8. COMMISSION DISCUSSION/REQUEST FOR RESEARCH to staff.
PLANNING AND ZONING COMMISSION REGULAR MEETING MINUTES
March 9, 2020 PAGE 8
Vice Chairman Gray asked if staff could consider reviewing salvage plants requirements.
Commissioner Corey asked if staff could provide background on the Sofrita restaurant patio extension that spills out onto the sidewalk.
9. SUMMARY OF COMMISSION REQUESTS from Development Services Director.
Mr. Wesley said that staff would research the use of the sidewalk in front of Sofrita’s and the
salvage plant requirements.
10. REPORT from Development Services Director.
11. ADJOURNMENT.
The Regular Meeting of the Fountain Hills Planning and Zoning Commission held March 9, 2020,
adjourned at 8:27 p.m.
Town of Fountain Hills
Erik Hansen, Chairman
ATTEST AND PREPARED BY:
Paula Woodward, Executive Assistant
CERTIFICATION
I hereby certify that the foregoing minutes are a true and correct copy of the minutes of the Regular
Session held by the Planning and Zoning Commission of Fountain Hills in the Fountain Hills Council
Chambers on the 9th day of March 2020. I further certify that the meeting was duly called and that a
quorum was present.
DATED this 24th of March 2020.
Paula Woodward, Executive Assistant
CERTIFICATE OF POSTING OF NOTICE
ITEM 4.
TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Date: 05/04/2020 Meeting Type: Planning and Zoning Commission
Agenda Type: Submitting Department: Development Services
Prepared by: John Wesley, Development Services Director
Staff Contact Information: John Wesley, Development Services Director
Request to Planning and Zoning Commission (Agenda Language): HOLD A PUBLIC HEARING
AND CONSIDER the Fountain Hills General Plan 2020.
Staff Summary (Background)
Background
Arizona Revised Statues (ARS) 9-461.05 A requires that all municipalities adopt a general plan. ARS
9-461.06 K requires that the approved plan either be re-approved or updated before the tenth
anniversary of the adoption of the plan. The Town of Fountain Hills' current general plan was approved
in 2010. It is time, therefore, for the Town to update the existing plan.
A consultant was hired in 2018 to assist staff with the update to the Fountain Hills 2010 General Plan.
Beginning in late 2018 and through early 2019, the consultant held several input sessions with Town
residents to obtain their input regarding the current plan and determine desires for the updated plan.
Work on drafting the new plan began in the summer of 2019 with draft sections of the plan becoming
available to the public in August 2019. Workshops were held in November 2019 to receive public
comment on the draft of the plan. The final plan document was submitted to the staff and public in
January 2020.
Plan Overview
The Fountain Hills General Plan 2020 policy plan document is divided into five sections. Each section is
outlined and described below:
Section I: Planning for Our Future
This section of the Plan provides an overview and historical context for the Town and the Plan. The first
part of this section reviews the feedback obtained through the public process and translates that input
into the Vision and Overarching Principle that guided the development of the Plan.
The Vision statement is both a statement of the key aspects of the Town that make it a special place
that should be maintained and a description of those important ways in which the Town should
continue to evolve to be the type of place the citizens want us to be into the future. The Vision
statement is on page 13 and states:
Picture an inviting desert oasis in the Phoenix metropolitan region, a place where:
Native desert vegetation, topography, and natural resources are valued and
preserved
Distant mountains by day and countless stars by night offer a memorable setting
Neighbors and visitors gather at special events and festivals
Residents enjoy a community that is conducive to civic involvement and activities
Unique dining and shopping options abound
Multiple recreational opportunities support healthy and active lifestyles
A stable economy invites innovation and creativity and delivers meaningful
employment options to a well-educated, diverse population
A variety of housing options are available in safe, quiet, pleasant, and enjoyable
neighborhoods
As staff and the consultant reviewed and evaluated the information received through the public
input process, it became obvious that there was a need to build a plan document that focused
on the issues of primary importance to the community while still addressing the items required
under state statute. The result was the creation of an "Overarching Principle". The Overarching
Principle brings the complex desires of the community into focus in one simple statement and
guides the development and organization of the plan in a way that would bring all the elements
together in a holistic way.
The Overarching Principle, on page 14 of the Plan, supports the implementation of the Vision.
The Overarching Principle is:
Carefully and thoughtfully integrating neighborhoods, environment (built, natural and social) and
economy to maintain a thriving community.
The remainder of the Plan is setup to reinforce and address this holistic approach focused on
neighborhoods (where people live), the environment (what makes living in Fountain Hills so
special), and how people are supported (the economy). This section of the plan concludes
with a chart that provides an overview of the information covered in each section.
Section II: Thriving Neighborhoods
Most of Fountain Hills is made up of neighborhoods - those residential areas and supporting
service and commercial areas that provide the places people live. To be a thriving community
we need neighborhoods that provide good housing and amenities and that are safe places to
live. This section reviews those components of the Town and provides goals and policies to
ensure Fountain Hills neighborhoods continue to thrive.
Section III: Thriving Environment
This section is divided into two parts: Built Environment and Natural Environment. The Built
Environment section is further subdivided into elements on Great Places; Social Environment;
Connectivity, Access and Mobility; and, Public Facilities and Services.
Built Environment
Great Places Element. This element reviews background information on some of the key parcels
and developments in the Town, the State Trust Land, existing land uses, and existing zoning.
Unlike previous plans, this plan utilizes "Character Areas" to describe the current and planned
land uses and development characteristics of various parts of the community. A traditional land
use plan approach would just look at the types of uses allowed in a given area (i.e. low density
residential, high density residential, office, commercial, industrial, open space, etc.). A character
approach combines basic land uses with other development factors such as the form of
development (rural, suburban, urban), single vs. mixed uses, block size and character, etc. to
more fully describe the nature of a given area. This approach is good for Fountain Hills at this
time because it allows the plan to consider the nature of various parts of the community, strive to
preserve those key elements that make it unique, and put forth design concepts to preserve and
enhance each area. This is done in a way that is more flexible and responsive to changes in
development needs than traditional land use planning.
The Character Area Plan map is provided on page 41. The largest character type is Neighborhoods
and this character type is inner-laced with the Natural Open Space and Golf Course character
types. The Neighborhoods character area is primarily residential neighborhoods of differing
densities, but also include supporting uses such as churches, schools, parks, and small office and
commercial areas. The other character types shown on the map are all non-residential areas of
differing development forms and purposes and include: Commerce Center (south of Palisades
between Fountain Hills Boulevard and La Montana), Town Center (east of La Montana; includes
the downtown and Fountain Park areas), Shea Boulevard (the commercial and industrial areas of
Shea east and west of Saguaro Boulevard), and Saguaro Boulevard (east side of Saguaro south of
the Town Center). This map also shows Gateway areas for the Town.
Table 1 on pages 42 - 44 of the Plan describes each of the Character Types and provide direction
for the continued maintenance, development, and redevelopment in each of these areas. This
table provides key information that will be used by staff in reviewing development proposals and
making recommendations to the Planning and Zoning Commission and Town Council regarding
such proposals. On page 45, Table 1 provides information regarding each of the gateway areas
with suggestions on how to enhance these areas.
Social Environment Element. An important part of having a thriving community is providing and
maintaining a safe and healthy public sphere where residents and visitors can engage socially.
This element describes the Town's parks and trails and other public spaces that can be used for
social engagement. Streets, sidewalks and trails are also recognized for the role they play as part
of the social realm as they provide connectors to other places and give people the opportunity to
meet. Pedestrian access and safety are reviewed and described in this element.
Connectivity, Access, and Mobility Element. This element reviews and describes the Town's
transportation network. Included in this section are roadway, transit, bicycle, and pedestrian
systems.
Public Services and Facilities Element. This element addresses utilities, law enforcement, fire
protection and emergency medical services, and other facilities such as the community center and
public library. Goals and policies address the current and future needs of these various services
and facilities.
Natural Environment
The founding and history of Fountain Hills has always incorporated a commitment to the natural
environment and maintaining the hillsides and native vegetation. Continuing to do so is fundamental to
maintaining the historic character of Fountain Hills. This section of the Plan deals with a variety of
environmental factors from topography to water and air quality to dark skies and provides background
on current characteristics. The associated goals and polices provide guidance for the maintenance of
these key elements of the Town.
Section IV: Thriving Economy
This section is divided into two elements: Economic Development and Cost of Development. The
Economic Development Element is closely tied to the Town's Strategic Plan and provides a list of goals
and policies to follow to help the Town improve our local economy.
The Cost of Development Element is required by state statutes and reviews how the Town will meet
community needs for infrastructure and services in an equitable and reasonable manner as the Town
continues to grow. It does not address development that has already occurred. This element reviews
both the regulatory methods (such as the zoning and subdivision ordinances) and the financial methods
(different funds within the Town's budget) available to address costs of development. A General Plan
Monitoring system is included that provides for an annual report on the status of implementation.
Section V: General Plan Administration and Implementation
This section is divided into two elements. The first element deals with administration of the Plan and
includes procedures to administer, amend, interpret, update, and implement the Plan. State statutes
provide for both major and minor amendments to a general plan, but leave it up to the local jurisdiction
to define the two types of amendments in a way that is appropriate for the jurisdiction. Based on the
switch to a character based plan, it was necessary to craft a unique approach to defining these two
types of amendments. The criteria for these types of amendments is found on pages 119 and 120 of the
Plan.
The last section in the Plan is Plan Implementation. Based on the goals and policies provided in each
element of Plan, this section provides a list of implementation strategies that can be used to achieve the
polices and goals. Each implementation strategy includes a statement of the implementation action, a
lead department to oversee the implementation, a time frame (ongoing, immediate, short-range,
mid-range, or long-range), potential funding sources, and partners who could help with
implementation. The list of potential implementation items is very long and it is unlikely all of the items
will be accomplished; priorities will have to be established.
Public Review and Input
The public has been involved in the process of preparing this Plan from the beginning. Early steps
included public input opportunities. These opportunities included formal workshops, going into the
schools, and informal activities such as a booth at the Dark Skies event. The public had a number of
ways to provide comments in person at these events and through the Town's website.
Sections of the draft plan became available starting in August 2019. Those sections were placed on the
Town website and the public was invited to provide comments. A complete draft Plan was made
available to the public in early November 2019. Workshops were scheduled for the Stakeholder group
and general public on November 15, 2019. Comments received were used to revise and update the
Plan. A final draft Plan was made available to the public at the end of January 2020. A meeting of the
Stakeholders was held on February 26 to receive their additional comments. Comments from that
group, as well as any other comments received regarding the final draft plan are included and discussed
in the attached Community Comments Review Matrix.
Public review has also included the state required 60-day review time when multiple outside agencies
were given the opportunity to review the Plan and provide comments. Staff received only one
comment and that was from the Arizona Department of Transportation. They did not have any
comments and stated, "This is an impressive document."
Related Ordinance, Policy or Guiding Principle
ARS 9-461.05 General Plans; authority; scope
ARS 9-461.06 Adoption and amendment of general plan; expiration
Risk Analysis
N/A
Recommendation(s) by Board(s) or Commission(s)
N/A
Staff Recommendation(s)
Attached to this report is a document titled Community Comments Review Matrix. This document
includes all of the comments received by staff and the consultant based on the final draft Plan made
available to the public for review and comment. With each item a recommendation is made as to what,
if any, changes should be made to the Plan based on the comment. Also attached to this report is a
strike-through version of a revised final draft plan based on the modifications being recommended.
Staff recommends approval of the revised final draft plan as presented.
SUGGESTED MOTION
Staff will assist the Commission in crafting a motion based on any comments received from the public
through the public hearing.
Attachments
Comment Matrix
Draft Plan with strike through
Final Draft Plan
Form Review
Inbox Reviewed By Date
Development Services Director (Originator)John Wesley 04/23/2020 02:34 PM
Form Started By: John Wesley Started On: 04/02/2020 07:59 AM
Final Approval Date: 04/23/2020
1
Comments Review Matrix
2
or
t
Town of Fountain Hills General Plan Update
The Town of Fountain Hills General Plan Update Final Draft was submitted to all applicable agencies for
the 60-Day mandatory review in conformance with the Arizona Revised Statutes (ARS) 9-461.06. The
General Plan Update was also made available to the community for review and comment.
The Comments Review Matrix
Community Comments
The Comments Review Matrix included in this report lists all comments received from Town of Fountain
Hills elected and appointed officials, community members and stakeholders under the Community Review
Matrix section. This section also includes proposed revisions to the Town of Fountain Hills General Plan
Update Final Draft to address submitted comments as applicable.
Agency Comments:
Comments related to the Town of Fountain Hills General Plan Update Final Draft provided by reviewing
agencies as part of the mandatory 60-Day Agency Review are addressed in the 60-Day Agency Comment
Matrix section. The deadline for all the reviewing agencies to submit written comments to the Town was
April 3, 2020. Two agencies submitted comments via email, the Arizona Department of Transportation
(ADOT) and the Arizona State Land Department (ASLD). Their respective emails are included in the
Appendix section at the end of this report.
Appendix Section
The Appendix section of this report includes a summary of the visioning process input conducted during
the Town of Fountain Hills General Plan Update planning process, which guided the development of the
General Plan. The complete visioning process report is available separately.
In addition, the Appendix section includes email communications from the reviewing agencies providing
comments.
3
Town of Fountain Hills General Plan Update
Community Comments Matrix
COMMENT
NUMBER
Comment or Suggestion for Revision ACTION/PROPOSED GENERAL PLAN REVISIONS
1 Amend the following bullet point under the Vision Statement on page
13: A stable economy invites innovation and creativity and delivers
meaningful employment options to a well-educated, an engaged,
active, and diverse population.)
Revised as proposed.
2 There is too much dialog relative to the Town’s water system that
begins on page 74. Shorten the message and focus on the present and
future.
Revised as proposed. See page 69 in the Policy Plan.
3 Review the Plan to see if it deals with the topic of removing the
frontage road along Saguaro. Add it in if it is not covered as in the
current plan (Chapter 7, Objective 1.2).
The request for this item was later removed. No action required.
4 Look for and add or improve language, if necessary, to encourage
efforts for environmental remediation.
Environmental stewardship related to natural resources and open space is
addressed in the Natural Environment section of the General Plan.
Environmental remediation is associated with hazardous contaminants in
previously utilized sites that contain hazardous contaminants impeding
redevelopment, which makes this topic fit under the built environment. The
public facilities element addresses solid waste, recycling, hazardous waste,
and green waste. The following subsection on Environmental Remediation
and Brownfields will be added to this element on pages 72 to 73:
BROWNFIELDS AND ENVIRONMENTAL REMEDIATION
Brownfields are abandoned or underutilized properties where reuse is
complicated by actual or perceived environmental contamination. The
spaces may include sites contaminated by hazardous substances, petroleum
or mine-scarred land. Some sites within Fountain Hills may qualify as
brownfields, particularly within the Shea and Saguaro areas of the Town.
4
COMMENT
NUMBER
Comment or Suggestion for Revision ACTION/PROPOSED GENERAL PLAN REVISIONS
Criteria
According to the ADEQ, properties must fit all three criteria below to be
considered brownfields:
• It is an underused commercial or industrial site.
• It has redevelopment potential.
• The site’s redevelopment potential is complicated by known or perceived
contamination from a hazardous substance as defined by the
Environmental Protection Agency’s Comprehensive Environmental
Response, Compensation and Liability Act (CERCLA).
Community Impacts
ADEQ recognizes the impact these Brownfields can have on a community,
particularly properties with unresolved environmental issues. Brownfields
are often abandoned, with owners no longer maintaining the space or
paying taxes. Abandoned properties can quickly become local blights and
may attract vandalism and illegal dumping. They degrade the environment,
depress communities and potentially put human health at risk.
Brownfields Revitalization Benefits
Revitalizing Brownfields involves transforming these properties into
something new, from neighborhood parks to commercial or retail spaces.
Redeveloping Brownfields has the potential to reduce environmental
hazards, create new business opportunities, increase tax revenue and
restore blighted areas to productive use. Redevelopment may also prove
less expensive than construction on previously undeveloped land because
they typically have favorable locations (near potential markets and labor)
and infrastructure already in place.
5
COMMENT
NUMBER
Comment or Suggestion for Revision ACTION/PROPOSED GENERAL PLAN REVISIONS
Brownfields Assistance Program
Local Governments, non-profits, Tribes and hospital, school, police and fire
districts may apply for funding through ADEQ’s Brownfields Assistance
Program. Each fiscal year (July 1 through June 30), the Environmental
Protection Agency (EPA) provides funding under a State Response Grant for
Phase I and Phase II Environmental Site Assessments, Asbestos and Lead-
Based Paint Surveys and Asbestos and Lead-Based Paint Abatements.
The following goal and policies will be added to the Public Facilities Element
related to Brownfield/environmental remediation (See pages 81 and 82):
Goal: Support a thriving built environment through identification of
environmental remediation programs that support environmental
protection, redevelopment and reinvestment.
Policy 1: Actively identify and assess remediation of brownfields and infill
redevelopment of greyfields within the Town.
Policy 2: Apply for grants and seek technical assistance to promote planning,
assessment, clean up and reuse of brownfields sites.
The following implementation strategy will be added to the Public Facilities
Element Implementation Matrix related to Brownfield/environmental
remediation (See implementation strategy for goal 10 in the Implementation
Matrix located on page 141:
Implementation Strategy: Seek technical support and grant assistance from
ADEQ’s Brownfields Assistance Program.
5 On page 49-50 regarding existing parks/plazas, move the information
on the boulevard in the middle of Avenue of the Fountains to the Plaza
section. This was debated several years ago by Council and they
determined it should be considered a plaza, not a park.
Revised as proposed See pages 49-50.
6
COMMENT
NUMBER
Comment or Suggestion for Revision ACTION/PROPOSED GENERAL PLAN REVISIONS
6 The section on urban trails seems to be missing support for
maintenance of sidewalks. Possibly add new policy under Goal 3, page
54, “Continue to ensure maintenance of sidewalks in the urban trail
system.”
Revised as proposed. See Policy 7 on page 54.
7 Our current transportation system maps include 3 street
classifications, the new General Plan has 4. Revise the new plan to be
consistent with the current classifications.
Revised as proposed.
8 Correct references to the “Phoenix Transit System.” Revised as proposed. See Policy 5 on page 54.
9 Review and correct for consistent font and formatting. Formatting will be reviewed once all revisions pertaining to comments
provided by community and agencies are completed.
10 On page 79 rewrite the sentence to make it clear EVIT is not part of
the Fountain Hills Unified School District.
Revised as proposed. See revision on Page 81.
11 On page 125, under #2 take the word Town out from in front of the
Fountain Hills Unified School District.
Revised as proposed.
12 Look for a place in the plan to say more about safety of pedestrian
crossings of streets.
Goal 1 of the Connectivity, Access and Mobility Goals and Policies section
(page 60), provides “Continue to support safe, efficient and sustainable
connectivity, access and mobility throughout the Town.” Policy 1 under goal
1 directs the Town to “prepare an integrated Connectivity, Access and
Mobility Master plan that:
g. Assesses pedestrian interaction with other travel modes in and around the
Town Center to identify locations where pedestrian crossings and/or traffic
calming improvements are needed to support the Town Center as a
pedestrian-friendly destination.”
13 Need an Executive Summary. Executive summary will be completed once all the changes are completed.
14 Should create a 3-4-page flyer to grab attention about the Plan. Flier will be prepared for the general election by the Town.
15 More emphasis on being a walkable community. Walkability is emphasized as a major component of healthy and active
lifestyles throughout the General Plan and mentioned under various
elements and sections, including:
• Thriving Neighborhoods (page 19)
• Quality development (page 20)
• Thriving Neighborhoods Goals and Policies (Goal 4, Policy 1 (c),
page 24)
7
COMMENT
NUMBER
Comment or Suggestion for Revision ACTION/PROPOSED GENERAL PLAN REVISIONS
• Redevelopment, Revitalization and Infill (page 35)
• Character Areas Goals and Policies (Goal 1, Policy 8, page 37)
• Table 1: Character Areas Plan – Commerce and Employment
(Commerce Center, page 43)
• Plazas and Courtyards (page 50)
• Streets, Sidewalks and Trails as Public Spaces and Social Connectors
(page 50)
• Pedestrian Crossings (page 59)
• Natural Resources/Open Space Goals and Policies (goal 5, Policies 4
and 5, page 91)
Pedestrian connectivity is also emphasized in various other contexts,
including urban trails, multimodal connectivity/trail connectivity, active and
healthy lifestyles, mixed-use development.
Will add a bullet to the vision statement referring to further emphasize the
walkability emphasis already expressed through the various elements of the
plan.
16 Disc golf has outgrown Fountain Park, should find a new place. This subject would be best addressed as part of the Town’s Parks,
Recreation, Trails and Open Space System Master Plan process mentioned in
the Social Environment Goals and Policies (Goal 1, Policy 1 (a), page 53)
which provides “assess current and future park, recreation, and trails
needs.”
17 Review the list of key signature events and ensure they are listed
correctly
The list of Town-wide destination events that attract visitors to the Town
included in The Economic Development Element (Goal 1, Policy 4, page 101)
was revised to include the following events:
a. Concours in the Hills;
b. St. Patrick’s Day;
c. Fourth at the Fountain;
d. Turkey Trot;
e. Thanksgiving Day Parade;
f. Stroll in the Glow
g. Arts and Craft Festivals;
h. Disc Golf tournaments;
i. Other.
8
COMMENT
NUMBER
Comment or Suggestion for Revision ACTION/PROPOSED GENERAL PLAN REVISIONS
Town staff will provide a final list
18 Concern regarding the description of Minor General Plan amendment
as change that is less than a Major amendment. The concern is that
we would require minor amendments for almost every rezoning unless
there is some minimum size requirement for minor amendments.
The character area approach in itself assists in minimizing “minor
amendments” to the General Plan. The Following will be considered “minor
amendments” to the General Plan (See page 123):
1. Any change mandated by initiative or Arizona law;
2. Any change that does not meet one of the criteria listed under
major amendment is considered a minor amendment.
3. Any text or map change that does not conflict with the intent of the
General Plan, including text amendments and updates to goals and
strategies which do not change their meaning or intent.
2. Any text change that does not conflict with the intent of the
Character Area and/or the General Plan, including text
amendments and updates to goals and policies, which do not
change their meaning or intent;
3. A request to modify Exhibit 2: Character Areas Plan Map, to modify
a character area boundary by more than 5 acres to support a
proposed development, redevelopment, or infill that is not
currently supported within the designated character area;
4. Changes to demographic, socioeconomic or statistical data and
other background and current conditions
.
19 Concern about showing the gateways as circles, may be interpreted
literally by staff and impose conditions on development that are not
reasonable
As provided on page 34, “A hierarchy of gateways improves wayfinding.
Primary gateways into a town must define the identity of, serve as primary
entry points to, define major destinations, and convey a sense of arrival.
Secondary gateways identify specific destinations. The location and specific
guidance for Fountain Hills’ gateways is further addressed in the
Connectivity, Access and Mobility element.”
It is a standard design practice to identify gateway areas with a circle to
denote an area of visual impact whether the traveler is traveling into or out
of the area and to convey a sense of arrival utilizing a variety of techniques,
including entry features, monumentation, landscape features at scales that
convey the hierarchy of the type of gateway as provided in Table 1:
Character Area Plan – Gateway Areas.
9
COMMENT
NUMBER
Comment or Suggestion for Revision ACTION/PROPOSED GENERAL PLAN REVISIONS
The Connectivity Access and Mobility element provides that “Gateways are
featured spaces that identify key points of entry and create a sense of
welcome, arrival, and place. Beyond a welcome plaque, or monument, each
gateway should be unique based on the hierarchy established in Table 1
located in the Great Places Element. Gateways also establish a desired
identity, support the character of the area in which they are located, convey
sense of arrival to the various destinations, and support wayfinding efforts.”
(page 56). Gateways also conform with the Wayfinding Study completed by
the Town in 2018.
Gateways are shown in Exhibit 2: Character Areas and in Exhibit 4:
Connectivity, Access and Mobility because they serve as defining wayfinding
features supporting visual connectivity. There is specific guidance in Table 1
on what types of design elements are required within the visual sphere of
each gateway denoted by the circles.
20 Mapping the extension of McDowell Mountain through the State Trust
land could limit flexibility in the future to relocate that road when
development occurs.
The McDowell Mountain road currently exists through the State Trust land
and is a functionally classified road. Many conversations with ASLD took
place during the writing of the General Plan at its different stages. Any
development or road realignment within State Trust Land requires the
preparation of a conceptual land use and circulation plan in coordination
with ASLD as provided throughout the General Plan and as mandated by ARS
using language provided by ASLD.
ASLD was consulted on this matter and the agency supports the functional
classification proposed by the Town.
21 Feels the current draft places too much emphasis on meeting the
financial needs of the Town and not enough emphasis on the needs of
the people for a livable community; should be reviewed and rebalance
as necessary.
The General Plan supports AIA’s 10 Principles for Livable Communities:
1. Design on a human scale by supporting compact development and
pedestrian-friendly character areas that allow residents to walk to
shops, services, cultural resources, and jobs and can reduce traffic
congestion and benefit people’s health.
2. Provide Choices in housing, shopping, recreation, transportation,
and employment. Variety creates lively neighborhoods and
accommodates residents in different stages of their lives.
3. Encourage mixed-use development where appropriate in the Town
Center and in redevelopment areas.
10
COMMENT
NUMBER
Comment or Suggestion for Revision ACTION/PROPOSED GENERAL PLAN REVISIONS
4. Preserve urban centers by restoring, revitalizing, and infilling the
urban areas in need of redevelopment.
5. Vary transportation options giving people the option of walking,
biking, using public transit, telecommuting in addition to driving, to
reduce traffic congestion, protect the environment, and encourage
physical activity.
6. Build Vibrant Public Spaces the plan supports welcoming, well-
defined public places to stimulate face-to-face interaction,
encourage civic participation, admire public art, and gather for
public events and supporting a healthy parks, recreation, trails and
open space system.
7. Create a Neighborhood the General Plan designates the
Neighborhoods Character Areas to sustain and enhance the “sense
of place” that gives Fountain Hills neighborhoods a unique
character, enhances the walking environment, and goes a step
beyond to support complete neighborhoods.
8. Protect Environmental Resources by incorporating a well-designed
balance of the natural and built environments by protecting natural
systems, reducing air pollution, and protecting property values.
9. Conserve Landscapes, Open space, and wildlife habitat as essential
for environmental, recreational, and quality of life reasons.
10. Design Matters as a foundation of successful and healthy
communities by supporting quality development, defining
gateways, and supporting well-planned planning areas.
The livability principles above are integrated with the latest healthy
community principles under the three pillars of the General Plan overarching
principle: Thriving Neighborhoods, Thriving Environment (built, social and
natural), and Thriving Economy in a manner unique to Fountain Hills.
The General Plan was prepared based on input provided through the various
community engagement processes included in the Visioning Report of the
General Plan. A summary of the community engagement process results
11
COMMENT
NUMBER
Comment or Suggestion for Revision ACTION/PROPOSED GENERAL PLAN REVISIONS
serving as the springboard of the General Plan is included in the following
pages.
22 Need to amend the criteria for the Major General Plan amendment for
Neighborhood character area to reduce the area that would qualify as
a Major Amended
See revised item on page 122
1. A request to modify Exhibit 2: Character Area Plan Map, to modify a
character area boundary by more than 1% in the Neighborhoods character
area or 20% in any other character area to support a proposed
development, redevelopment, or infill that is not currently supported with
the designated character area.
23 Need to make road maintenance a priority, including fixing potholes
throughout the Town. Also prioritize fixing unmanicured shoulders
throughout the Town, especially along Fountain Hills Blvd.
Goal 1, Policy 1 (i) items I and ii (page 61) of the Connectivity, Access and
Mobility Element requires the Town to prepare an integrated Connectivity,
Access and Mobility Master Plan that includes a maintenance schedule
tied to the Town’s Capital Improvements Program (CIP) that:
i. Supports the street pavement plan and road improvement
schedule; and
ii. Identifies public and private funding sources to finance
improvements.
Having the road improvements schedule tied to the CIP ensures
prioritization of road improvements.
12
Agency Review Comments Matrix – ASLD
COMMENT
NUMBER
Comment or Suggestion for Revision ACTION/PROPOSED GENERAL PLAN REVISIONS
1 The ASLD commented that there are sufficient policies in the draft
text to guide the future development of State Trust Lands. ASLD also
express preference to strikethrough "highest and best use" language.
Email from the ASLD reviewer is included in the Appendix.
Revised as proposed. Reference to “highest and best use” has been deleted
on page 30 and on page 66 (Goal 8, Policy 1)
Agency Review Comments Matrix – ADOT
COMMENT
NUMBER
Comment or Suggestion for Revision ACTION/PROPOSED GENERAL PLAN REVISIONS
1 The ADOT reviewed the Plan and have no significant comments. It
also mentioned that the plan is an impressive document and wishes
the Town the best of success in fulfilling the Plan.
Email from the ADOT reviewer is included in the Appendix.
No comments requiring revisions.
13
APPENDIX A: REVIEWING AGENCIES EMAILS
The Town of Fountain Hills General Plan Update Final Draft was submitted to all applicable agencies for
the 60-Day mandatory review in conformance with the Arizona Revised Statutes (ARS) 9-461.06. The
following reviews were received via email from State agencies.
ASLD
From: Jon Froke <jfroke@azland.gov>
Sent: Thursday, April 9, 2020 2:19 PM
To: Maria Masque <mmasque@azplanningcenter.com>
Subject: Re: Urban Reserve - ASLD Trust Land - Fountain Hills General Plan
Hi Maria.
Thank you for the update on the Fountain Hills General Plan.
There are sufficient policies in the draft text that will guide the future development of State Trust
Lands. Can we strike the text that reads "highest and best use"? We would prefer to not include that
language.
Also. We have also reviewed Exhibit 4 and concur with your assessment that the existing road
should continue to be classified as a Minor Arterial.
Thank you.
Jon
Jon M. Froke, AICP | Planner III
Arizona State Land Department
1616 W. Adams Street | Phoenix, AZ 85007
O: 602-542-3126 | C: 623-910-6371 | jfroke@azland.gov
Funding Arizona Public Schools and Institutions since 1915
14
ADOT
From: Clemenc Ligocki <cligocki@azdot.gov>
Sent: Thursday, April 2, 2020 1:23 PM
To: John Wesley
Subject: Town of Fountain Hills General Plan Transmittal for the Mandatory 60-day Agency Review
Mr. Wesley,
Thank you for the opportunity to review your 2020 General Plan document. Though we are past
your desired March 30 target date for comments, I can affirm that we have reviewed the Plan and
have no significant comments. This is an impressive document, and we at the Arizona Department
of Transportation wish you the best of success in fulfilling the Plan.
Sincerely,
Clem
--
Clemenc Ligocki
Planning and Programming Manager
ADOT Multimodal Planning Division
206 S. 17th Avenue, MD310B
Phoenix, AZ 85007
602-712-8143
azdot.gov
15
Cultivate Retail
and Service
Opportunities
APPENDIX B: COMMUNITY INPUT
The Fountain Hills General Plan was prepared based on community input gathered during the visioning
process planning stages and throughout the planning process of the General Plan update. The following
section summarizes the results of the community engagement process. The Visioning Report available
separately, includes all the input from the various community efforts.
Community Engagement Process Results
Themes
There was significant response to the presentations and exercises, spanning a wide range of comments
and input. The input received during the extent of the public participation process has been used to
identify major themes for the Fountain Hills General Plan. The themes were developed in consideration
of the following criteria:
➢ Quantity and similarity of comments received
➢ Discussions with meeting attendees
➢ Comment’s ratings– concentration of dots
➢ Applicability of input to the General Plan
The following major themes were identified in the responses received during the visioning process,
including both written and verbal comments. The comments mentioned most frequently are called out in
bubble illustrations.
Land Use Themes
The Land Use themes elicited from the public centered around topics such as affordable housing,
preserving open space and addressing redevelopment goals related to specific areas such as Downtown
and the Shea Boulevard Corridor.
➢ Residential: Create affordable, mixed-use housing
opportunities. (Included in General Plan)
➢ Downtown Revitalization: Work on the scale of
Downtown while sustaining and building the core of
Fountain Hills through entertainment, housing, retail
and healthy food opportunities. (Included in the
General Plan)
➢ State Land: Develop the State Land-owned property to
the north into residential and neighborhood
commercial. (Included in the General Plan)*
16
➢ Good Neighbor: Foster a partnership between Fountain Hills and the surrounding communities
through economic development and policy.
(Included in the General Plan)
➢ Retail and Service: Cultivate opportunities
to allow a diverse variety of service and
retail uses for residents and visitors of all ages.
(Included in the General Plan)
*Note: Numerous conversations with the Arizona State Land Department, the managers of State Trust
land, yielded the verbiage included in the plan as required by the Arizona Revised Statutes.
Growth Area Themes
The Growth Area determination is difficult for the Town of Fountain Hills as it is land locked by the
McDowell Mountain Preserve, City of Scottsdale, Fort McDowell Yavapai Nation and Salt River Pima-
Maricopa Indian Community. Comments centered around supporting infill of vacant lots, revitalization of
existing areas, re-designation of land uses and updating ordinances to reflect the current needs of
Fountain Hills.
➢ State Trust Land: Development of State Trust Land for residential, neighborhood commercial
and recreational opportunities. (Included in the General Plan)*
➢ Shea Corridor: Expand the Target Plaza while allowing for a greater mix of commercial and
industrial. (Included in the General Plan)
➢ Downtown: Revitalize the Downtown area with a variety of tools
including interior and exterior redevelopment.
(Included in the General Plan)
➢ Saguaro Boulevard: Utilize Saguaro Boulevard as an entry corridor into
Fountain Hills and revitalize the facades for a more aesthetically
pleasing experience. (Included in the General Plan)
➢ Infill: Utilize existing buildings and vacant lots to create connected and
vibrant live, work, play spaces. (Included in the General
Plan)
➢ Keep Small Town Feel: Promoting growth within the
context of Fountain Hill’s small-town feel. (Included in
the General Plan)
*Note: Numerous conversations with the Arizona State Land Department, the managers of State Trust
land, yielded the verbiage included in the plan as required by the Arizona Revised Statutes.
Focus Efforts on Revitalization,
Redevelopment and Infill
while Preserving and
Promoting “Small-Town” Feel
Revitalization
of Downtown
17
Downtown Area Specific Plan Themes
The Downtown Area Specific Plan was created in 2009 and outlines 9 districts in the Downtown area.
Comments centered around the current needs of the Downtown area, expanding the 2009 boundary and
allowing for a greater attraction to the Downtown area.
➢ Plat 208: Plat 208 describes a prominent Downtown area, which includes a
large open parking lot surrounded by commercial use. The main concern for
Plat 208 is the need for redevelopment and revitalization to bring residents
and visitors back to Fountain Hills Downtown.
(Addressed in the General Plan through Town Center strategy)
➢ Boundary: The current boundary of Downtown expanded to Fountain Hills
Boulevard. (The area near Fountain Hill Boulevard is built dout primarily as a
commerce center with various commercial uses. The General Plan
delineates the areas the Commerce Center extension of the Town
Center planning area. Different criteria apply while remaining as
interconnected, interdependent, walkable areas)
➢ Architectural Design Standards: Providing architectural design standards which could encourage
cohesiveness throughout Downtown. This includes color palette for the exterior of buildings and
facades. (Addressed in the General Plant by directing the preparation of design guidelines for
the Town Center. Design guidelines are not part of a general plan. Enough guidance is provided
to encourage appropriate development in those areas.)
➢ Events: Support and expand upon the already successful Fountain Hills event programs that
allows for residents and visitors to understand and enjoy the Town. (Addressed in the General
Plan)
Economic Development Themes
Economic development has been a high priority for Fountain Hills residents and stakeholders. There is
potential for economic growth through commercial, recreational and entertainment avenues. Topics
regarding economic development include attracting businesses, promoting and supporting small
businesses and diverse job creation unique to Fountain Hills.
➢ Defining Fountain Hills: Define the Town of Fountain Hills
economic development identity in order to be able to
brand and market the types of businesses and retail
needed to support such identity. (Addressed in the
General Plan)
➢ Technology: Embrace the high-tech industry through e-
commerce, collaborations with technology-based
businesses and schools and evolving transportation needs.
(Addressed in the General Plan)
➢ Tourism: Create and promote opportunities for tourism
through recreation, events, ecotourism and astrotourism.
Support and
Expand Events
Define
Fountain Hills’
Economic
Identity Attract Retail
Services and Jobs
18
This includes the increasing demand for hospitality uses and short-term rentals. (Addressed in
the General Plan)
➢ Appeal to Younger Demographic: Appeal to the younger demographic through entertainment
uses, public amenities and affordable housing. (Addressed in the General Plan)
➢ Attraction: Foster an economic development strategy which promotes a variety of retail
services, which in turn creates job attraction. (Addressed in the General Plan)
Public Facilities and Infrastructure Themes
A strong infrastructure system would allow the Town of Fountain Hills to provide a means for continued
growth, safety and connectivity. Public facilities and services in Fountain Hills include partnerships with
agencies such as, but not limited to, Maricopa County Sherriff’s Office, Rural Metro and the Sanitary
District. Concerns/issues shared during the visioning process related to public facilities and services
included: upgrading and maintaining existing facilities; planning for additional services; improving current
technology; supporting energy efficient sources; and exploring funding options for these measures.
➢ Wastewater System: Upgrade and maintain collection system and create
innovative ways to treat wastewater. This coupled with public education could
solve the increased problem of sodium in the wastewater.
(Addressed in the General Plan)
➢ Roads: Address the status of deteriorating roads.
Additionally, study the scale of Fountain Hills Roads in certain
areas whether too narrow or too wide.
(Addressed in the General Plan)
➢ Funding: Identify funding sources for infrastructure and
public facilities in the Town. Present a plan of action for
future development that supports sustainability. (Addressed
in the General Plan via goals, policies and strategies. The
Action Plan itself is outside the scope of a General Plan and
will need to be prepared subsequently.)
➢ Communications: Improve WiFi connection and overall
accessibility for evolving technologies and communications.
(Addressed in the General Plan)
➢ Public Amenities: Develop a community pool or water park as well as an improved skate park
for residents and visitors of all ages.
(Addressed in the General Plan by requiring the preparation of a comprehensive Parks,
Recreation, Open Space and Trail System Master Plan that will properly assess user needs and
priorities and seek funding)
Sustainable
Funding
Source
Road
Improvements and
Maintenance
19
Open Space Themes
The Parks, Recreation and Trails section had a considerable amount of input from the public regarding the
establishment of trails and sports facilities, improvement of existing
facilities, utilization of the McDowell Mountain Preserve and
accessibility/safety.
➢ Parks, Recreation and Trail System: Create a plan for
existing and future outdoor recreation opportunities. This
could include utilizing the existing natural wash system for
recreation. (Addressed in the General Plan)
Improvements: Add new facilities such as bike, rock hunting
and jogging trails, dog park, hand gliding and mountain
climbing. (Addressed in the General Plan by requiring the
preparation of a comprehensive Parks, Recreation, Open
Space and Trail System Master Plan that will properly assess
user needs and priorities and seek funding and as part of
eco-tourism efforts)
➢ Connectivity and Wayfinding: Walking paths to and from
different areas of Town with improved signage. (The General Plan incorporates the Wayfinding
Study completed in 2018 by adding Gateways as key elements of wayfinding and elements of
supporting connectivity within character areas and throughout the Town)
➢ Access and Safety: Good, safe and accessible walking (strollers/wheelchairs) and bike trails,
especially with children. (Addressed in the General Plan. In addition, all sidewalk improvements,
new sidewalks and new development or redevelopment are required by law to provide universal
access)
Circulation and Transportation Themes
The Transportation and Circulation themes elicited from the public centered around topics such as safety,
street improvements, providing multi-modal transportation and traffic.
➢ Multi-modal Connectivity: Designate and plan for increased pedestrian and bicycle activity.
(Addressed in the General Plan)
Utilize Washes and
Open Space
20
➢ Street Improvements and Maintenance: Provide shade, lighting and other investments along
sidewalks and streets to promote all modes of
transportation. (Addressed in the General Plan)
➢ Parking: Strategically plan for public and private
parking areas including on-street parking.
(Addressed in the General Plan)
➢ Forms of Transportation: Incorporate ride share,
bike share and public transportation services to
internal and external destinations.
(Addressed in the General Plan)
Safety: Provide safe pedestrian usage by
delineating marked crossings and pedestrian
buffers. (Addressed in the General Plan)
Water Resource and Environmental Planning Themes
Water resources plays a critical role to the Town of Fountain Hills. Public comments related to water
resources and environmental planning include restoration, conservation and exploring energy efficient
resources.
➢ Drought Planning: Ensure a sufficient plan of action is in place for drought situations and status
of water available in the Maricopa AMA. (Addressed in the General Plan to the extent possible.
The Town does not own the Water Company)
➢ Water Resources: Water conservation efforts to allow for future sustainable growth potential.
(Addressed in the General Plan to the extent possible. The Town does not own the Water
Company)
➢ Energy: Explore clean energy production and use. (Addressed in the General Plan)
➢ Local Food Systems: Place emphasis and support for local food systems including community
gardens, farmers markets and local grocery stores. (Addressed in the General Plan)
➢ Active Lifestyles: Promote healthy activities within the community. (A repeating theme in the
General Plan is its emphasis on healthy and active lifestyles)
➢ Aging in Place: Provide methods to age in place with access to local food system and recreation.
(Addressed in the General Plan by including the concept of complete neighborhoods)
➢ Light Pollution: Preserve the dark skies by limiting light pollution. (Addressed in the General
Plan)
Promote
Safety Maintain and Improve
Existing Bike Lanes, Roads,
Pedestrian Crossings
1
Fountain Hills Thrives!
1
or
t
Prepared for:
Town of Fountain Hills Mayor and Council
16705 E Ave of the Fountains
Fountain Hills, Arizona 85268
Prepared by:
The Planning Center
2 E Congress, Suite 600
Tucson, Arizona 85701
Final Draft: January 16, 2020
Fountain Hills Thrives!
General Plan Project Team
Mayor and Council
Ginny Dickey, Mayor
Mike Scharnow, Vice Mayor
David Spelich, Council Member
Michael Scharnow, Council Member
Alan Magazine, Council Member
Art Tolis, Council Member
Dennis Brown, Council Member
Planning & Zoning Commission
Erik Hansen, Chair
Peter Gray, Vice-Chair
Susan Dempster, Commissioner
Mathew Boik, Commissioner
Scott Schlossberg, Commissioner
Dan Kovacevic, Commissioner
Clayton Corey, Commissioner
Consultant Team
Linda Morales, Owner/CEO
Maria Masque, Principal-in-Charge/Project Manager/Lead Planner
Brian Underwood, Planner/GIS and Mapping
Rick Merritt, Economic Development
Daniel Court, Economic Development
John Gray, Engineering
General Plan Technical Advisory Committee (TAC)
Grady Miller, Town Manager
John Wesley, AICP, Development Services Director
Marissa Moore, Senior Planner
Paula Woodward, Executive Assistant
Rachel Goodwin, Community Services Director
James Smith, Economic Development Director
Raymond Rees, Facilities & Environmental Supervisor
Ken Valverde, GIS Technician/CAD Operator
Dana Trompke, PE., Sanitary District Manager
1
Table of Contents
Table of Contents 1
SECTION I: PLANNING FOR OUR FUTURE 3
Introduction and Overview 4
General Plan Purpose 4
Fountain Hills Location and Regional Context 4
Historical Context 4
Exhibit 1: Location and Regional Context 5
How To Use This Document 7
Fountain Hills: Your Future Awaits 10
A Memorable Oasis 10
Fountain Hills Community Speaks 13
Our Commitment 12
Setting the Stage 13
Our Vision 13
Fountain Hills Overarching Principle 15
General Plan Structure 16
Conformance with Arizona Revised Statuttes 17
SECTION II: THRIVING NEIGHBOHROODS 19
Housing 19
Neighborhood Amenities 20
Neighbohrood Safety 21
Thriving Neighborhoods Goals and Policies 22
SECTION III: THRIVING ENVIRONMENT 26
1. BUILT ENVIRONMENT 27
Great Places Element 28
Background 29
State Trust Land 31
Existing Land Use 31
Existing Zoning 33
Character Area Framework 33
Character Areas Goals and Policies 37
Exhibit 2: Character Areas Plan Map 41
Table 1: Character Area Plan 42
Social Environment Element 46
Built Spaces for Social Interaction 47
Community and Regions Parks 47
Streets, Sidewalks and Trails as Social Connectors 50
Passive and Active Recreation 52
Social Environment Goals and Policies 52
Exhibit 3: Parks, Recreation, Trails and Open Space Map 55
Connectivity, Access and Mobility Element 56
Fountain Hills Roadway System 56
Access to the Larger Metro Area 57
Local Circulation 59
Safety 59
Gateways and Wayfinding 59
Connectivity, Access and Mobility Goals and Policies 60
Exhibit 4: Connectivity, Access and Mobility Plan Map 66
Exhibit 5: Bycicle Connectivity Plan Map 67
Public Facilities and Services Element 68
Water and Sewer 68
Law Enforcement, Fire Protectection and Emergency Medical Services (EMS) 71
Utilities 72
Other Public Facilities and Community Services 73
Capital Improvements Program (CIP) 75
Public Facilities and Services Goals and Policies 75
2
SECTION III: THRIVING ENVIRONMENT (Continued)
2. NATURAL ENVIRONMENT 81
Natural Resources and Open Space Element 82
Environmental Stewardship 82
Topography, Hidrology and Environmental Resources 83
Air and Water Quality 85
Open Space 86
Dark Skies 88
Energy 88
Natural Resources/Open Space Goals and Policies 89
SECTION IV: THRIVING ECONOMY
1. ECONOMIC DEVELOPMENT 95
Economic Development Element 96
2017 Fountain Hills Strategic Plan 96
Economic Development Goals and Policies 97
2. COST OF DEVELOPMENT 102
Cost of Development Element 103
Legislative Framework 104
Cost of Development Key Definitions 104
Town of Fountain Hills Fiscal Year 2019-2020 Adopted Budget 105
Cost of Development Plan Regulatory Methods 106
Town of Fountain Hills Growth Revenues 108
Capital Improvements Plan 108
General Plan Monitoring System 108
Cost of Development Goals and Policies 108
SECTION V: GENERAL PLAN ADMINISTRATION & IMPLEMENTATION
1. GENERAL PLAN ADMINISTRATION 115
General Plan Administration 116
General Plan Authority 116
Planning Tools Used to Implement the General Plan 117
General Plan Amendments and Updates 118
Major Amendments 119
Minor Amendments 120
Administrative Amendments 120
General Plan Updates 121
General Plan Annual Review 121
2. GENERAL PLAN ADMINISTRATION 122
General Plan Implementation 123
General Plan Implementation Legislative Framework 123
General Plan Implementation Strategy 124
General Plan Implementation Strategy Tables 127
Thriving Neighborhoods Implementation Table 127
Thriving Environment: Built Environment, Great Places Implementation Table 129
Thriving Environment: Built Environment, Social Environment Implementation Table 134
Thriving Environment: Built Environment, Connectivity, Access and Mobility Implementation Table 135
Thriving Environment: Built Environment, Public Facilities and Services Implementation Table 138
Thriving Environment: Natural Environment, Natural Resources and Open Space Element Implementation Table 140
Thriving Economy: Economic Development Implementation Table 142
Thriving Economy: Cost of Development Implementation Table 145
3
Section I: Planning for Our Future
Fountain Hills Thrives!
4
Introduction and Overview
General Plan Purpose
The Town of Fountain Hills General Plan 2020 (General Plan) manages growth in a manner consistent
with the community’s vision through its ten-year planning horizon. It guides decisions by establishing
goals and policies that balance maintenance of existing and developing neighborhoods, continued
support for economic development and conservation of resources. The General Plan provides the basis
for new development while supporting the quality of life that makes the Town distinct. The plan
includes the vision, goals and policy framework identified during the community outreach process. It
addresses specific community needs and aspirations. Under State law, actions on private land
development, such as Specific Plans, Area Plans, rezonings, subdivisions, public agency projects and
other decisions must be consistent with the General Plan ratified by the voters.
Fountain Hills Location and Regional Context
The Town of Fountain Hills (Town) is located in the northeast portion of the Phoenix Valley and is
bordered by the McDowell Mountain Regional Park within Maricopa County. The Town is east of the
City of Scottsdale, north of the Salt River Pima-Maricopa Indian Community and west of the Fort
McDowell Yavapai Nation. Exhibit 1 shows location and regional context.
Historical Context
The landforms that comprise the Town are characterized by low ridgelines and wash corridors that were
originally home to Native Americans. Archaeological studies have identified the area around the Fort
McDowell Yavapai Indian Nation as a major center of Hohokam-Salado occupation from approximately
100 to 1450 A.D. Petroglyphs and lithic remains have been found in both McDowell Mountain Regional
Park and in the surveyed portions of the former State Trust land south of the Town’s northern boundary.
5
Exhibit 1: Location and Regional Context
6
The proximity of the Verde River and Fort McDowell, both to the east, served to bring attention to the
region and created opportunities for the ranchers who subsequently settled the area. Fort McDowell
was established in 1865 and was located on the west side of the Verde River, approximately seven miles
above its junction with the Salt River. The Fort was linked to Camp Verde and Prescott to the northwest
by the Stoneman Military Trail. It was linked to Payson and Winslow to the north by the Mormon
Honeymoon (Wagon) Trail, named for the many Mormon couples who made the long trek to St. George
(the nearest Temple) to be married. The Fort was closed in 1890. In 1903, President Theodore Roosevelt
signed an executive order granting the land to the Yavapai Tribal Nation as a reservation.
The initial property that became the Town of Fountain Hills resulted from a partial sale of the P-Bar
Ranch, a working cattle ranch, under the ownership of the Page Land & Cattle Company. Approximately
4,500 acres was split off in 1968 in a sale to McCulloch Properties, a subsidiary of McCulloch Oil
Corporation. In 1970, McCullough Properties Inc. (MCO), after a combination of other land purchases,
directed the creation of an approximate 12,000-acre master-planned community. As a result, the
company prepared documentation known as the initial "Development Master Plan: Fountain Hills".
The plan included a variety of residential housing types, commercial and industrial land uses, provisions
for schools, churches, a community park, and a variety of open space corridors. Singularly, the founders
included, as an attraction to and for the new community, the “World’s Tallest Fountain”, christening its
namesake on December 15, 1970. Interest in the new community was generated throughout the
Midwest and Eastern regions of the country through an innovative “fly to see” program. Prospective
buyers were flown to the fledgling community by private aircraft and toured their potential homesites
by a Jeep-driving sales force. Initial residential construction began within months, and by February 1972
residents began living in Fountain Hills. The Fountain Hills Sanitary District completed the initial phase of
its wastewater treatment plant in 1974.
In December 1989, the Maricopa County Board of Supervisors voted to allow the incorporation of the
Town of Fountain Hills after a vote of the citizens determined incorporation was desired. A seven-
member Town Council was organized to establish a form of governance for the community. The Town
retained the established land uses approved through Maricopa County as well as the continued use of
County zoning ordinances for the first six months of the Town’s existence.
The Town adopted its first zoning and subdivision ordinances in May 1990 and began administering
these ordinances on July 1, 1990. A Community Development Department was established the next
month and the Planning and Zoning Commission was organized in November 1990. The Planning and
Zoning Commission continues as the recommending body to the Town Council on land use plans and the
implementation of ordinances. In February 1991, the Town Council chose not to continue as its own
Board of Adjustment, forming an independent board to consider variance requests from the land use
ordinances and to consider appeals of the zoning administrator's decisions.
Development continued steadily throughout the 1990s. The land underlying Eagle Mountain, southwest
of the Shea Boulevard/Palisades Boulevard intersection, was annexed in 1991. Communities Southwest
developed a mixture of approximately 500 residential units and commercial facilities and an 18-hole golf
course adjacent to Eagle Mountain. In 2006, the Town Council approved the annexation of an
approximate 1,276-acre area of State Trust land that bordered Fountain Hills to the north, increasing the
incorporated area of the Town to 13,006 acres. This annexation was the last significant amount of
contiguous property to increase the size of the Town.
7
How To Use This Document
The following documents are part of the General Plan in the order they are presented.
Executive Summary
The Executive Summary summarizes the General Plan planning process and serves as a marketing tool
for the Town of Fountain Hills.
Policy Plan
The Policy Plan includes the policy framework guiding development, redevelopment, infrastructure,
economic development, and resource conservation efforts within the Town of Fountain Hills. This Plan
includes the community vision, overarching principles, and plan elements in compliance with all
applicable Arizona Revised Statutes. Each element includes goals and policies. This volume also includes
the administrative tools to manage, monitor, amend and implement the General Plan.
Background and Current Conditions Report
The Background and Current Conditions Report contains all pertinent analyses supporting the General
Plan. This document assesses background and current conditions and identifies the physical, regulatory,
demographic, socioeconomic and fiscal realities impacting development within the Town of Fountain
Hills. This technical report and the public input gathered during the community engagement process
serve as the foundation to the goals and policy framework of the General Plan. The Background and
Current Conditions Map Series summarizes the opportunities and constraints in map format.
8
Community Vision Report
The Community Vision Report summarizes the input received at the various community meetings,
workshops and visioning efforts.
Figure 1: General Plan Organization
Policy
Plan
Community
Vision
Report
Background
& Current
Conditions
Executive
Summary
9
Fountain Hills General Plan Policy Plan Definitions
The Fountain Hills general plan guides development, infill, revitalization and redevelopment within
Fountain Hills. The Policy Plan organization streamlines the development review and decision -making
processes by allowing staff, decision makers and users to easily find information. It also supports user
needs in a user-friendly manner while complying with State mandates. The major components of the
general plan structure are defined as follow:
General Plan Component Definition
Vision Statement A non-measurable statement of intent or aspiration summarizing in a
brief paragraph the desired outcome or what the community would like
to achieve or maintain.
General Plan Elements The chapters of the General Plan. The General Plan Update includes
various elements, the General Plan Administration, and the General Plan
Implementation Strategy.
Guiding Principles Overarching principles or precepts guiding the intent of an element
irrespective of changes in goals, policies and implementation strategies.
Guiding principles support the Vision Statement and guide the Element’s
goals.
Goals General statements expressing the desired outcomes and supporting the
vision the community seeks with regards to the future development and
the element’s precept.
Policies Action statements supporting goals, providing a framework for present
and future decisions and guiding the formulation of specific programs
and implementation strategies enumerated in the implementation plan.
Implementation Actions Specific measurable actions required to carry out the policies of the
General Plan and implement its goals. Implementation actions identify
lead department responsible for the implementation, timeframe for
completing the action, potential funding source, and strategic
public/private partners.
10
Known for its impressive fountain, once the tallest in the world, Fountain Hills borders the Fort
McDowell Yavapai Nation, Salt River Pima-Maricopa Indian Community, and Scottsdale, Arizona.
Fountain Hills Thrives!
A Memorable Oasis
Fountain Hills is famous for the spectacular projection of its signature fountain, which can be viewed
from many vantage points within and outside the Town. The fountain is one of the tallest continuously
operating fountains in the world. The Town is also renowned for its preservation of the natural desert,
its abundant wildlife, scenic qualities and dark skies.
11
One of Fountain Hills’ most valuable assets is its natural beauty. The Town’s scenic views and desert
terrain provide for a wide range of outdoor activities including hiking, biking, and golf in support of
healthy lifestyles. Fountain Hills contains some of the more challenging and picturesque golf courses in
the State of Arizona. Its dark skies provide opportunities for star gazing.
Fountain Hills was named by Phoenix Magazine as the best place to live in the Valley of the Sun and was
cited as "a welcome oasis on the outskirts of a metropolis." The small-town charm, lakeside, Town
Center, relaxed desert lifestyle, lush desert landscapes and diverse landforms, public art, and an idyllic
location at the foothills of a picturesque mountain setting overlooking Fountain Park, make Fountain
Hills an oasis.
A step away from the bustling Phoenix Metropolitan area, Fountain Hills’ aesthetics and natural desert
setting creates a desirable environment for a variety of lifestyles. Artists, professionals, retirees, singles,
new families, and permanent and seasonal residents call this world apart home.
Fountain Hills Community Speaks
As part of the community involvement process, conducted at early stages of the planning process, the
community shared the values and aspirations summarized herein.
At Fountain Hills, we celebrate our environment by living in harmony with our desert setting.
Under Arizona sun and dark starry skies, our mountainous and urban surroundings provide
adventure and inspiration. We celebrate our culture by embracing neighbors and traditions, both
old and new, creating a welcoming, safe, and enjoyable community together. The knowledge
and experiences we share across generations from varied backgrounds encourages innovation.
We celebrate our quality of life by supporting the local spirit with global connections. Our ability
to be resourceful allows our economy to be resilient and innovative. Informed and insightful, we
create opportunities. Our small town embodies both simplicity and advancement, looking to the
future with the promise that we will continue to thrive in sustainable ways.
12
13
Our Commitment
As part of this General Plan, we embrace a positive outlook, get actively involved and continue to take
the necessary steps to support our community and our vision. As Fountain Hills grows, we:
• Sustain the quality of life, vitality, and distinct charm of our Town;
• Maintain the delicate balance of land uses that make the Town a desirable place to live, work, enjoy
and visit.
• Further enrich the natural, built, and social environments that make the Town unique;
• Support existing businesses and continue to attract businesses that stimulate the Town’s economy;
and
• Provide recreational and resort opportunities to strengthen the Town’s reputation as a premier
desert destination.
Town Center Main Gateway at Avenue of the Fountains and Saguaro Boulevard
14
Setting the Stage
Of all the destinations in the northern Sonoran Desert, Fountain Hills is
one of the most attractive. The physical beauty, climate, and unique
charm of Fountain Hills are known throughout the Phoenix
Metropolitan region and the state. In Fountain Hills, the vision for the
future is multi-faceted. The Town must strive to preserve the delicate
balance between its natural, built, and social environments. A goal of
the General Plan is to guide development and redevelopment in a
manner that maintains and enhances the qualities that make Fountain
Hills a special and unique place.
Fountain Hills is a product of its relationship with its surrounding
natural environment. The expansive desert terrain contributes to the
Town’s desirable warm climate; the mountains provide a dramatic
visual backdrop. The proximity to metropolitan Phoenix, combined with
its small-Town charm and desert setting, is a primary reason that
Fountain Hills has become a popular destination.
Today, Fountain Hills not only prides itself on its sought-after amenities, but also on its safe, pleasant,
and tranquil neighborhoods, its thriving natural, built, and social environment, and its attractive,
enjoyable, and memorable public spaces. Fountain Hills offers many major amenities typically found in
cities with much larger populations, such as the Fountain Hills Community Center, the Fountain Hills
Museum, Fountain Park, the Botanical Gardens, a thriving Town Center, resorts, and a broad range of
high-quality public services. Open space comprises almost half of the City’s total area and provides
treasured natural recreation opportunities and wild habitat.
Our Vision
Picture an inviting desert oasis in the Phoenix metropolitan region, a place where:
• Native desert vegetation, topography, and natural resources are valued and preserved
• Distant mountains by day and countless stars by night offer a memorable setting
• Neighbors and visitors gather at special events and festivals
• Residents enjoy a walkable community that is conducive to civic involvement and activities
• Unique dining and shopping options abound
• Multiple recreational opportunities support healthy and active lifestyles
• A stable economy invites innovation and creativity and delivers meaningful employment options
to an engaged, active, and diverse population
• A variety of housing options are available in safe, quiet, pleasant, and enjoyable neighborhoods
Fountain Hills Thrives!
15
Fountain Hills Overarching Principle
One overarching principle supports Fountain Hills’ Vision: Carefully and thoughtfully integrating
neighborhoods, environment (built, natural and social) and economy to maintain a thriving community.
This principle seamlessly brings together the places we live, work, shop, go to school, and recreate in a
viable and sustainable manner.
Neighborhoods
Environment Economy
16
General Plan Structure
Overarching Principle: Themes/Elements: Topics:
Thriving Neighborhoods
HOUSING • Variety for all ages, incomes,
and lifestyle
• Quality Development
• Property Maintenance
NEIGHBORHOOD AMENITIES Neighborhood Connectivity
• Street, Sidewalk, and Bicycle
• Parks, Recreation, Trails, Open
Space
Neighborhood Services
• Schools
• Public Facilities
• Churches
• Neighborhood Commercial
SAFETY Safe-by-Design Neighborhoods
17
Overarching Principle: Themes/Elements: Topics:
Thriving Environment BUILT ENVIRONMENT
GREAT PLACES Character Areas
• Neighborhoods
• Commerce Center
• Town Center
• Shea Corridor
• Saguaro Boulevard
• Development Reserve
(State Trust land)
Town-wide Amenities:
• Shopping and Entertainment
• Resort/Lodging
• Community & Regional Parks,
Recreation, Golf
SOCIAL ENVIRONMENT • Built Spaces for Social Interaction
• Community & Regional Parks, Plazas
and Courtyards,
• Streets, Sidewalks and Trails
• Passive and Active Recreation
ACCESS, CONNECTIVITY &
MOBILITY
• Roadway System
• Access to the Larger Metro Area
• Local Circulation (Pedestrian and
Bicycle Connectivity)
• Safety
• Gateways and Wayfinding
PUBLIC FACILITIES &
SERVICES
• Water and Sewer
• Law Enforcement, Fire Protection,
Emergency Medical Services
• Utilities
• Other Public Facilities and Community
Services
• Capital Improvements Program (CIP)
18
Overarching Principle: Themes: Topics:
Thriving Environment NATURAL ENVIRONMENT Desert Landscapes, Topography,
Vegetation, Scenic Value, Dark
Skies, Water & Air Quality, Open
Space, Energy
Overarching Principle: Themes/Elements: Topics:
Thriving Economy ECONOMIC DEVELOPMENT Revenue Stream, Social and
Intellectual Capital, Technology
and Innovation, Arts and Culture,
Tourism
COST OF DEVELOPMENT Financing New Development
Conformance with Arizona Revised Statutes:
The Fountain Hills General Plan structure exceeds all applicable requirements of section 9-461.05 (General plans;
authority; scope) of the Arizona Revised Statutes while addressing all its components in an integrated manner:
• Thriving Neighborhoods addresses housing, neighborhood preservation/revitalization, neighborhood-
scale amenities and neighborhood safety to support healthy, complete, and vibrant neighborhoods ,
• Thriving Environment integrates all aspects of the built, social, and natural environments by carefully
knitting growth areas, infill, redevelopment and revitalization, place-based land use utilizing a character
areas approach, connectivity, access and mobility supporting circulation for all travel modes, parks,
recreation, trails, and open space, resource protection, energy conservation, air and water quality,
infrastructure and public services in a cohesive manner as integral parts of Fountain Hills,
• Thriving Economy supports a strategic economic development approach to achieve the long-range
viability of the Town and provides specific mechanisms to finance new development,
19
Section II: Thriving Neighborhoods
Fountain Hills Thrives!
20
Thriving Neighborhoods
Thriving neighborhoods are key components of a thriving community, define Fountain Hills, and support
the economic vitality and long-term resilience of the Town. Fountain Hills defines thriving
neighborhoods as safe, tranquil, and aesthetically pleasing residential areas providing:
• quality housing choices for all age groups and income ranges in a setting that includes walkable
streets, drought-tolerant/low water use landscapes and shade-providing trees;
• a quality street network that offers multimodal access to jobs with sustainable wages
comparable to the cost of living in Fountain Hills;
• excellent schools, parks, recreation, and other neighborhood amenities and services; and
• trail connectivity to natural open space.
This element addresses the specific needs of neighborhoods, including housing variety, quality and
maintenance, neighborhood amenities, neighborhood connectivity and neighborhood safety.
Although Fountain Hills is approaching buildout, there are opportunities for residential growth in the
Adero Canyon and Eagles Nest area and residential infill within established residential areas. There are
also opportunities for high-density and mixed-use development within urban areas including the Town
Center. Future residential development is addressed in a broader context as a key component of the
Built Environment in the Great Places Elements which establishes criteria for new development within
the Neighborhoods Character Area in the Character Areas Plan included in Table 1.
Housing
When a family, or business, contemplates relocating to a new area, they evaluate their future success,
to a large extent, on the availability of quality affordable housing. Before someone commits to a new
location, they must feel secure that there are no barriers to their success. Housing expenses can easily
consume 30 to 50 percent of household income. Access to housing and the affordability of housing
impacts community development and long-term economic resilience. Housing development creates new
jobs and provides desired housing options that attract residents. In sum, people attract businesses and
housing attracts people.
This section provides the housing context guiding the housing goals and policies included in this
element. The Background and Current Conditions technical report describes existing housing in Fountain
Hills. A strategy that supports a variety of housing types, quality development and maintenance of the
existing housing stock and residential areas is essential to sustain Fountain Hills’ thriving neighborhoods.
Housing Variety
The mix of housing types in Fountain Hills differs to some extent to that found across Maricopa County.
The major differences are: (1) a higher percentage of single family attached units or townhomes and (2)
fewer traditional apartment units. Fountain Hills also has a much lower percentage of single-family
homes that are rented.
21
Post-recession figures indicate that in Maricopa County approximately 22 percent of all single-family
homes are rented, a level that is two times higher than found before the recession. In Fountain Hills,
only 9 percent of all single-family homes are rented, likely due to the price of housing in the Town which
is not conducive to renting.
According to the American Family Survey, the median value of owner-occupied housing in Fountain Hills
(single-family, townhome and condo units) is $387,800 compared to the County median of $225,000.
Diversifying the housing stock to attract young families and working professionals will contribute to a
more resilient economic outlook.
Quality Development
Residential development in Fountain Hills is and will continue to be safe-by-design and sensitively
integrated into the natural, social, and built environments. Residential development includes walkable
streets lined with drought tolerant, shade-providing trees and sustainable desert landscapes, is served
by a quality street network that offers multimodal access to jobs with livable wages, excellent schools,
parks, recreation, and other amenities and services, and provide trail connectivity to natural open space.
Property Maintenance
Efforts to sustain neighborhood quality must reflect the diversity of neighborhoods and their needs.
Most residential neighborhoods in Fountain Hills are well-maintained. Maintaining the character of the
existing neighborhoods and encouraging new quality infill residential development is key to supporting
thriving neighborhoods.
Neighborhood Amenities
When people and businesses consider relocation, other considerations include access to neighborhood
amenities and services such as quality education, churches, parks, community organizations and
convenient shopping. Fountain Hills’ neighborhoods offer access to a variety of amenities and services
and include connectivity to quality open space throughout the Town. In Fountain Hills, neighborhoods
are served by quality neighborhood amenities and services and support connectivity via pedestrian,
bicycle and vehicular modes.
Neighborhood Amenities and Services
Neighborhood amenities include neighborhood parks, schools, and other services and amenities
providing services to residential areas, and neighborhood commercial where in character with adjacent
development. The Town currently operates and maintains four developed park sites: Fountain Park,
Desert Vista Park, Four Peaks Park, and Golden Eagle Park. Parks are addressed in the Social
Environment Element.
Fountain Hills Unified School District is comprised of four schools: East Valley Institute of Technology
(EVIT) Fountain Hills, McDowell Mountain Elementary School, Fountain Hills Middle School and Fountain
Hills High School. Schools are further addressed in the Public Facilities and Services Element.
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Neighborhood Connectivity
There are numerous existing bike paths and pedestrian walkways throughout Fountain Hills. Fountain
Hills developed a sidewalk circulation network that serves most of the community. In 2007, the Town
staff developed a Sidewalk Plan that identifies all existing and proposed sidewalks throughout the Town.
The Town prepared a bicycle plan based on the design features and recommendations of the Maricopa
Association of Governments (MAG) Bicycle Plan.
The Town’s location within the foothills of the McDowell Mountain Regional Park and Scottsdale
McDowell Sonoran Preserve provides a network of trails, natural drainage channels and washes that
extend through the community. These washes, primarily owned by the Town, are typically undeveloped,
although most also contain utility easements (but typically only used for sanitary sewer lines), as well as
serving as surface drainage corridors.
This network of undeveloped washes supports a healthy and active lifestyle, provides connectivity to
significant natural open space between neighborhoods and supports valuable habitat for wildlife. They
also provide potential opportunities for trails and recreational connections throughout the Town’s open
space system.
Pedestrian, bicycle and trail connectivity are further addressed in the Social Environment Element and in
the Connectivity, Access and Mobility Element.
Neighborhood Safety
Fountain Hills was originally master planned based on innovative designs concepts that resulted in
quality, tranquil and safe neighborhoods. Future development will continue to support neighborhood
safety by applying safe-by-design best practices.
Safe-by-Design
Prevention through design, also called safety by design, incorporates methods and practices that
support community safety in the design process, with an emphasis on optimizing health and safety in
the community. Fountain Hills will continue to support quality, tranquil and safe neighborhoods by
adhering to “Safe-by-Design” methods and best practices.
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Thriving Neighborhoods Goals and Policies
This section includes goals and policies supporting Thriving Neighborhoods. The Great Places Element
includes the Character Areas Plan Map, which delineates the Neighborhoods Character Area, and
provides additional criteria for that character area in Table 1.
GOAL 1: Continue to develop and maintain thriving neighborhoods.
POLICIES
1. Continue to support safe, tranquil, quality residential development that is properly maintained
and provides vehicular, pedestrian and bicycle connectivity to parks, schools, and other
neighborhood amenities and services and trail connectivity to quality open space.
2. Protect existing neighborhoods from incompatible development that does not support the
character of that area;
3. Support neighborhood-scale, non-residential businesses, services, and amenities at the
intersection of arterial or collector roads where feasible and in a manner that maintains or
enhances the established character of the area.
4. Continue to apply safe-by-design principles and best practices in future development.
5. Encourage development and redevelopment of housing and associated amenities within
neighborhoods to attract families with children and young professionals.
GOAL 2: Support a housing strategy that encourages a broad range of quality housing types to address
current and future housing needs and to support long-term economic vitality.
POLICIES
1. Encourage a broad range of housing types affordable to all income ranges and age groups in a
manner compatible with adjacent development.
2. Encourage a range of housing types and residential densities and maintain consistency with the
existing character of infill areas in conformance with criteria provided in Table 1: Character
Areas Plan.
3. Encourage home ownership and rental opportunities for families with children and working
professionals by requiring the amenities and services valued by these groups.
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4. Encourage quality urban, compact, walkable mixed-use development that complements
surrounding uses in the Town Center and in other areas that may become available for urban
development.
5. Direct higher-density residential and mixed-used development to the Town Center and
redevelopment areas such as Shea Corridor as opportunities arise.
6. Support quality residential development that meets Town housing needs, promotes the vitality
of established neighborhoods, and enhances the quality of life of Fountain Hills.
7. Provide for various regulatory and financial incentives to encourage well designed housing,
special needs housing, and housing affordable to households of different income levels and age
groups.
GOAL 3: Maintain the quality of existing neighborhoods.
POLICIES
1. Protect established single-family residential neighborhoods from the transition, intensification,
and encroachment of uses that detract and/or change the character of the residential
neighborhood.
2. Encourage Home Owners Associations (HOA) efforts to maintain existing neighborhoods
including maintaining landscaped areas, building facades, subdivision parks and roads, especially
those along major corridors exposed to public view.
GOAL 4: Attract quality residential development that supports the healthy and active life style valued by
the community.
POLICIES
1. Ensure that new neighborhoods:
a. Sensitively and aesthetically integrate residential development to the social, built and
natural environments by supporting neighborhood connectivity to Fountain Hills’ Great
Places;
b. Are adequately served by parks, open space, passive and active recreation and supports
pedestrian, bicycle and trail connectivity to neighborhood services and amenities
located in the vicinity;
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c. Include walkable streets with streetscapes including drought tolerant, shade-providing
trees and sustainable desert landscapes that utilize purple water, drip irrigation or water
harvesting;
d. Support a quality street network that offers multimodal (vehicular, pedestrian and
bicycle) connectivity to nearby schools, parks, recreation, and other neighborhood
services and amenities; and
e. Provide trail connectivity to the Fountain Hills trail system and natural open space.
GOAL 5: Continue to support safe “thriving neighborhoods” through innovative site planning and building
design.
POLICIES
1. Adhere to the following Safe-by-Design concepts:
a. Locate building entryways so that they are visible from public areas, other buildings,
apartments, and houses;
b. Design entryways to provide residents with a view from their home into the corridor
that serves them;
c. Provide a well-lighted and dark sky compliant, pedestrian circulation system with
convenient access to walkways and sidewalks beyond the development;
d. Provide dark sky compliant lighting at doorways, windows, entryways, and in corridors
and service alleys;
e. Provide each residential unit with an area of responsibility that extends beyond the
entryway;
f. Design common stairways to serve a limited number of units;
g. Utilize amenities and distinctive elements that extend the private space of individual
apartments onto landings and into corridors;
h. Disperse project amenities between certain units or clusters of units;
i. Ensure that outdoor activity areas are easily accessed from homes;
j. Locate children’s play areas and other outdoor recreation areas so that they are visible
and accessible from a maximum number of homes and locations;
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k. Provide clearly defined and visible linkages to adjacent parks, schools, and other
neighborhood amenities and services;
l. Include clearly defined pedestrian, bicycle, trails, and open space connectivity.
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Section III: Thriving Environment
Fountain Hills Thrives!
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1: Built Environment
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Great Places
The Great Places Element defines the Town of Fountain Hills major character areas and the land use mix
supporting those areas. As a strategic tool, the Great Places Element guides new development,
redevelopment and infill to sustain the long-range viability of the Town and continue to support the
quality of life valued by the community. The Great Places Element fulfills all applicable requirements of
the Arizona Revised Statutes.
Based on the latest land inventory conducted as part of the Town of Fountain Hills Land Use Analysis &
Statistical Report 2018, the assessment included in the General Plan Background and Current Conditions
Report, and the input received during the public engagement process, the Great Places Element focuses
on identifying opportunities for development, redevelopment and infill. Improving the Town’s balance
among residential, commercial, employment and other supportive uses, and retaining the natural open
space and development character responsive to the Sonoran Desert are important parts of creating
great places. A character areas approach based on the existing patterns of land use, zoning, and land
ownership is the planning tool utilized to achieve these goals.
Background
In Fountain Hills, topography continues to define the built and unbuilt environment. Over the past
decades, incremental land development and resulting population and employment growth have created
a nearly built out community. The Town has a unique set of land planning opportunities and challenges
due to its existing development, the environmental characteristics of the Sonoran Desert, and the fact
that the Town is landlocked with no ability to annex future lands to accommodate growth.
The only substantive acreage remaining to be developed is State Trust land located in the northeast area
of the Town. Additional development can still be accommodated, primarily in the form of infill. The
largest tracts of vacant land that can sustain growth are located in the Adero Canyon and Eagles Nest
areas. The primary platted or unplatted, developed or undeveloped areas within the Town include:
1. Eagle Mountain:
Eagle Mountain is located south of Shea Boulevard and is bounded by the Town boundary on
the west and south and Firerock on the east. The development includes residential,
lodging/resort, golf course, and natural (restricted) open space. Few vacant lots exist for
residential infill.
2. Firerock:
Firerock is located south of Shea Boulevard and is bounded by the Town boundary on the east
and south and Eagle Mountain on the west. The development includes residential, golf course,
and natural (restricted) open space. Few vacant lots exist for residential infill.
3. Crestview:
This 342-acre parcel was approved as the Summit Estates Master Plan by Maricopa County in
1986. The area was annexed and renamed Crestview. Vacant lots exist for residential infill.
Unless amended, residential development will continue in conformance to the adopted
Crestview PAD.
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4. Palisades Gateway Area:
Located south of the Westridge Village subdivision, east of Palisades Boulevard, and north of
Shea Boulevard. Approximately 30 acres of this area is buildable. Approximately ten acres
abutting Palisades Boulevard above the 1,920-foot contour elevation is designated for lodging
land uses and is buffered from adjacent uses by a broad dedication of open space.
5. Adero Canyon and Eagles Nest:
A combined 926-acre area located in the northwestern section of Town, it includes the Adero
Canyon PAD, which permits 415 single-family, low-density, residential homes adjacent to the
Town's McDowell Mountain preservation area. Eagles Nest also includes large tracts of land
approved for development of large lots. This area includes the highest amount of vacant land for
residential development.
6. Plat 208-South:
The south half of Plat 208 is home to the Town Civic Center complex on the west end, adjacent
to La Montana Drive. The area between Park Place and Saguaro Boulevard is the preferred site
for additional commercial and mixed-use development in the Town Center.
7. Undeveloped School Sites:
There are three undeveloped school sites, including the Hawk school site, located on Hawk and
Arroyo Vista Drives, the El Lago school site, located between El Lago Boulevard and Cavern
Drive, and the Aspen school site, located southwest of Aspen Drive and north of Sierra Madre
Drive. If any of these sites were to be sold by the school district, they could be developed
according to the underlying zoning district of the site. To date, there are no development plans
for any of these sites.
8. Infill Parcels:
There are undeveloped parcels, both platted and unplatted, within the Town. These parcels are
smaller than the previously listed areas but represent potential for infill development.
9. State Trust Land:
The approximate 1,300-acre area located in the northeast corner of Town includes a 35-acre site
adjacent to Fountain Hills Boulevard leased by Fountain Hills Unified School District for Fountain
Hills Middle School. This is the only other area within Town limits with major growth potential.
Development within this area requires coordination with the Arizona State Land Department
(ASLD).
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State Trust Land
In 2016, ASLD retained the services of engineers and economists to evaluate the feasibility of developing
the 1,300-acre State Trust Land located at the northeastern corner of the Town of Fountain Hills. The
site borders mostly single-family development located to the south and west. McDowell Mountain Park
borders the site to the north. The Fort McDowell Indian Reservation borders the site to the east.
According to the legal description and ALTA Survey completed as part of the rezoning application
submitted to Fountain Hills on April 9, 2008, the property lies within Section 2 and portions of Section 1
and 3 of Township 3 North and Range 6 East of the Gila and Salt River Meridian, Maricopa County,
Arizona.
Based on slope and infrastructure analysis, and conditions included in the pre-annexation agreement,
appraisal documents provided by ASLD estimated finished lot sales of $253,000/lot for small lots,
$319,000/lot for semi-custom lots and $450,000/lot for custom lots without buildings. The slope and
infrastructure analysis concludes that homebuilders would need to sell homes well above $800K per unit
on average to cover lot costs.
ASLD manages State Trust lands and resources to enhance value and optimize economic return for the
Trust beneficiaries. Consistent with sound business management principles, prudent stewardship and
conservation needs, ASLD supports socio-economic goals for current and future generations that act in
the best interest and preserve the long-term value of State Trust lands.
According to the ASLD, development within State Trust Lands requires advanced coordination with ASLD
and concurrency with a conceptual land use and circulation plan and the preparation of feasibility
analysis to determine viability prior to the release of those lands for sale. Conversations with ASLD
resulted in the rationale applied when addressing the State Trust Land property in this General Plan.
Existing Land Use
The existing land uses within the Town include:
1. Single-family Residential: Existing single-family residential land uses are distributed throughout
the Town. Larger lot/low density neighborhoods are located primarily in three areas: (a)
following the ridgelines in the northwest and north central portions of the community; (b) in a
wide, roughly northwest to southeast band in the central portion of Town on the north side of
Shea Boulevard; and (c) south of Shea Boulevard between Palisades Boulevard and the
industrial and commercial node at Saguaro Boulevard.
2. Multi-family Residential: Existing multi-family dwelling units, identified as multi-family
structures having at least one common wall, are concentrated in three areas: (a) surrounding
the Town Center and Fountain Park; (b) on the east side of Fountain Hills Boulevard, extending
from the north of the downtown commercial center to the middle school; and (c) in isolated
parcels on both the north and south sides of Shea Boulevard including a northward extension
from the commercial node at Shea and Saguaro Boulevards along the Town’s eastern boundary
line. Additional multi-family developments have been built on commercially zoned property
within the Town Center area through the Special Use Permit process.
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3. Mixed-use: There is one mixed-use development consisting of commercial/retail in the ground
floor with residential uses on subsequent floors located along Avenue of the Fountains east of
Town Hall. Mixed-use is encouraged in the Town Center and in higher density areas west of
the Town Center.
4. Commercial/Retail and Office Uses: Existing commercial/retail and office land uses are
concentrated in three areas: (a) Town Center, located primarily south of Palisades Boulevard,
between Fountain Hills Boulevard and Saguaro Boulevard; (b) continuing south on the east side
of Saguaro Boulevard from the south edge of the commercial core at El Lago Boulevard to
Malta Drive; and (c) the commercial node at Shea and Saguaro boulevards that extends
primarily westward on the south side of Shea, and primarily eastward on both sides of Shea.
Two isolated existing commercial sites include: (a) a supermarket/strip center located at the
southeast corner of Shea/Eagle Mountain Parkway; and (b) an area on the east side of Fountain
Hills Boulevard one mile south of the Town’s northern boundary. In addition, there are
numerous home-based businesses located throughout the community.
5. Industrial: One area serves the entire Town and is located on the north side of Saguaro
Boulevard, west of the Shea/Saguaro commercial node. It is currently zoned and used for
industrial uses within the Town. This nearly built-out industrial area includes storage facilities
and light manufacturing/distribution operations.
6. Lodging: Hotels and resorts include CoperWynd Resort, Inn at Eagle Mountain Boutique Resort,
Comfort Inn Fountain Hills and Lakeshore Hotels and Suites.
7. Government: Includes government offices and public services such as police, fire, and
emergency services.
8. Utility: Includes sites for wastewater treatment facilities, water storage reservoirs and tanks,
well sites, telephone company sites, electric substation sites, etc. All sites have been
developed and no additional areas are designated at this time.
9. Schools: Includes existing schools and undeveloped Fountain Hills Unified School District
(FHUSD)-owned property. Existing FHUSD schools include: McDowell Mountain Elementary
School, Fountain Hills Middle School, Fountain Hills High School and the FHUSD Learning
Center. Fountain Hills Charter School and the East Valley Institute of Technology (EVIT)
Fountain Hills Vocational Center also serve Fountain Hills.
10. Parks: Includes both existing or planned community parks, and privately-owned parks and
subdivision recreation areas. Parks and open space areas owned by the Town include Fountain
Park, Golden Eagle Park, Four Peaks Park, and Desert Vista Park.
11. Open Space: Includes most drainage corridor/wash areas and dedicated or proposed open
space areas. Publicly owned and/or restricted open space areas prohibit development, provide
recreational opportunities and protect view corridors. In addition to open space interspersed
with development, the Town owns the 822-acre McDowell Mountain Preserve. This area
provides hiking and passive recreational opportunities. The City of Scottsdale owns 200 acres of
dedicated open space, the Scottsdale Sonoran Preserve, within the Town located south of the
Fountain Hills McDowell Mountain Preserve.
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Privately owned lands currently designated open space include: parks and open space areas in
developed subdivisions; washes within existing platted areas; Hillside Protection Easement
areas within platted subdivisions; and three privately owned/publicly accessible golf courses
that are zoned “OSR” or Residential Unit Planned Development “RUPD.” In addition, there are
open space-zoned areas within platted subdivisions.
12. Golf Courses: Includes golf courses and their associated functions such as maintenance and
retail facilities, clubhouse and parking areas.
13. Vacant Land: These parcels occur as: zoned and platted vacant lots; zoned, unplanted parcels,
and undeveloped school sites.
Existing Zoning
The Town of Fountain Hills regulates land use through an adopted zoning ordinance. A total of 33
zoning districts are provided within the ordinance including three open space zones (OSC, OSR and OSP),
eleven single-family residential districts (R-190, R143, R1-35, R1-35H, R1-18, R1-10, R1-10A, R1-8, R1-8A,
R1-6 and R1-6A), seven multifamily districts (M-1, M-2, M-3, R-2, R-3, R-4 and R-5), six commercial
districts (C-O, CC, C-1, C-2, C-3 and TCCD), two industrial districts (IND-1 and IND-2), three lodging
districts (L-1, L-2 and L-3), a utility district (UT), and a mobile home district (MH).
Fountain Hills is predominantly zoned residential. The residential zoning districts provide a wide variety
of residential developments that encompass the many lifestyles within the Town, from large lot to
cluster development. The residential districts support the needs of residents by including limited
nonresidential uses, such as religious, educational and recreational facilities.
The large amount of acreage zoned as open space aids Fountain Hills in retaining its scenic desert
character. The three open space districts provide natural and built recreation spaces for Town
residents. The open space conservation and preservation districts are in place to conserve and protect
open space, natural desert lands, wildlife habitat and lands set aside as undeveloped parcels or tracts in
master planned communities. These were predominately executed through hillside disturbance
transfers. The primary purpose of designating these areas is to raise the degree of assurance that
designated open space and recreation areas will remain undeveloped, except for very limited public
infrastructure.
Employment zoning in Fountain Hills includes commercial/retail, office, mixed-use, industrial and
lodging districts. These districts support well-designed shops, business/professional offices, hotels and
other employment opportunities. The major concentration of these districts is generally located
between Fountain Hills and Saguaro Boulevards, south of Palisades Boulevard and includes uses such as
commercial/retail, government, multi-use and lodging. A second cluster of commercial/retail and
industrial uses is located at the intersection of Shea and Saguaro Boulevard. This employment cluster
contains the only portion of the Town that is zoned industrial. Existing industrial uses generally include
distribution centers and storage facilities.
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Character Area Framework
A character area is a portion of the Town with distinct development patterns, land uses, densities or
intensities and shared identity and characteristics that differ from neighboring areas. Together, these
character areas create context and further the General Plan overarching principle by supporting thriving
neighborhoods, environment and economy.
Character Area Approach
The character area approach achieves and maintains the high quality of life valued by the community by
seamlessly integrating Fountain Hills’ built and natural environments and supporting memorable public
spaces. The character area approach:
• Integrates land uses, physical assets and amenities, including parks, streetscapes, public art, and
public spaces, in a seamless manner to encourage social interaction and support Fountain Hills’
distinct identity.
• Incorporates and maintains the high-quality infrastructure required to sustain the healthy and
safe operation of the Town’s functions.
• Supports an economic structure that contributes to a healthy and sustainable community with a
high quality of life.
• Understands and protects the sustaining functions of the environment and its relevance as an
economic development tool while promoting active and healthy lifestyles.
• Promotes strong social networks and offers opportunities for social exchange and the sharing of
skills, knowledge, resources, and assets.
• Values community institutions that sustain and support each of the dimensions described
above.
Changing consumer preferences, employer location strategies, and transportation planning trends
reflect a shift towards sustainable development. The convergence of these trends requires a flexible
land use approach that incorporates safe, efficient, and multimodal transportation, an integrated mix of
uses and services, and the open spaces, recreation, parks, entertainment and other amenities necessary
to reflect a strong and well-defined sense of place to work, live, grow, shop, learn, enjoy, and age in
place.
This character area approach supports a buildout development strategy for Fountain Hills that fosters
economic resiliency. Such development encourages walking and cycling, a mix of residential,
employment, and commercial uses, and offers a diversity of housing types suited for different
generations and incomes while maintaining the distinct small-town character of the Town.
The character area approach provides a flexible land use framework that considers emerging trends and
market fluctuations and assists in achieving the community vision by protecting existing and future
neighborhoods, supporting the built, social and natural environments, sustaining a healthy economy and
maintaining the community’s public spaces. The identification of character areas assists in defining infill
strategies for areas within the community that require careful attention. These strategies include:
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• Defining major gateways to convey a sense of arrival to Fountain Hills and major destinations
within the Town;
• Developing the Town Center as the vibrant heart of Fountain Hills;
• Identifying areas that can sustain growth - the Adero Canyon/Eagle Nest area includes most
of the Town’s last remaining vacant, economically developable land and areas that can
support infill;
• Prioritizing areas in need of revitalization, redevelopment or repurposing; and
• Coordinating with the Arizona State Land Department (ASLD) to identify feasible development
options for State Trust Land in the McDowell Mountain area.
Much of the Town is built and the goal for most of these areas is maintenance of the existing
development. There are, however, areas for change, growth, and development. This character area
approach recognizes three types of planning approaches to guiding change: gateways, areas with
growth potential, and areas with redevelopment, revitalization and infill potential.
Gateways
A hierarchy of gateways improves wayfinding. Primary gateways into a town must define the identity
of, serve as primary entry points to, define major destinations, and convey a sense of arrival.
Secondary gateways identify specific destinations. The location and specific guidance for Fountain
Hills’ gateways is further addressed in the Connectivity, Access and Mobility element. Gateways
include:
1. Primary Gateways:
a. Shea Boulevard East: Accessed via State Route 87 (Beeline Highway), this main
gateway functions as the primary east entrance to the Town and a major commerce
and employment hub. The gateway includes an industrial park along Technology Drive
and lodging and also provides access to the Town Center and Fountain Park, as well as
lodging, commercial and office uses along Saguaro Boulevard.
b. Shea Boulevard West: Characterized by hilly topography and desert vistas, this scenic
entryway into Fountain Hills provides direct access to major destinations along Shea
Boulevard, including the Inn at Eagle Mountain Resort, Firerock Country Club, and
indirect access via Palisades Boulevard to a potential future resort, the CopperWynd
Resort and Country Club in the Sunridge Canyon, and the Town Center via Palisades
Boulevard.
c. Future McDowell Mountain: Anticipated as a major northern gateway into Fountain
Hills when development occurs on land that is currently held as State Trust land.
Location of this gateway cannot be determined until a feasible conceptual land use
and circulation plan is prepared in coordination with and approved by ASLD.
2. Secondary Gateways:
a. Fountain Hills Boulevard: Secondary gateways at the intersection with Shea Boulevard
on the south and McDowell Mountain Road in the north identify destinations along
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this corridor such as the Town Center and the McDowell Mountain Regional Park.
b. Saguaro Boulevard: Secondary gateways at the intersection with Shea Boulevard on
the south and Fountain Hills Boulevard in the north identify destinations along this
corridor providing access to the Town Center, Fountain Park, Civic Center and other
destinations.
c. Palisades Boulevard: Secondary gateways at the intersection with Shea Boulevard
along this corridor provide access to the Town Center, Commerce Center, Fountain
Park, Civic Center and other destinations.
3. Town Center Gateways:
a. Signature Entrance: Defining the main entrance to the Town Center along Avenue of
the Fountains at Saguaro.
b. Secondary Entrances: A secondary entrance to the Town Center from Commerce
Center at the Intersection of La Montana Drive and Avenue of the Fountains.
c. Entry Features: Identify minor entrances to the Town Center and are not depicted in
the Character Area Plan Map. Entry features are located at the intersections of
Palisades Boulevard with La Montana Drive, the Chamber of Commerce, and Saguaro
Boulevard north of the Town Center and at the intersections of El Lago Boulevard with
La Montana Drive and Saguaro Boulevard south of the Town Center.
Growth Areas
Growth areas are identified based on land ownership, topography, hydrology, vacant land, and
infrastructure availability or anticipated cost of providing needed infrastructure . This planning
approach includes short-term and long-range growth strategies and directs development to those
areas of the Town with the largest tracts of undeveloped lands. These areas include:
1. The Canyons Character Area (short-term strategy): Located within sections 5, 6, and 7 of the
Land Use Inventory, this area includes large tracts of vacant land for residential development.
2. State Trust Land (Long-range strategy): Includes State Trust lands located in sections 2 and 3
of the Land Use Inventory. Development within State Trust lands requires advanced
coordination with ASLD and concurrency with a feasible conceptual land use and circulation
plan approved by ASLD prior to the release of those lands for sale.
Redevelopment, Revitalization and Infill
Exhibit 2 depicts the character areas for Fountain Hills. The character areas and their opportunities
for redevelopment, revitalization and infill include:
1. Neighborhoods: Includes areas throughout the Town with opportunities for residential Infill
along with appropriate services and amenities.
2. Town Center: Located along the Avenue of the Fountains and envisioned as a vibrant
walkable and bikeable mixed-used district, the Town Center functions as the heart of the
Town and includes Fountain Park, Civic Center (Town Hall, Community Center, Library) and
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Visitor’s Center. The Town Center includes infill opportunities for mixed-use, residential,
retail, business, entertainment, and services infill. Reconfiguration of underutilized surface
parking could open more areas for development.
3. Commerce Center: Located east of Fountain Hills Boulevard, Commerce Center is bounded
on the north by Palisades Boulevard, on the south by Keith McMahan Drive and Avenue of
the Fountains and on the east by the Town Center. Within walking distance from the Town
Center, this character area includes higher density multifamily residential, Fountain View
Village, a mixed-use independent and assisted living community (ranked as one of the top
ten retirement communities in Arizona), and general commercial uses. A vacant parcel has
recently been approved for a multi-residence development.
4. Shea Corridor: Functions as the main gateway to Fountain Hills from State Route 87 and
includes an industrial park along Technology Drive and lodging. Shea Corridor is envisioned
as a commerce and employment corridor serving residents and welcoming visitors. Although
it includes few infill parcels, reconfiguring underutilized commercial development would
open additional opportunities for revenue-generating and employment uses further
supporting the long-range viability of the Town. The strategic location of this center with
access to State Route 87 in proximity to resort and gaming facilities at the Fort McDowell
Yavapai Nation could support economic development partnerships with the Nation.
5. Saguaro Boulevard: Primarily a commercial corridor, this area includes few significant parcels
for commercial/retail infill along Saguaro Boulevard.
Character Areas Plan
The Fountain Hills Character Areas Plan presents the recommended guidance to direct maintenance
and future development, redevelopment and infill in the incorporated area of the Town. Exhibit 2,
Character Areas Plan, identifies development areas based on their distinct character while considering
existing land use, zoning, land ownership, built form, and environmental features.
The Land Use Analysis and Statistical Report 2018 which includes the Town’s demographics,
development trends, existing businesses, government and public facilities, and an inventory of
existing land uses the General Plan Background and Current Conditions report, and community input
obtained during the community outreach process provided the foundation for the Character Areas
Plan.
Character Areas Plan and Future Land Uses
Given the largely built-out nature of the Town, most of the land use is already established. The only
area remaining for significant growth and development of a character is the State Trust land. For the
bulk of the Town the primary focus is on maintenance of the established character with scattered
amounts of land available for infill and redevelopment. The Character Areas Plan integrates churches,
neighborhood commercial, schools, parks, public services and facilities, government, utilities, and
other land uses as integral components of the character areas in which they are located. Future land
uses are not called out in the Character Areas Plan map. Land uses not shown in the Character Areas
Plan map are incorporated by reference in Table 1 as part of the character area in which they are
located. Exhibit 2 and Table 1 are included at the end of this element.
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Character Areas Goals and Policies
This section includes goals and policies governing growth and the use of land within identified character
areas inside the Fountain Hills corporate boundary. Exhibit 2 includes the Fountain Hills Character Areas
Plan. Table 1 describes character areas location, existing character and character area plan.
GOAL 1: Encourage future development, redevelopment and infill in a manner that will maintain and
protect existing neighborhoods, the Town’s economic health, community well-being, and natural
environment.
POLICIES
1. Achieve and maintain a diverse and sustainable land use mix consistent with our small-town
character that supports thriving neighborhoods, environment and economy by attracting and
retaining revenue-generating uses that:
a. Enhance the Town’s economic vitality; and
b. Increase the Town’s revenue base to maintain quality infrastructure, services and
amenities.
2. Evaluate existing retail trade capture/leakage to support revenue-generating commercial/retail
uses and ensure long-range fiscal resilience.
3. Continue to work with the Fort McDowell Yavapai Nation to identify and promote employment
and commercial uses that support the Town’s revenue base.
4. Direct commerce and employment to the character areas that sustain them in conformance
with the Character Areas Plan map and Table 1.
5. Prioritize supporting residential growth in the Adero Canyon and Eagles Nest growth area where
the vast majority of vacant residential land is located.
6. Continue to prioritize development of infill areas in proximity to shopping, recreation,
community services and existing infrastructure.
7. Ensure that mixed-use, employment and commercial development in the Town Center and
Commerce Center character areas provide multimodal connectivity needed to activate these
areas and support the revenue base.
8. Promote health by supporting connectivity, walkability, bicycle rideability and other activities
conducive to healthy and active lifestyles.
9. Continue to conserve the unique natural desert and hillside environmental ecosystems as well
as protect dark skies.
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10. Continue to preserve open space and natural washes as buffers between and within zoning
districts.
11. Continue to integrate natural areas into site design as an amenity.
12. Continue to provide memorable public spaces that support social interaction and incorporate
public art, entertainment, community gathering space and other amenities accessible to all.
13. Incorporate passive and active solar, native/drought tolerant vegetation, drip irrigation and
water harvesting in new development and redevelopment.
14. Work with all utility providers to ensure service capacities exist as part of any development,
redevelopment, or infill project.
GOAL 2: Development, redevelopment and infill support Fountain Hill’s small-Town identity and the
distinct character of each area while fostering long-term viability.
POLICIES
1. Require that residential infill is compatible with adjacent residential densities and development
form to protect the character of residential neighborhoods.
2. Require higher density/intensity development adjacent to residential uses to include
appropriate landscape buffers within the setback area when within or adjacent to the Large Lot
Residential and Mixed Neighborhood Residential character types.
3. Support a mix of residential, employment, and commercial uses at densities and intensities and
in the development form that reflect the small-Town character of Fountain Hills.
4. Work with adjacent communities to ensure that development along Town boundaries is
compatible with the character of Fountain Hills.
5. Strongly encourage a wide range of housing types, densities and prices to support the current
and projected populations (particularly families and working professionals) and to ensure the
future stock of affordable housing for all income ranges.
6. Require that development, redevelopment, and infill conform with Exhibit 2, Character Aras
Plan map, and Table 1.
7. Continue to encourage the Fountain Hills art to flourish by supporting quality public art.
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GOAL 3: Monitor development, revitalization, redevelopment and infill.
POLICIES
1. Continue to update the Land Use Analysis and Statistical Report on an annual basis.
2. Assess existing conditions, including the utility infrastructure, and implement viable solutions
related to infill, revitalization, and redevelopment of the commercial land and existing uses
along Shea Boulevard, Saguaro Boulevard, and the northern portion of Fountain Hills Boulevard.
3. Continue to monitor and prioritize the development of existing commercially zoned lands and
the renovation of underutilized commercial buildings.
GOAL 4: Allow the Town Center to achieve its full potential.
POLICIES
1. Market the Town Center to attract a variety of employment, office, cultural, institutional, mixed-
use, lodging, commercial, entertainment and recreational opportunities.
2. Attract and retain small and medium sized businesses to mixed-use projects in the Town Center
to promote day and evening activities.
3. Require mixed-use development within Town Center to incorporate commercial or office uses at
the street level, with high-density residential on upper floors.
4. Continue to locate municipal and civic offices in the Town Center.
5. Assess opportunities for reconfiguring underutilized surface parking in the Town Center to open
land for development within that area.
6. Update the Downtown Specific Plan to reflect the policy direction of this General Plan.
7. Continue to support the Farmers Market and Community Garden located in the Town Center.
8. Review and update zoning ordinances as necessary to require buildings in the Town Center to
meet urban design standards.
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GOAL 5: Preserve open space and maintain strict guidelines for the conservation of natural resources.
POLICIES
1. Continue to preserve steep slopes, hillsides, wash areas and tracts of contiguous open space.
2. Require development to include provisions for open space that include native/drought tolerant
landscapes.
3. Support physical connectivity by requiring new development to provide linkages to trails,
sidewalks, bicycle routes, and shared paths.
4. Support visual connectivity by requiring new development to protect scenic views, incorporating
view corridors as an element of site design.
5. Continue to consider additional opportunities to connect open space and trail system with the
Maricopa County McDowell Mountain Regional Park regional trail system in a manner that
protects natural assets, minimizes potential environmental degradation and discourages
motorized vehicular traffic.
GOAL 6: Position current State Trust Land to sustain feasible future growth.
POLICIES
1. Coordinate efforts with ASLD and utility providers to position State Trust Land to sustain feasible
growth by preparing a conceptual land use and circulation plan based on a feasibility analysis to
determine viability prior to the release of those lands for sale.
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Exhibit 2: Character Areas Plan
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Table 1: Character Areas Plan – Neighborhoods Character Area
Character
Type
Location Existing Character Plan
Focus Uses/Development Pattern Vacant Land/Zoning
Neighborhoods Entire Town except where other character
types are designated.
Large Lot Neighborhood – This character type typically includes
residential lots that are 15,000 sq. ft. or larger. Almost exclusively
single-residence homes but may have small areas of attached units
or condominiums. May also include schools, churches, parks, and
other neighborhood serving uses. Resort lodging uses could be part
of this character type when placed along an arterial street and
designed to fit the desert topography. One- and two-story homes,
but homes that step down a hillside may have more floors. Hillside
protection easements and dedicated open space maintain a
natural, open desert appearance.
Mixed Neighborhood Residential – This character type typically
includes residential lots between 6,000 and 15,000 sq. ft. Primarily
single residence homes but will contain a mix of attached units and
small condominium developments. May also contain schools,
churches, parks, small offices at collector and arterial intersections,
and other neighborhood serving uses. Resort lodging uses could be
part of this character type when placed along an arterial street and
designed to fit the desert topography. One- and two-story homes,
but homes that step down a hillside may have more floors. Hillside
protection easements and dedicated open space maintain a
natural, open desert appearance.
Urban Residential – This character type includes small-lot, single
residence and low-density multi-residence properties. Setbacks are
smaller and attached units, apartments, and condominium
developments are common. May also contain schools, churches,
parks, small office and retail uses at collector and arterial
intersections, and other neighborhood serving uses. Structures up
to three-stories in height with a maximum density of 12 dwelling
units per acre. Streets and sidewalks designed to provide multi-
modal transportation options.
Maintenance and Infill The uses and development pattern in the
Neighborhood Character Area will continue to be
primarily residential consistent with the existing
character of a given area. Infill of appropriate
supporting uses based on the specific character
type and existing zoning can be considered.
Existing commercial areas within the
Neighborhoods character type (Shea and Eagle
Mountain, Fountain Hills and Glenbrook, Saguaro
and Kingstree) will continue to provide commercial
services for their adjacent neighborhood and the
community. Given their integration with the
surrounding neighborhood they should always
remain low intensity non-residential areas.
Continued development and redevelopment in
these locations must be compatible with the
adjacent neighborhood and done in a way that
both supports the continued health of the
residential area and makes for a more viable and
sustainable commercial node.
Vacant land should be infilled with
development consistent with existing
zoning and compatible with the
surrounding neighborhood based on the
specific neighborhood type.
The approximately 60-acre tract at the
northeast corner of Shea and Palisades has
been approved by the Town Council for
multi-residential development. Should that
development not materialize, consideration
could be given to a wide range of uses, or a
mix of uses, from low-density single-
residence to office, education, medical or
lodging. Proposed zoning and
development of this property will need to
be sensitive to the natural desert terrain
and landscape, the adjacent
neighborhoods, and potential traffic
conflicts along Palisades.
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Table 1: Character Areas Plan – Commerce and Employment Character Areas
Character
Type
Location Existing Character Plan
Focus Uses/Development Pattern Vacant Land/Zoning
Commerce
Center
South of Palisades, east of Fountain Hills
Boulevard, west of La Montana, north of
Avenue of the Fountains
This area is distinguished by its suburban shopping center design
providing for the regular shopping needs of residents throughout
the Town. Buildings are primarily one-story and set in a parking lot.
Pedestrian access is limited. Existing commercial centers include
big boxes, strip centers, and freestanding pad sites. Existing and
planned residential uses support the commercial uses and provide
a relief from the commercial areas.
Maintenance and
redevelopment
Primary uses will continue to be low density retail
commercial. Greater mixing of uses is encouraged
in support of the primary function as well as
opportunities to improve walkability.
This area should continue to provide a retail hub
for the daily shopping needs of Town residents. As
retail services evolve, if less space is needed for
retail activities, supporting office, entertainment,
and residential uses could be considered.
Vacant lands are primarily vacant lots in
existing developments. Major rezoning is
not anticipated but minor adjustments
could be made in support of changing
market needs.
Town Center East of La Montana, north of El Lago and
includes Fountain Park
A mix of suburban and urban building forms with primarily two-
story buildings. Parking is primarily in common parking areas and
along the street. Uses include a mix of office, retail, restaurants,
entertainment, government offices, and high-density residential
Maintenance and infill Continue to develop a highly integrated mix of uses
to provide a vibrant town center. Encourage
development with an urban form with buildings
brought to the street forming a continuous street
wall. Encourage active ground floor uses with a
high degree of transparency and office and
residential above. Buildings should be limited to
three stories. Architecture should be consistent
with the Town’s small-town feel. Continue to
develop active public space between buildings and
along streets and to improve connections from
Fountain Park to the heart of the Town Center
area.
Encourage development of vacant land
with urban mixed uses consistent the
current zoning.
Shea Corridor Both sides of Shea from the southeastern
Town limits to the area west of Technology
Drive.
Low intensity, auto-oriented, strip retail development. Buildings
are typically one-story and setback from the street in parking areas
with limited inter-connectivity.
Infill and redevelopment This auto-oriented area should be guided through a
redevelopment process to create a more
welcoming image to the Town. Overbuilt retail
areas should be redeveloped with a greater mix of
uses, including some multi-residential
development that is geared to creating an
integrated, mixed-use environment.
As part of increasing the mix of uses, bui lding
heights my increase. Non-residential uses which
abut residential areas must always provide an
adequate buffer or transition zone.
Vacancies are limited to a few undeveloped
lots. Rezoning may be necessary to allow
the flexibility to create the desired gateway
entry.
Saguaro
Boulevard
East of Saguaro Boulevard south of Fountain
Park to Malta Drive
This is a low intensity commerce area that includes a variety of
office, retail, restaurant, and light industrial uses. Buildings include
individual pad sites and strip retail and office buildings. Buildings
are typically one- and two-story set in a parking field. The industrial
portion may include screened storage areas.
Maintenance and
redevelopment
Continuation of the mix of uses and low scale
development pattern. Improvement along the
Saguaro Boulevard frontage, possibly to include the
removal of the frontage road, to present a high-
quality street scene of active uses. Redevelopment
along Saguaro must consider the impacts of light
and noise on the residential uses along Saguaro.
Vacancies are limited to a few undeveloped
lots. Development consistent with the
approved zoning is anticipated. Additional
rezoning to C-3 is possible where it will not
impact adjacent residential uses.
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Table 1: Character Areas Plan – Commerce and Employment Character Areas (continued)
Character
Type
Location Existing Character Plan
Focus Uses/Development Pattern Vacant Land/Zoning
Development
Reserve
State Trust property located on the north
side of the Town.
Undeveloped native desert Growth When developed, this area will become part of the
Neighborhoods character area. The exact
character it will take on will be developed through
future planning. To be consistent with this Plan,
the development will need to meet the Town’s
goals for integrating neighborhoods, environment,
and economy to provide a balanced approach
consistent with the small town feel of the
community.
Rezoning will likely be necessary to meet
the plan created for the area.
Natural
(Restricted)
Open Space
Various areas throughout the Town, primarily
hill tops and washes
Natural terrain, topography, and vegetation with minimal
maintenance to ensure flow of storm water and reduce fire danger.
Maintenance Ongoing maintenance as natural areas. N/A
Golf Course Various areas throughout the Town Maintained golf courses. Maintenance Retained as an amenity to Town residents and
visitors
Consistent with current zoning.
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Table 1: Character Areas Plan – Gateway Areas
Gateway Type Location Gateway Functions Plan
Function Design Character Wayfinding
Primary
Gateways
a. Shea Boulevard East: Accessed via State
Route 87 (Beeline Highway), this main
gateway functions as the primary east
entrance to the Town at a major commerce
and employment corridor.
b. Shea Boulevard West: Scenic entryway into
Fountain Hills from Scottsdale provides direct
access to major destinations along Shea
Boulevard.
c. Future McDowell Mountain: A major
northern gateway into Fountain Hills when
development occurs on land that is currently
held as State Trust land.
• Serve as major access points to Fountain Hills;
• Distinguishes Fountain Hills from neighboring
jurisdictions by conveying a sense of arrival; and
• Support the identity of the Town as a unique
destination.
To draw more visitors to
the Town and support a
strong tax base and
robust local economy.
Designed to enhance user’s experience as they travel to and
from Fountain Hills primary gateways convey a sense of
arrival while defining clear wayfinding by incorporating:
• Landscape features and ornamental plantings,
• Hardscapes and monument walls featuring the name
of the Town,
• Accent lighting,
• Signage; and
• Public art.
Welcome residents and visitors and invite
travelers to further explore the Town.
Secondary
Gateways
a. Fountain Hills Boulevard:
At the intersection with Shea Boulevard
(south) and McDowell Mountain Road (north)
b. Saguaro Boulevard:
At the intersection with Shea Boulevard
(south) and Fountain Hills Boulevard (north).
c. Palisades Boulevard:
At the intersection with Shea Boulevard.
Identify major Town destinations accessed by
Fountain Hills Boulevard, Saguaro Boulevard,
Palisades Boulevard, including major resorts, Town
Center, Civic Center, Fountain Park and the
McDowell Mountain Regional Park.
To invite residents and
visitors to explore the
Town and increase guest
spending
Designed to reflect the character of the area in which the
secondary gateway is located, these gateway areas
distinguish the specific theme and functions of the gateway
and include entry features that provide multimodal
vehicular, pedestrian and bicycle connectivity.
Effectively guide residents and visitors to
multiple destinations such as resorts, Town
Center and Fountain Park using destination
directories.
Town Center
Gateways
a. Signature Entrance:
Defining the main entrance to the Town
Center at the intersection of Avenue of the
Fountains and Saguaro Boulevard.
b. Secondary Entrance:
Secondary entrance to the Town Center
from Commerce Center at the intersection
of La Montana Drive and Avenue of the
Fountains.
c. Entry Features:
Not depicted in the Character Areas Plan
Map, entry features are located at the
intersections of Palisades Boulevard with
La Montana Drive, the Chamber of
Commerce, and Saguaro Boulevard north
of the Town Center and at the
intersections of El Lago Boulevard with La
Montana Drive and Saguaro Boulevard
south of the Town Center.
Clearly distinguish arrival to an urban center and the
cultural and governmental heart of the Town.
Convey arrival to a major
urban destination, the
Town Center.
Designed to support the specific cluster functions of the
governmental, civic and social Fountain Hills urban center,
Town Center gateways include a signature entrance
connecting the Town Center to Fountain Park, a secondary
entrance and smaller entry features not shown on the map
provide bicycle and pedestrian connectivity to the area.
• Utilize decorative paving patterns with varying natural
colors to accentuate the vehicular, pedestrian and
bicycle entries;
• Employ an urban drought-tolerant Sonoran Desert
landscape theme that reflects the hierarchy of each
entry while applying a consistent landscape theme.
Effectively guide residents and visitors to
the multiple destinations within the Town
Center including Town Hall, Civic Center,
Visitors Center, Chamber of Commerce,
shops and entertainment using a major
Town Center directory.
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Social Environment Element
A hallmark of a thriving community is to provide and maintain a safe and healthy public sphere.
Fountain Hills defines “social intimacy” as the process in which residents and visitors have the
opportunity to meet, interact, recreate, play, network, exchange ideas, and feel understood,
appreciated, and cared for. Such process is supported by a social environment that provides a high level
of social intimacy, which in turn decreases isolation and supports safety by activating public spaces and
increasing eyes on the street. The “social environment” refers to the immediate physical and social
setting in which residents and visitors interact.
This Social Environment Element defines the Town of Fountain Hills’ built public spaces as areas for
community interaction and networking. Such public spaces include community and regional parks as
well as public gathering spaces like plazas and courtyards in association with compact or urban
development. This element views streets, sidewalks and trails as social connectors and also addresses
passive and active recreation. When addressed in an integrated manner, the social environment
supports safety and a healthy and active lifestyle.
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Built Spaces for Social Interaction
On any given day, Fountain Hills’ residents and visitors benefit from the Town’s public spaces by walking
in the Town Center, having a picnic at Fountain Lake Park, taking a yoga class at the community center,
or just reaping the benefits of clear skies and clean air. Fountain Hills supports the three pillars of a
thriving social environment:
• Health and Wellness: Improve the health and wellness through parks and recreation that inspire
personal growth and healthy lifestyles
• Connectivity: Expand and strengthen outdoor experiences that connect residents and visitors to
nature and to each other
• Social Interaction: Offering safe, quality public spaces such as parks, plazas and courtyards
Community & Regional Parks
In Fountain Hills, parks express the Town’s identity, character and sense of place and are a major factor
in the perception of quality of life of the Town. Parks and recreation services are often cited as one of
the most important factors indicating livability. Fountain Hills’ parks provide an essential connection for
residents and visitors of all ages to the health and wellness benefits of nature and the outdoors and
support social interaction. The Town currently operates and maintains five parks encompassing a total
of 116 acres: Fountain Park, Desert Vista Park, Four Peaks Park, Avenue of the Fountains Linear Park,
and Golden Eagle Park. Exhibit 3 includes the Parks, Trails and Open Space Plan Map.
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Fountain Park is a 64-acre passive recreation area and
anchor to the Town Center. Built in 1970, the park includes a
29-acre 100-million-gallon effluent lake, 35 acres of turf, a
dam, an 18-hole championship disc golf course, children’s
playground, 2 chilled drinking fountain, parking lots, a pump
station, restrooms, the world-famous fountain, sculpture
garden with over 30 art pieces, 5 Ramada’s, and various
picnic tables and benches. Sub-facilities of Fountain Park
include an amphitheater, Rotary Centennial Splash Park and
Veterans Memorial.
Desert Vista Park is a 12-acre neighborhood park that
includes a skate park and a 3-acre dog park. Desert Vista Park
includes lighted multi-use athletic fields, a restroom and
concessions building, 2 chilled drinking fountain, picnic and
shade ramadas, age-appropriate children’s playgrounds,
walking paths, landscaping improvements, area lighting and
new parking areas. The lighted athletic fields are primarily
used by the Fountain Hills Soccer Club, who have
consolidated the majority of games and practices to the
improved facilities at this park.
Four Peaks Park is a 15-acre active recreation area adjacent
to the East Valley Institute of Technology (EVIT - formerly
Four Peaks elementary) school. The park includes a 100-foot
pedestrian footbridge, 18-foot by 24-foot ramada with a
barbeque, softball fields, 2 lighted tennis courts, 2
multipurpose ball fields with lights and spectator seating, 50
parking spaces, 2 chilled drinking fountains, 750 square foot
restroom/control building, 2 children’s playground and
lighted 150 foot by 300-foot soccer field with spectator
seating.
Golden Eagle Park is a 25-acre active recreation area
adjacent to the Fountain Hills High School. The park hosts
numerous activities and leagues throughout the year,
including Little League, adult softball, senior softball, high
school athletics and drop-in sports such as basketball, sand
volleyball and tennis. The park includes 3 Ramadas with
barbeques, 8 chilled drinking fountains, 2 age appropriate
children’s playgrounds, 2 lighted basketball courts, 2 lighted
sand volleyball courts, 4 lighted multipurpose ball fields, 4
lighted tennis courts, a horseshoe pit, restroom and
concessions building and meeting room. Golden Eagle Park
was developed in 5 phases utilizing the Town funding and
grants and was completed in December 1998. The 25-acre
parcel was donated to the Town by MCO Properties shortly
after incorporation and became the Town’s first municipal
park. The Town received nearly $1.4 million in grants from
Arizona State Parks Heritage Fund to develop the park.
Golden Eagle Park was recognized by the Arizona Parks and
Recreation Association with the Outstanding Facility Award
for a community under 60,000 in 1999.
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Health and Environmental Benefits of Parks
According to studies by the Centers for Disease Control and Prevention, creating, improving and
promoting places to be physically active can improve individual and community health and result in a 25
percent increase of residents who exercise at least three times per week. Studies also correlate stress
reduction, lowered blood pressure, and perceived physical health to the length of stay in visits to parks.
In addition, parks improve water quality, protect groundwater, prevent flooding, improve air quality,
provide vegetative buffers to development, produce habitat for wildlife, and provide a place for children
and families to connect with nature and recreate outdoors together. Fountain Hills’ parks are the places
that people go to get healthy and stay fit.
Social Benefits of Parks
Fountain Hills’ parks are a tangible reflection of the quality of life valued by residents and visitors. They
contribute to the Town’s identity and sense of place and provide gathering places for families and social
groups, as well as for individuals of all ages and instill a sense of public pride and cohesion to the
community.
Integrated Parks, Recreation, Trails and Open Space Master Plan
The Town could benefit from the preparation of an integrated Parks, Recreation, Trails and Open Space
System Master Plan that addresses the provision of these amenities while supporting wellness,
connectivity, social interaction and long-term economic development goals.
Plazas and Courtyards
Plazas and courtyards are an integral part of the social life. These urban amenities provide opportunities
for social interaction where open space access is limited like the Town Center. Urban public spaces
contribute to social and intellectual capital of the community by creating opportunities to network,
fostering relationships that nurture the exchange of ideas. Ideas flow while drinking a cup of coffee and
having a conversation with a colleague or co-worker. Plazas and courtyards also support community
member’s wellbeing by providing walkable spaces in urban areas. These spaces also support local artists
and businesses by hosting art fairs and outdoor events that attract residents and visitors.
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Avenue of The Fountain is a destination plaza spanning 3-
acres in the heart of the Town Center. This Plaza provides
multimodal connectivity from Fountain Park to La Montana
offering a walkable and bicycle-friendly urban environment
that provides access to Fountain Park, mixed-use, commerce,
employment, government offices, including Town Hall, and
community center, including the Fountain Hills Library and
adjacent neighborhoods.
Avenue of the Fountain plaza hosts several community
events throughout the year and includes an art walk,
fountains, chilled drinking fountains, and Ramadas.
Streets, Sidewalks and Trails as Public Spaces and Social
Connectors
Increasing walkability supports the healthy life style valued by the community and increases
opportunities for social interaction and networking. Sidewalks and trails are public spaces that function
as social connectors.
Walk Score measures the walkability of any address using a patented system. For each address, Walk
Score analyzes hundreds of walking routes to nearby amenities. Points are awarded based on the
distance to amenities in each category. Amenities within a 5-minute walk (.25 miles) are given maximum
points. According to this walkability index, the Town Center character area currently has a Walk Score of
63 making the area somewhat walkable where some errands can be done on foot. The Shea Corridor
character area has a Walk Score of 28, making this area car-dependent where most errands require a
car.
The intent of this section is threefold: 1) Support pedestrian and trail connectivity in suburban areas; 2)
Reduce vehicle dependence in urban areas such as the Town Center and Commerce Center; and 3)
Support urban development in Shea Corridor as this area gets repurposed.
Sidewalks
Sidewalks are an integral component of the street network. Fountain Hills has developed a sidewalk
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circulation network that serves most of the community. In 2007, the Town adopted a Sidewalk Plan that
identifies all existing and proposed sidewalks throughout the Town. The Sidewalk Plan should be revised
to support this General Plan and to schedule maintenance projects needed to support the sidewalk
network.
Trail System
The Town’s location within the foothills of the McDowell Mountain Regional Park, Scottsdale McDowell
Sonoran Preserve, and Fountain Hills McDowell Mountain Preserve provides a network of trails, natural
drainage channels and washes that extend through the community. These washes, primarily owned by
the Town, are typically undeveloped, although most also contain utilities and utility easements, as well
as serving as surface drainage corridors. Such network of undeveloped washes providing visual
connectivity to natural open space between neighborhoods.
Fountain Hills includes two types of trails systems:
1. Preserve Trails: The Preserve trail system consists of five trails, including the Promenade, North,
Western Loop, Town Overlook, Adero Trail and Interpretive trails. This system stretches 8.3
miles.
2. Fountain Hills Interconnected Trails (FIT): This trail system consists of multiple existing and
future trails throughout the Town and include three existing urban trails and seven future trails.
Existing Urban FIT Trails:
• Sunridge Trail: A 3.8-mile loop that begins at Golden Eagle Park along Desert Canyon
Drive and Palisades Boulevard.
• Falcon Trail: A 1.7-mile loop that begins at Golden Eagle Park around Fountain Hills High
School around to Bainbridge Avenue.
• Civic Center Trail: A 3.2-mile trail that begins at Fountain Park, along Avenue of the
Fountains to Mountainside Drive and back along El Lago Boulevard.
Future FIT System Trails:
• Fountain Park Trail: 1.9 miles
• Lake Overlook Trail: 1.9 miles
• Four Peaks Trail: 4.3 miles
• Desert Vista Trail: 2 miles
• McDowell Mountain Trail: 2.5 miles
• North Heights Trail: 4 miles
• Sundown Trail: 3.5 miles
An additional system of trails lies within the Bela Lago and Dia Lago subdivisions uphill from Fountain
Park. These trails are not officially named and are 1.7 miles in length. In addition, there is a trail access
off the upper end of Golden Eagle Boulevard that utilizes an existing easement in the Eagles Nest MCO
development that allows access to the McDowell Mountain Regional Park trail system. Exhibit 3 shows
Parks, Trails and Open Space.
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Trailheads
Adero Canyon Trailhead was completed in 2018 and provides access to about 10 miles of trails within
Fountain Hills with additional access to hundreds of miles in McDowell Mountain Park and the
Scottsdale Sonoran Preserve. This trailhead includes parking for more than 30 cars with a control
building that includes restrooms and an adjacent ramada for resting or picnicking. Water and sewer lines
have yet to reach the trailhead site but will be connected after road improvements in 2019.
ASLD Tools for Recreation on State Trust Land
While the Town intends to prepare feasible land use and circulation plans for State Trust land in
coordination with ASLD, such lands can be used for recreation purposes. Land leases, Special Land Use
Permits and ROW permits are required for the provision of recreational amenities on State Trust lands.
In coordination with ASLD, these tools can be utilized to support the Town’s integrated parks,
recreation, trails and open space system and economic development strategy, which includes tourism
and outdoor recreation. Development of an education program in partnership with ASLD as part of the
Town’s recreation strategy that informs users of the need to obtain User Recreational Permits from
ASLD for access to State Trust land for certain types of recreational activities on State Trust land can also
support the community vision.
Adero Canyon Trailhead Photo by David Reynolds
Passive and Active Recreation
In addition to numerous opportunities for passive recreation in the McDowell Mountain Park and
Preserve areas and active recreation provided at the various parks, there are four golf courses in Town.
These include: Desert Canyon (public); Sunridge Canyon and Eagle Mountain (semi-public) and Fire Rock
(private).
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Social Environment Goals and Policies
This section includes goals and policies governing the maintenance and enhancement of Fountain Hills
social environment. Exhibit 3 includes the Parks, Trails and Open Space Plan Map.
GOAL 1: Support health and wellness, connectivity, social interaction and long-term viability through the
integrated design, programing, and use of parks, trails, and open space.
POLICIES
1. Identify funds for the preparation of an integrated Parks, Recreation, Trails and Open Space
System Master Plan that addresses the provision of amenities while supporting wellness,
connectivity, social interaction and long-term economic development goals that includes:
a. Assessing current and future park, recreation, and trails needs;
b. Identifying users’ preferences including families and working professionals to provide
the amenities that attract and retain these groups;
c. Establishing levels of service standards for passive and active recreation that prioritize
users’ preferences;
d. Assessing the opportunity to establish a visitor open space user fee;
e. Improving pedestrian and bicycle connectivity;
f. Coordinating parks, recreation trails and open space maintenance in a comprehensive
manner to reduce costs and maximize the provision of amenities;
g. Identifying funding and grants available for these purposes and local as well as regional
public/private partners, including the FHUSD, MAG, City of Scottsdale, Maricopa County,
Salt River Pima-Maricopa Indian Community, Yavapai Nation and other;
h. Supporting local and regional amenities such as the Fountain Hills Botanical Garden,
Adero Trailhead, Golden Eagle Park, and other areas of interest in the region;
i. Including a phased strategy for the provision of these amenities and services; and
j. Considering these amenities and services as part of the Town’s economic development
strategy.
GOAL 2: Review development and redevelopment proposals for the inclusion of plazas and courtyards as
distinct public spaces designed to support wellness, connectivity and social interaction.
POLICIES
1. Include plazas and courtyards as attractive amenities in urban areas where open space access is
limited like the Town Center and Shea Corridor.
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2. Require plazas and courtyards as integral design component of development plans for multi-
tenant commercial, business parks, mixed-use, and higher density development.
3. Design plazas and courtyards including design elements that harmonize with adjacent parklets,
streetscapes, landscape and hardscape features, colors and materials to promote an
aesthetically pleasing, cohesive design.
4. Allow temporary uses such as concerts, arts festivals, and other community events in plazas and
courtyards.
5. Ensure that connectivity to pedestrian, bicycle, and Phoenix transit system is included in plaza
and courtyard design.
6. Incorporate bicycle parking, trash receptacles, benches, and public art as part of a plaza or
courtyard design.
7. Require that plazas and courtyards include shade trees and drought tolerant landscapes with
drip irrigation or water harvesting features to conserve water, support the green infrastructure,
to avoid the creation of heat islands.
GOAL 3: Maintain existing and design new streets, sidewalks and trails as social connectors bringing
neighborhoods and other character areas together.
POLICIES
1. Design and maintain streetscapes to invite pedestrian use along roadways and to provide visual
continuity throughout the Town.
2. Incorporate overlook or exercise areas where feasible to enhance users’ experience.
3. Continue to apply safe-by-design principles to support users’ safety along pedestrian corridors.
4. Update the Sidewalks Plan to reflect the direction of this General Plan.
5. Address recreation aspects of trail systems in the Parks, Recreation, Trails and Open Space
Master Plan.
6. Address connectivity, access and mobility aspects of pedestrian and trail systems in the
integrated Connectivity, Access and Mobility Master Plan.
7. Continue to ensure maintenance of sidewalks in the urban trail system.
GOAL 4: Support quality active and passive recreation.
POLICIES
1. Continue to support opportunities for passive recreation in the McDowell Mountain Park and
preserve areas and along preserve trails, wash trails, and Fountain Hills Interconnected Trails
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(FIT) and fully address the potential for passive recreation in the Parks, Recreation, Trails and
Open Space Master Plan.
2. Continue to support active recreation and recreation programs at the various Town Parks.
3. Assess opportunities to create recreation programs and amenities designed to attract families
and working professionals while supporting programs for other user groups.
4. Address active recreation and recreation programs in the Parks, Recreation, Trails and Open
Space Master Plan.
5. Coordinate the utilization of ASLD tools such as leases, Special Land Use Permits, and ROW
permits required for expansion of recreational amenities on State Trust lands with ASLD to
further the goals of this General Plan in a manner that supports ASLD’s missions and goals.
6. Develop an education program in partnership with ASLD as part of the Town’s recreation
strategy that informs users of the need to obtain Recreational Permits from ASLD for access to
State Trust land for certain types of recreational activities on State Trust lands.
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Exhibit 3: Parks, Recreation, Trails and Open Space
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Connectivity, Access and Mobility Element
A transportation and circulation system that supports connectivity, access and mobility contributes to
the quality of life. The Connectivity, Access and Mobility Element provides a comprehensive framework
for the maintenance and enhancement of an integrated transportation system that includes the Town’s
roadway, transit, bicycle and pedestrian systems supporting the needs of the character areas included in
Exhibit 2: Character Areas Plan Map. This element also includes options for reducing car-dependency
and carbon emissions.
Fountain Hills Roadway System
There are approximately 165 miles of paved roadways in the Town of Fountain Hills. Arterial roadways
are the foundation of the roadway system, providing regional access and major transportation links.
State Route 87 is a State Highway and Shea Boulevard is classified as a principal arterial. Palisades
Boulevard, Fountain Hills Boulevard, McDowell Mountain Road, Saguaro Boulevard and portions of
Golden Eagle Boulevard are classified as minor arterials. Roadways classified as collector streets provide
the linkages between arterial roadways and the local streets. They effectively balance the need for
vehicular mobility and parcel access.
The Town of Fountain Hills Streets Division is responsible for the maintenance of traffic signals,
regulatory signs, median landscape maintenance, storm debris clean up, street sweeping, street related
emergency responses, vehicle maintenance, contract administration as well as minor asphalt, curb and
sidewalk repairs. Arizona Department of Transportation (ADOT) manages and maintains SR 87, and the
Maricopa County Department of Transportation (MCDOT) manages and maintains Shea Boulevard
between the east Town limit and SR 87.
Functional Classification System
The implementation of any of the policies or approval of any project or study must be consistent with
the hierarchy of streets, as defined by the functional classification system included in this Element. The
functional classification system describes the service performed, typical trip lengths, access spacing and
continuity of the Fountain Hills roadway system. For circulation planning as well as definition of specific
design criteria, roadways are most effectively classified by function. Roadways have two basic functions:
mobility and access. For land access low speeds are desirable and are often accompanied by
intermittent traffic flows. For mobility, higher speeds and uniform traffic flows are desirable.
Principal arterial roadways are designed and constructed to satisfy the need for high mobility. Rapid
travel in a safe and uniform manner is the primary objective of these roadways. Access points should be
limited to approved intersections to preserve the desired higher speeds, traffic volumes and safety
considerations characteristic of the roadway design. Any increase in the number of access points should
be carefully examined.
Conversely, local roadways are designed to provide low-speed convenient access. Most roadway
categories fall between these two extremes and are the most difficult to categorize because the roads
must provide both mobility and access. Roadway functional classification establishes the type of
circulation service and access control provided by each roadway category. Decreased access control
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points permit a corresponding increase in traffic speed and potential volume. Exhibit 4 shows the
Town’s functionally classified roads, which include:
Principal Arterial:
Principal arterials are high traffic volume, full access-control roads with intersection spacing dictated
either by designated major highways or by key access points.
Minor Arterial:
Minor arterials are moderate traffic volume, partial access control roads that provide service to
commerce, employment and industry. Minor arterial roadways may develop into principal arterials if
traffic volumes increase due to an increase of development along these corridors.
Collector:
Collectors carry a relatively high volume of traffic within larger neighborhoods and can accommodate
the traffic volumes generated by minor retail and other commercial services. Collector roadways are
intended to provide convenient traffic movement and access to the arterial roadways.
Local:
Local roads are designed for slow-speed discontinuous travel conditions and are used primarily for
roadways with on-street parking and for cul-de-sac streets. Local roadways serve abutting land uses and
provide access to higher-level roadways. Most of the Fountain Hills roadway system consists of local
roads.
Access to the Larger Metro Area
Major vehicular access to the community (from the west) is provided by Shea Boulevard. Shea Boulevard
serves as the Town’s primary connection to the greater Phoenix Metropolitan Area through Scottsdale
and Phoenix. Shea Boulevard terminates at State Highway 87 (Beeline Hwy/SH 87) east of the Town,
which connects the Town to the communities of the East Valley and Northern Arizona, including the City
of Mesa, City of Chandler, Town of Gilbert, Town of Payson and unincorporated community of Pine.
To the east, Beeline SR 87 crosses the Verde River, Goldfield Ranch and the entrance to the Saguaro
Lake/Salt River recreation areas. Extending further north, it is a major gateway to Saguaro Lake,
Roosevelt Lake and other Mogollon Rim recreation areas.
To the north, McDowell Mountain Road provides access to Rio Verde and to north Scottsdale.
Vehicular
Although not within Town limits, Beeline Highway SR 87 connects Fountain Hills to major highways
throughout the State and connects to Shea Boulevard, a major arterial that runs through Fountain Hills
and connects to Scottsdale on the west. Fountain Hills Boulevard is a north-south arterial that runs
through Fountain Hills and turns into McDowell Mountain Road. Palisades Boulevard and Saguaro
Boulevard are also north-south arterials that connect to Shea Boulevard and run through the heart of
Fountain Park and the Town Center providing connectivity throughout the Town. The roadway system
providing access internally and to the larger metro area is depicted in Exhibit 4: Connectivity, Access and
Mobility Plan.
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Transit
The Phoenix Transit System, under contract with the Regional Public Transportation Authority (RPTA),
provides limited bus service to Fountain Hills. Daily bus service consists of two morning inbound express
and two afternoon outbound express routes between downtown Phoenix and the local transit stop
(north of the northeast corner of El Lago Boulevard and La Montana Drive). Local transit service does
not currently exist within the community.
Carpooling
Carpooling, vanpooling, bicycling and teleworking may be good options when access to transit is limited.
ShareTheRide is an online ride matching system for commuters to quickly and securely find a carpool,
vanpool, bus, light rail, bike or walk option. Currently, there are 52 carpool drivers registered in this
program with a total of 174 carpool passengers carpooling from Northstar Drive (west of La Montana on
El Lago) in Fountain Hills to Washington Street in Phoenix and 17 carpool drivers with a total of 48
carpool passengers carpooling from Northstar Drive in Fountain Hills to N. Scottsdale Road.
Work Schedule Options: Commute Alternatives
Schedule options include telework, flextime and a compressed work schedule. Teleworking eliminates
the traditional commute by allowing employees to work remotely as needed. Teleworking also reduces
commute costs, relieves stress and reduces pollution and traffic congestion. It can also reduce overhead
costs by renting a smaller office at the Town Center or working from home. Flextime allows employees
to change their start, ending, lunch and break times. Compressed work schedules compress the work
week into fewer days, such as 40 hours compressed into four work days.
Electric Vehicle Charging Stations
An electric vehicle charging station connects an electric vehicle (EV) to a source of electricity to recharge
electric cars, neighborhood electric vehicles and plug-in hybrids. Some charging stations have advanced
features such as smart metering, cellular capability and network connectivity. EV charging stations
attract upscale, eco-minded tenants or shoppers to an area supporting economic development while
supporting reduce carbon emissions.
Offering charging is a direct way for property owners and managers to attract and retain tenants who
own electric cars. Hosting an EV charging station is a highly visible way to exemplify a building’s or
property management company’s environmental values. This may help contribute to a green image that
attracts and retains tenants and customers who share these values. By off ering this service free of
charge, as many facilities currently do, companies may add a new dynamic to their corporate branding.
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Local Circulation
Two major components of the local circulation system are pedestrian and bicycle systems.
Pedestrian Connectivity
Pedestrian connectivity includes sidewalk and trail systems. The Social Environment Element addresses
sidewalk and trail systems as social connectors. This element addresses the functionality of these
systems as major assets connecting people and places.
Bicycle Connectivity
The Town prepared a bicycle plan based, in part, on the design features and recommendations of the
Maricopa Association of Governments (MAG) Bicycle Plan. Fountain Hills bicycle network includes bike
lanes and bike routes throughout Fountain Hills and is depicted in Exhibit 5: Bicycle Connectivity Plan
Map. The Bicycle Plan includes existing and proposed roadway bike lanes.
Safety
Signalized Intersections
The Town monitors intersection service levels and safety. Any intersection experiencing an undesirable
level of service or an accident rate of more than five per year, will be reviewed to determine if any of the
warrants for signalization as set forth in the Manual on Uniform Traffic Control Devices (MUTCD) are
met, and to determine if a traffic signal should be installed.
Pedestrian Crossings
Well-marked pedestrian crossings support a dual function: 1) They prepare drivers for the likelihood of
encountering a pedestrian; and 2) They support walkability and accessibility for pedestrians. In Fountain
Hills crossing locations are treated as essential links in the pedestrian network.
Gateways and Wayfinding
The Great Places Elements addresses gateways and wayfinding from a character area perspective. This
element addresses these features from a design perspective. Exhibit 4 shows gateways.
Gateways Design Elements
Gateways are featured spaces that identify key points of entry and create a sense of welcome, arrival,
and place. Beyond a welcome plaque, or monument, each gateway should be unique based on the
hierarchy established in Table 1 located in the Great Places Element. Gateways also establish a desired
identity, support the character of the area in which they are located, convey sense of arrival to the
various destinations, and support wayfinding efforts. The Town approved a Wayfinding Program in 2018.
That program should be updated to conform to this General Plan.
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Connectivity, Access and Mobility Goals and Policies
Fountain Hills maintains and enhances a safe, efficient, and aesthetically pleasing circulation network
that supports connectivity access and mobility by accommodates all modes of vehicular and non-
vehicular transportation in an environmentally and fiscally sensitive manner.
Exhibit 4, Connectivity, Access and Mobility Plan, shows the Town’s functionally classified roadway
system. Exhibit 4 also depicts the primary and secondary gateways and Town Center signature and
secondary gateways. Exhibit 5: Bicycle Connectivity Plan. The Bicycle Plan includes existing and proposed
roadway bike lanes. Both exhibits are included at the end of this Element.
GOAL 1: Continue to support safe, efficient and sustainable connectivity, access and mobility throughout
the Town.
POLICIES
1. Prepare an integrated Connectivity, Access and Mobility Master Plan that:
a. Establishes metrics for the maintenance of a safe, efficient, environment-conscious, and
economically sustainable connectivity, access and mobility system that includes level of
service standards for all travel modes (vehicular, pedestrian, bicycle, transit);
b. Includes universal access (ADA accessibility);
c. Addresses vehicular, transit and carpooling access to the larger metro area;
d. Explores feasible telework, flextime and compressed work schedules and park-and-ride
commute alternatives;
e. Assesses the best location for EV charging station(s);
f. Establishes a mechanism for periodic assessment of accident site data and operationally
deficient areas that:
i. Identifies signalization needs based on crash data and travel demands;
ii. Determines future needs for traffic control measures; and
iii. Implements a mitigation program for high accident locations;
g. Assesses pedestrian interaction with other travel modes in and around the Town Center
to identify locations where pedestrian crossings and/or traffic calming improvements
needed to support the Town Center as a pedestrian-friendly destination;
h. Incorporates the connectivity, access and mobility needs of Fountain Hills character
areas described in Table 1 and shown in Exhibit 2: Character Areas Plan Map.
i. Includes a maintenance schedule tied to the Town’s Capital Improvements Program
that:
i. Supports the street pavement plan and road improvement schedule; and
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ii. Identifies public and private funding sources to finance improvements.
j. Address street-level drainage and wash crossings and assesses the need for flood
control and drainage at drainageways and street crossings.
2. Continue to conduct periodic community-wide traffic volume counts on all arterial and collector
streets to monitor existing conditions and recommend necessary improvements.
3. Continue to update Average Daily Traffic Counts, obtained through automatic tube counts,
every two years at each count location.
4. Continue to conduct manual turning movement counts periodically at key intersections,
particularly at those locations exhibiting high accident rates or rapidly increasing traffic volumes.
5. Update and continue to implement the Neighborhood Traffic Management Process manual and
continue to monitor non-neighborhood “cut-through” and speeding traffic as necessary on
roads maintained by the Town to identify if traffic calming measures, including speed humps,
speed tables, roundabouts and other appropriate measures should be implemented.
6. Conduct an integrated parking study that comprehensively assesses:
a. Underutilized parking in the Town Center:
b. Special event parking and traffic management plans and policies for the control of high -
volume traffic, short-term localized traffic congestion and lack of available parking
generated by periodic special events;
c. Feasibility of locating a public parking structure in the Town Center to support regular
Town Center parking needs and special event parking opening valuable land within the
Town Center for additional development.
7. Continue to take advantage of the opportunities that are available through the Safe Routes to
School program.
8. Require all new development to include secondary access points for temporary and permanent
emergency access, including mountain and hillside subdivisions.
GOAL 2: Maintain a quality and aesthetically pleasing connectivity system throughout the Town.
POLICIES
1. Continue to enforce roadway right-of-way (R.O.W) standards and landscape design standards
that emphasize safe, beautiful streetscapes using xeriscape plants that provide shade, color and
safe pedestrian and bicycle pathways.
2. Encourage off-street parking design to:
a. Incorporate drought-tolerant landscapes with drip irrigation or water harvesting
features;
b. Include shade-providing trees and accent plants with color schemes that harmonize
with overall landscape design; and
c. Provide safe pedestrian walkways to structures.
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3. Continue to carefully consider requests to waive roadway standards to facilitate the
development of steeply sloping areas, particularly if development will generate visible cut/fill
scarring.
4. Consider denying any roadway alignment or cut/fill waiver that would allow for the
development of any roadway that is visually inappropriate or incompatible with the existing
natural terrain.
GOAL 3: Provide for and encourage the use of non-vehicular travel modes to support a healthy and active
lifestyle, enhance the social environment, improve connectivity, and reduce automobile dependence,
carbon emissions, trip generation and cost of maintaining and widening roads .
POLICIES
1. Require all new development to include provisions for pedestrian and bicycle connectivity
where appropriate as components of site design and development plans.
2. Update standards for bikeway systems along the roadway and for pedestrian trails adjacent to
open space corridors to incorporate the latest best practices.
3. Continue to support multi-use pathways that connect all school sites, activity centers, trails or
recreational sites and provide safe, convenient, and aesthetically pleasing cross-transportation
mode nodes.
4. Promote pedestrian and bicycle use by:
a. Including design guidelines for the design of safe pedestrian and bicycle facilities
including bicycle parking throughout the community
b. Integrating local bike routes into the MAG Regional Bikeway system
c. Seeking funds to develop a more thorough Fountain Hills Bicycle and Pedestrian
Connectivity map and App that includes the bicycle network and facilities and
pedestrian routes that can be accessed via website and cell phone and includes
connectivity to:
• Schools
• Libraries
• Parks
• Trails and trail heads
• Town Center and Civic Center
• Commerce (Restaurant, Shops, Entertainment)
• Transit facilities
• Popular scenic/recreational sites
• Youth centers
• Arts and cultural facilities
5. Encourage telework and compatible home-based businesses that integrate the business
operation into the existing residential neighborhood, reducing vehicular trip generation.
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6. Support infill and mixed-use projects that integrate pedestrian and bicycle connectivity in
character areas identified in Table 1 that support urban development where public/private
services, roadway capacity and utilities exist.
GOAL 4: Provide adequate provisions for regional public transportation.
POLICIES
1. Work with Maricopa Association of Governments to identify funding available for conducting,
and periodically updating, a community transit needs/feasibility study to consider:
a. Improvements to the inter-community regional connections, including both to
Scottsdale and Mesa, as well as to the adjacent Fort McDowell Yavapai Nation, Salt River
Pima Maricopa Indian Community and Rio Verde;
b. In-town service, possibly in the form of a van pool or dial-a-ride operation; and
c. Use the latest RPTA regional transit plan, which encompasses all of Maricopa County, as
a foundation and resource document for the study.
2. Coordinate with Valley Metro to increase the frequency and access to available bus routes
when ridership needs support such increase.
3. Evaluate future park-and-ride facility needs and coordinate location of such facility with the
bicycle and pedestrian circulation systems. encourage the design and development of efficient,
safe and aesthetically beautiful and interesting
4. Encourage regional transit and school bus stops that include provisions for both morning and
afternoon shade and trash containment.
5. Integrate regional and local bus stops into the community-wide bicycle and pedestrian
circulation systems.
6. Support the design and development of multiple transit options to encourage inter-community
and regional transit use when feasible as demand increases.
GOAL 5: Continue to use existing applicable guidelines and standards impacting roadway design and
update these as needed to support the latest best practices and the direction of this General Plan.
POLICIES
1. Update the Town of Fountain Hills Subdivision Ordinance to ensure that street design guidelines
and standards for all new roads and for the widening and realignment of existing roads conform
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with this General Plan.
2. Adopt gateway design guidelines to ensure that gateway areas:
a. Convey a sense of arrival into the Town;
b. Support the character, identity and sense of community of the Town;
c. Incorporate pedestrian, bicycle, and trail connectivity;
d. See Table 1 for Gateway objectives; and
e. Support a safe roadway network by incorporating appropriate visibility triangles in
gateway design and maintaining the established roadway flow.
3. Continue to require that design and location of any driveway providing access to a property:
a. Complies with the standards in the Town’s Zoning Ordinance unless otherwise approved
by the Town Engineer;
b. Does not inhibit the flow of traffic on the public streets; and
c. Does not present a safety hazard by location or operation.
4. Minimizing the number of driveways along an arterial or collector roadway is desirable. The use
of joint-access drives serving more than one property, as well as the interconnection of property
access and parking areas is desirable, thus reducing the number of driveways with access to the
roadways.
5. Update the Town of Fountain Hills Zoning Ordinance on-site parking design guidelines and
layout standards of parking facilities to accurately reflect parking needs, support shared parking,
encourage pedestrian and bicycle use in accordance to the findings of the parking study.
6. Incorporate all existing connectivity, access and mobility plans, including, but not limited to, the
Special Event Parking and Traffic Management Plan, the Town Center Circulation Plan, and
Street Crossing and Drainage Analysis into an integrated Connectivity, Access and Mobility
Master Plan in conformance with Goal 1 of this Element.
GOAL 6: Continue to update count data and monitor intersection service levels and safety to support a
safe and efficient roadway system.
POLICIES
1. Continue to support traffic count data updates for all functionally classified roads to ensure an
efficient and safe road system.
2. Review intersections experiencing an undesirable level of service or an accident rate of more
than five per year to determine if a traffic signal should be installed and consider the following
criteria in such review:
a. Meet MUTCD warrants
b. Spacing of adjacent signals
c. Cost/benefit
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d. Legal liability
e. Maintenance costs
3. Space traffic signals a minimum of one-quarter mile for optimum traffic progression and
coordinated flow.
GOAL 7: Coordinate and administer flood control regulations with street improvement projects.
POLICIES
1. Continue to manage, coordinate and administer flood control regulations with street
improvement projects, including drainage and flood control requirements, to:
a. Increase safety;
b. Minimize costs;
c. Protect lives, property and critical facilities;
d. Provide accessibility during a 100-year flood; and
e. Operate ADWR jurisdictional dams.
GOAL 8: Support feasible future growth of land currently held in Trust by the ASLD.
POLICY
1. Work with ASLD in a coordinated effort that includes the preparation of a conceptual plan
prepared concurrently with a circulation plan to support feasible growth in the State Trust land
growth area identified in the Character Area Plan map.
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Exhibit 4: Connectivity, Access and Mobility Plan
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Exhibit 5: Bicycle Connectivity Plan
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Public Facilities and Services Element
The Public Facilities and Services Element addresses those public services and facilities owned, managed
and operated by the Town of Fountain Hills for which the Town has jurisdictional responsibility as well as
coordination with other service providers, and includes the supporting goals and policies necessary to
provide the high-quality services needed to support current and future growth. Much of the Town’s
infrastructure was built in the early 1970’s. The Town prioritizes regular maintenance of the aging
infrastructure to ensure it is of adequate quality.
This Element addresses potable water supply and demand. The Natural Resources and Open Space
Element addresses water and air quality. The General Plan Background and Current Conditions technical
report further describes public facilities and services current conditions and capacity.
Water and Sewer
Water is supplied to the Town through the independent services of EPCOR. EPCOR purchased ownership
of the previous provider, Chaparral City Water Company (CCWC), for the Town of Fountain Hills water in
2011. This acquisition was announced in 2010 and was approved by the Arizona Corporation
Commission (ACC) in decision #72259, dated April 7, 2011. EPCOR, operating as the Chaparral Di strict
(Chaparral) has a Certificate of Convenience and Necessity (CC&N) issued by the ACC to serve the 12,060
acres of land originally acquired by McCullough Properties to develop Fountain Hills. The 2010 corporate
boundary of the Town of Fountain Hills is completely within the Chaparral certificated area, including
the 1,276 acres of State Trust Land annexed by the Town of Fountain Hills.
Potable Water Supply
In 2004, Chaparral received a designation of an assured water supply from the Arizona Department of
Water Resources (ADWR). EPCOR is a member of the Central Arizona Groundwater Replenishment
District (CAGRD). Chaparral obtains groundwater from two groundwater wells and surface water from
the CAP. The Chaparral water system includes a surface water treatment facility, 8 reservoir sites (7 with
booster pump stations, 1 inline booster pump station and 2 wells). The infrastructure provides water
service to approximately 12,964 residential connections and 444 commercial connections in 19 pressure
zones through approximately 220 miles of pipe ranging in diameter from 4 inches to 24 inches.
Central Arizona Project (CAP) System
The CAP is operated and maintained by the Central Arizona Water Conservation District (CAWCD) in
accordance with the contract between the United States and the District (No. 14-06-W-245) for Delivery
of Water and Repayment of Costs for the CAP. The CAP water supply system was declared substantially
complete on October 1, 1993 with the initial repayment by the District to the U.S. Government for
construction costs of the CAP system beginning in January 1994 under the same Contract.
Upon completion of the construction of the portion of the CAP system to serve the Town of Fountain
Hills on October 20, 1986, the U.S. Government transferred the full control, care, operation,
maintenance and management of the Fountain Hills Water Delivery System (FHWDS) to the CCWC on
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October 24, 1986. The facilities constructed as part of the FHWDS include a pump station with 450HP
vertical turbine pumps capable of pumping a total of 10,000 gallons per minute (GPM), 23,000 lineal-
feet (4.4 miles) of 24-inch transmission main, a 3.5 million-gallon raw water reservoir and a water
treatment plant. The pump station turnout is located at the Hayden-Rhodes Aqueduct Reach 12 just
upstream of the Shea Boulevard Bridge in Scottsdale, Arizona. EPCOR’s surface water allocation is 8,909-
acre feet per year (AFA), or 7.95 million gallons per day (MGD).
Water Treatment Plant
Water from the CAP is treated, monitored, and distributed throughout the Chaparral service area from
the Shea Water Treatment Plant (SWTP) located near Palatial Drive and Shea Boulevard in Fountain Hills.
The SWTP was originally constructed in the late 1980’s to provide potable water to the residents of
Fountain Hills. The original plant used in-line filtration to treat Colorado River water delivered by the
CAP. The treated surface water was supplemented by water provided by local wells. The treated water
production capacity of the original plant was approximately 7 million gallons per day (MGD). The current
treated water production capacity of the SWTP is 15 MGD.
Water Demand
EPCOR serves treated water to approximately 13,408 customers in the Town of Fountain Hills and a
small portion of the City of Scottsdale, including 12,964 residential customers and 444 commercial
customers. Customer water usage is projected using historical data and incorporating any known
changes, such as reduced use through conservation or changes in customer types such as multi -family
versus single-family residential, or new open spaces or golf courses.
From March 2017 through February 2018, daily water demand for the Chaparral service area ranged
from 3.1 million gallons per day (“MGPD”) to 6.2 MGD. The average daily water demand for the same
period was 4.73 MGD, which equates to an average daily demand for each residential and commercial
customer of approximately 294 gpd and 2,085 gpd, respectively.
In 2019, EPCOR began a significant infrastructure construction project replacing nearly 6,000 feet of 12 -
inch water main that runs below Sunridge Drive between Palisades Boulevard and Desert Canyon Drive
within the Sunridge Canyon development. The water line along Sunridge Drive has been a problem with
several ruptures over the past few years. EPCOR is using a 12-inch ductile iron pipe for the replacement.
The iron will be more durable in the rocky ground than the existing plastic pipe. The project will be
completed in four phases beginning with 1,500 feet south from Desert Canyon Drive to Sunset Drive.
Phase II will be a section from the Palisades intersection 400 feet. Phase III will cover 700 feet from
Clubhouse Drive to Manzanita Lane. Phase IV will be the remaining 1,700 feet between Sunset Drive and
Manzanita Lane.
Sanitary Sewer
The Fountain Hills Sanitary District (FHSD) is a governmental entity (special district) that is not affiliated
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with the Town of Fountain Hills municipal government. FHSD's sole purpose is to collect, treat and
dispose of wastewater and its byproducts produced within the Town of Fountain Hills and a very small
portion of the City of Scottsdale. FHSD provides sewer service to over 13,000 residential connections
and 300 commercial connections. FHSD operates a 2.9 million gallon per day (MGD) wastewater
treatment facility, 18 raw wastewater pump stations, and over 200 miles of sewer lines. In addition, the
District owns and operates a sophisticated membrane filtration system at its advanced water treatment
facility, which exceeds the State’s minimum requirements for treatment standards, to improve the
quality of recycled water product and to protect the groundwater aquifer.
FHSD provides Class A+ recycled water to three golf courses (Sun-Ridge Canyon Golf Club, Eagle
Mountain Gulf Club and Fire Rock Country Club) and three Town parks (Fountain Park, including
Fountain Lake, Desert Vista Park, and Golden Eagle Park) for turf irrigation purposes. FHSD continues to
provide recycled water to fill the Town’s signature feature, Fountain Lake. This beneficial secondary use
of recycled wastewater removes large irrigation demands from drinking water sources and helps to
protect the limited water resources of the desert. Using recycled water for irrigation needs is consistent
with both the Town and FHSD’s commitment to environmental stewardship.
Wastewater Treatment Plant (WWTP)
The area served is approximately 12,000 acres. FHSD was formed on July 21, 1969 in accordance with
Arizona Revised Statutes Title 36. FHSD’s WWTP is located entirely within the Town’s corporate limits in
one location. The WWTP is east of Saguaro Boulevard; positioned between the Ashbrook and Balboa
Washes. The effluent or recycled water produced by the FHSD’s WWTP was and continues to be used to
fill Fountain Lake.
By the mid-1990’s , land used for temporary turf irrigation was being removed from service and
developed as housing subdivisions . After examining the options, it was decided to construct multiple
aquifer storage and recovery (ASR) wells, which allowed FHSD to seasonally store water in the ground
during the winter for use by the golf courses and parks in the summer when the recycled water demand
exceeded the supply from the WWTP. In order to safely store water below ground and not impact the
local groundwater aquifer, FHSD first constructed the Advanced Water Treatment Facility (AWTF),
located in Kiwanis Park east of Saguaro Boulevard, to provide further treatment of the water before
recharge and storage. These facilities began operation in February of 2001.
Summary of Future Wastewater Collection System Needs
As provided in the Great Places Element, the Town is landlocked. The only opportunity for growth is the
undeveloped 1,276-acre State Trust land property located within Town boundaries. The capacities of the
Fountain Hills Sanitary District wastewater treatment plant and reclaimed water management facilities
are committed to serving existing parcels within the FHSD boundaries (which do not currently include
the State Trust Land) and will be required to expand to accommodate the expected increase in demand
as a result of new development. Preparation of a viable conceptual plan that addresses infrastructure
needs concurrent with the preparation of a circulation plan in coordination with ASLD is required prior
to the release of State Trust lands for sale.
Brownfields and Environmental Remediation
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Brownfields are abandoned or underutilized properties where reuse is complicated by actual or
perceived environmental contamination. The spaces may include sites contaminated by hazardous
substances, petroleum or mine-scarred land. Some sites within Fountain Hills may qualify as
brownfields, particularly within the Shea and Saguaro areas of the Town.
Brownfields and Criteria
According to the ADEQ, properties must fit all three criteria below to be considered brownfields:
• It is an underused commercial or industrial site.
• It has redevelopment potential.
• The site’s redevelopment potential is complicated by known or perceived contamination from a
hazardous substance as defined by the Environmental Protection Agency’s Comprehensive
Environmental Response, Compensation and Liability Act (CERCLA).
Community Impacts
ADEQ recognizes the impact these Brownfields can have on a community, particularly properties with
unresolved environmental issues. Brownfields are often abandoned, with owners no longer maintaining
the space or paying taxes. Abandoned properties can quickly become local blights and may attract
vandalism and illegal dumping. They degrade the environment, depress communities and potentially put
human health at risk.
Brownfields Revitalization Benefits
Revitalizing Brownfields involves transforming these properties into something new, from neighborhood
parks to commercial or retail spaces. Redeveloping Brownfields has the potential to reduce
environmental hazards, create new business opportunities, incre ase tax revenue and restore blighted
areas to productive use. Redevelopment may also prove less expensive than construction on previously
undeveloped land because they typically have favorable locations (near potential markets and labor)
and infrastructure already in place.
Brownfields Assistance Program
Local Governments, non-profits, Tribes and hospital, school, police and fire districts may apply for
funding through ADEQ’s Brownfields Assistance Program. Each fiscal year (July 1 through June 30), the
Environmental Protection Agency (EPA) provides funding under a State Response Grant for Phase I and
Phase II Environmental Site Assessments, Asbestos and Lead-Based Paint Surveys and Asbestos and
Lead-Based Paint Abatements.
Law Enforcement, Fire Protection and Emergency Medical
Services (EMS)
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Fountain Hills Law Enforcement
Presently the Town of Fountain Hills contracts with the Maricopa County Sheriffs’ Office (MCSO) to
provide 24-hour law enforcement protection, seven days per week. The MCSO has established Fountain
Hills as the base for a separate administrative district that includes patrol squads, school resource
officer, community services, a detective squad and a commanding officer. The Sheriff’s Department is
located on the first floor of Town Hall.
Fire Protection and Emergency Services
The Town of Fountain Hills contracts with Rural/Metro Corporation to provide fire and emergency
medical services (EMS) to the community, including public education, public information and code
development and enforcement. Fountain Hills Station No.1 is located on Palisades Boulevard across
from the intersection of Avenue of the Fountains. A new fire station completed in early 2019 (located on
Fountain Hills Boulevard just north of Shea Boulevard, across from Muskrat Lane) has replaced Fire
Station No. 2 Saguaro Boulevard South of Shea Boulevard. This new station allows for better balance of
call load for Fire Station No. 1 and will accommodate space for the ambulance crew.
Fountain Hills also has multiple mutual aid agreements with surrounding jurisdictions: The City of
Scottsdale, Salt River Pima-Maricopa Indian Community, Fort McDowell Yavapai Nation and the Rio
Verde Fire District. The City of Scottsdale fire department is a full-service public safety organization
providing fire prevention, emergency medical response, fire suppression, hazard ous materials team,
technical rescue team, code enforcement, public education, emergency management and community
partnerships. The department has 15 fire stations with the closest one at 132nd St. and Shea that
houses a fire engine and a brush truck. They have approximately 75 personnel on duty per day. The Salt
River Pima-Maricopa Indian Community Fire Department operates four fire stations in the Salt River
Pima-Maricopa Indian Community. The department is a full-service public safety organization providing
fire prevention, emergency medical response, fire suppression, technical rescue, code enforcement,
public education, emergency management and community partnerships. They have approximately 27
personnel on duty per day. The Fort McDowell Fire Department operates one fire station located on Fort
McDowell Road, north of the Beeline Highway, adjacent to the Fort McDowell Casino. The department
has an engine company, a brush truck and an ambulance. They are the Town’s most utilized mutual aid
partner and have a daily staff of seven. The Rio Verde Fire District provides emergency medical service
and fire response for the unincorporated communities of Rio Verde and Tonto Verde located
approximately six miles north of the Town and has plans for a second station. The District's equipment
includes an engine company, an ambulance and a brush truck. Their staffing average per day is eight.
Utilities
Electricity
Electricity is provided by Salt River Project (SRP) with primarily underground local service distribution. A
69 kV above ground power line forms a loop around much of the developed areas of the Town.
Electrical substations include: Glenbrook substation at the intersection of Glenbrook Boulevard and
Ivory Drive; the Wheeler substation, located west of Palisades Boulevard; and the Fountain substation
located east of Saguaro Boulevard. SRP also has a maintenance facility south of Shea Boulevard within
Fire Rock Centre. A fourth substation, McMullin, is located at the southern boundary of town and
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connects with the Fountain substation. Fountain Hills Number 5 is a potential future site owned by SRP
but does not have any current plans for a substation.
Natural Gas
Southwest Gas provides natural gas service to Bella Lago, Diamonte Del Lago, Copperwynd, Eagle
Mountain, Fire Rock Country Club, Sunridge Canyon Eagles Nest, Adero Canyon developments, and to
limited portions of the central, west and downtown areas of Fountain Hills. Liquid propane is available
from local suppliers to serve individual property owners.
Telephone, Cellular, Cable and Internet Providers
All lines by all providers are underground. Century Link provides telephone line installation and service,
limited in- state long distance service, cable TV service and Internet access to the Town. In 2001 Century
Link expanded capacity at their switching facilities at the substation site located on the northeast corner
of Palisades and Fountain Hills Boulevard. Cox Communications also offers digital telephone, digital
cable, and high-speed internet. Several carriers provide cellular service with existing wireless
communication facilities within the community. The Town continues to review proposals for service area
expansion by cellular providers. Currently, Verizon, AT&T, T-Mobile and Sprint and several private tower
providers have tower locations within the Town.
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Other Public Facilities and Community Services
Community facilities and services include the full complement of public, quasi -public and private
services that support a thriving community. These areas include municipal, community and civic center,
public safety, health care, and educational services.
Fountain Hills Town Hall
The current Town Hall was built and occupied in 2005. Town Hall includes the Town Government as well
as the Sheriff’s Office and Town Court. Town Hall is located in the Fountain Hills Municipal Complex,
which consists of the Town Hall, Library and the Community and Civic Center.
Municipal Court
The Fountain Hills Municipal Court is the judicial branch of the Fountain Hills government. The Court has
jurisdiction over civil traffic, criminal traffic, criminal misdemeanor offenses and violations of the Town
Code and ordinances. The Court has juvenile authority over specified juvenile offenses. In addition, the
Municipal Court Judge has the authority to issue arrest/search warrants, orders of protection and
injunctions against harassment. A “Teen Court” diversion program also convenes each month
throughout the school year. As part of the Arizona State Court System, the Fountain Hills Municipal
Court is subject to the authority and administrative supervision of the Arizona Supreme Court. The
Fountain Hills Municipal Court has legal obligations and reporting responsibilities to the State, as well as
to the Town of Fountain Hills.
Community and Civic Center
The Fountain Hills Community and Civic Center, located on La Montana Drive between Avenue of the
Fountains and El Lago Boulevard, opened on September 29, 2001. The Community Center facility
includes 31,000 square feet of ballroom and meeting room space for local and valley-wide corporate
meetings, local civic programming, art and educational classes as well as black tie events and wedding
receptions.
Community Garden and Farmers Market
The Fountain Hills Community and Civic Center includes space for the Fountain Hills Community Garden
and hosts the Farmers Market, making fresh local food available to the community.
Fountain Hills Public Library
The Fountain Hills Public Library ( a building owned by the Town) opened in 2001 and is maintained and
operated by Maricopa County. The library building is located in the Fountain Hills Community and Civic
Center complex and includes the library, a large activity/meeting room, a library book store and the
River of Time Museum. The facility boasts 500-600 visitors daily and utilizes the latest library technology
with over 40 public computers with flat screens, smart cards for printing and scheduling computer time
and the latest in display shelving and marketing tools.
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The River of Time Museum
The River of Time Museum is dedicated to local and Native American history. The Museum leads visitors
through creative, informative exhibits that recount the captivating past of the Lower Verde River Valley
and convey the importance of water in the Sonoran Desert.
Residential Solid Waste Collection, Recycling, Hazardous Waste, and Green Waste
Residential solid waste collection in Fountain Hills is currently provided by Republic Services of Phoenix
through a contract with the Town. Basic residential curbside solid waste and recycling collection occurs
on the same day. The Town is sectioned into collection zones minimizing the amount of days collection
vehicles are in each area. Additional collection services for “Green Waste” is available to residents as
part of the same collection services with items such as leaves, tree branches, grass and plant clippings.
These materials are collected and made into compost. Household hazardous waste and electronic
collection events have been contracted with Republic Services for collection within the Town.
Parks, Recreation and Trail System
The Town currently operates and maintains four developed parks, offers a variety of recreation
programs and maintains the public trail and open space system. These amenities are described in the
Social Environment Element. Open space is also addressed in in the Natural Resources and Open Space
Element.
Educational Facilities
Fountain Hills Unified School District #98 is comprised of four schools: East Valley Institute of
Technology (EVIT) Fountain Hills, McDowell Mountain Elementary School, Fountain Hills Middle School
and Fountain Hills High School. The total enrollment for students in preschool to 8th grade in 2018 was
864 students. Fountain Hills High School, grades nine through twelve, had an enrollment of 516 students
for the 2018 school year. The district boundary encompasses all lands within the Town limits and also
accepts students from the adjacent Fort McDowell Yavapai Nation and a portion of Goldfield Ranch. A
total of 238 students from the Fort McDowell Yavapai Nation are enrolled in Fountain Hills Unified
School District: 187 elementary students and middle school students and 51 high school students from
the Nation are included in the student totals. Additionally, the Fountain Hills Unified School District
leases its former Four Peaks Elementary School buildings to EVIT, which is a public education system of
career training options for high school students. Currently in its second year, the Fountain Hills EVIT
campus provides classes in IT, cyber security and health care, with hopes of offering classes such as
cosmetology, fashion design, welding, aviation, automotive, culinary arts in the future.
Fountain Hills Charter School is a kindergarten through 8th grade Montessori school that provides a
broad range of curriculum including art and music and has been a part of the Fountain Hills community
for over 22 years. The total enrollment for students i n kindergarten to 8th grade in 2018 was 60
students. Most of the students are residents of Fountain Hills. There are no other charter or private
schools within the Town limits. However, Basis Scottsdale is located within 2 miles of the incorporated
Town limits. Basis Scottsdale was ranked number 1 best public high school in the nation by US News in
2018. A total of 1,110 students from 4th grade to 12th grade attend Basis Scottsdale.
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Home and online schooling is an option for parents and students in the To wn as well.
Health Care
A walk-in emergency clinic is located in the Basha's Shopping Center on the southwest corner of
Palisades Boulevard and La Montana Drive. Additionally, a medical complex that includes a variety of
health care services is located on Palisades Boulevard at Verde River Drive. Physicians, dentists,
orthodontists, chiropractors, optometrists and other specialists maintain private practices in a variety of
locations in Fountain Hills.
The Mayo Clinic is located one mile west of Fountain Hills, north of Shea Boulevard. The medical campus
includes a five-story Mayo Clinic, the Samuel C. Johnson Medical Research Building, Mayo Clinic
Hospital, and the new Collaborative Research Building. HonorHealth Scottsdale Shea Medical Center is
located at Shea Boulevard and 92nd Street, approximately 10 miles west of Fountain Hills. Scottsdale
HonorHealth Shea is consistently ranked among the top hospitals in the nation for patient satisfaction.
The Fort McDowell Medical Clinic is a small outpatient facility located in the Fort McDowell Community
east of Fountain Hills and the Clinic is open three days per week.
Capital Improvements Program (CIP)
A goal of the Town’s 2017 Strategic Plan is to invest in and maintain the community’s infrastructure. The
task for this goal is to implement an investment plan to bring streets, buildings and parks up to
established standards. Cost of development is addressed in Section IV: Thriving Economy, in the Cost of
Development Element and economic development is addressed in Section IV in the Economic
Development Element.
Public Facilities and Services Goals and Policies
This section includes goals and policies governing management and operation of Town-owned and
operated public facilities and services as well as continued coordination with other service providers.
GOAL 1: Encourage a safe and clean potable water supply to support the Town’s current and future needs.
POLICIES
1. Continue to work collaboratively with EPCOR, the operating entity of the Chaparral District
supplying water to the Town in the provision of safe and clean potable water supply to support
current and future needs.
2. Explore cost/benefit of the extension of water infrastructure to State Trust land as part of the
required conceptual plan and infrastructure assessment in coordination with ASLD.
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GOAL 2: Support the provision of sanitary sewer services and effluent to support the Town’s current and
future needs.
POLICIES
1. Continue to work collaboratively with Fountain Hills Sanitary District, the operating entity
collecting, treating and disposing wastewater and its byproducts produced within the Town of
Fountain Hills in the provision of sewer services to support current and future needs.
2. Explore cost/benefit of the extension of sewer infrastructure to State Trust land as part of the
required conceptual plan and infrastructure assessment in coordination with ASLD.
3. Encourage FHSD to continue to provide Class-A recycled water to:
a. SunRidge Canyon, Eagle Mountain and Fire Rock golf courses;
b. Fountain Park, Desert Vista Park and Golden Eagle Park for turf irrigation purposes
c. Fountain Lake, the Town’s signature feature.
4. Continue to support the Town and the FHSD’s commitment to environmental stewardship by:
a. Using recycled water to sustain the Town’s irrigation needs;
b. Removing large irrigation demands from potable water supply;
c. Supporting water conservation measures and programs to help protect the limited
water resources in a desert environment; and
d. Complementing recycled water efforts by requiring all new development and
redevelopment to install drought tolerant landscapes and utilize drip irrigation and
water harvesting to conserve water and minimize water costs.
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GOAL 3: Ensure that law enforcement, fire protection and Emergency Medical Services (EMS) support the
Town’s current and future needs.
POLICIES
1. Continue to support the space needs of Maricopa County Sheriffs’ Office (MCSO) in Town Hall
and any future facility expansions needed for MCSO to:
a. Provide 24-hour law enforcement protection, seven days per week; and
b. Support Fountain Hills as a separate administrative district that includes patrol squads,
school resource officer, community services, a detective squad and a commanding
officer.
2. Continue to support Rural Metro Corporation in the provision of fire protection and EMS
services to the community, including emergency response, public education and code
development and enforcement.
3. Continue to support mutual aid agreements with surrounding jurisdictions, including:
a. City of Scottsdale Fire Station at 132nd Street North Shea which houses an engine
company;
b. The Salt River Pima-Maricopa Indian Community Fire Department, a full-service public
safety organization providing fire prevention, emergency medical response, fire
suppression, rescue, code enforcement, public education, and community partnerships
which operates four fire stations in the Salt River Pima-Maricopa Indian Community;
c. The Fort McDowell Fire Department operates one fire station located on Fort McDowell
Road, north of the Beeline Highway, adjacent to the Fort McDowell Casino. The
department has an engine company and an ambulance; and
d. The Rio Verde Fire District, which serves unincorporated communities in proximity to
the Town and has plans for a second station.
GOAL 4: Ensure that utility providers continue to support the Town’s current and future needs.
POLICIES
1. Continue to work collaborative with Salt River Project the Town’s electrical utilities provider.
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2. Continue to support the provision of natural gas services to Bella Lago, Diamonte del Lago,
Copperwynd, Eagle Mountain, Fire Rock Country Club, Sunridge Canyon developments and to
portions of central, west and downtown areas of Fountain Hills by Southwest Gas.
3. Continue to review proposals for service area expansion for various cell, cable and internet
carriers providing services to the Town.
GOAL 5: Ensure the provision of solid waste collection, recycling, hazardous waste and green waste
removal continue to support the Town’s current and future needs.
POLICIES
1. Continue to ensure that the service provider under contract, currently Republic Services,
continues to provide the following waste removal and recycling services to support the current
and future needs of the Town:
a. Solid waste collection twice a week, once for garbage and one for recycling;
b. Green waste collection including leaves, tree branches, grass and plant clippings;
c. Green waste composting; and
d. Hazardous waste and electronic collection events under Town direction.
GOAL 6: Continue to support other municipal and public safety services to ensure that such services meet
current and future needs.
POLICIES
1. Continue to support the Town Hall Municipal Complex as the center of government providing
essential services to the Town and a major employer and destination in the Town Center.
2. Continue to support the Municipal Court as the judicial branch of the Fountain Hills Government
jurisdiction over:
a. Civil traffic and criminal traffic;
b. Criminal misdemeanor offenses and violations of the Town Code and Ordinances;
c. Specified juvenile offenses through its juvenile authority;
d. Arrests, search warrants, orders of protection and injunctions against harassment;
e. Teen Court diversion program.
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GOAL 7: Continue to partner with other public, quasi-public and private entities providing community,
educational and health care services to ensure the provision of such services meet current and future
needs.
POLICIES
1. Continue to support the Community Civic Center as a major community asset providing
conference and business meeting space, civic programming, fitness, art and education classes as
well as space for major community events.
2. Continue to work strategically with the Fountain Hills Public Library maintained and operated by
Maricopa County providing a variety of education programs and community services and
support the River of Time Museum as major community assets.
3. Continue to work strategically with the Fountain Hills Unified School District and EVIT Fountain
Hills to promote Fountain Hills Education System by:
a. Supporting educational programs that support technology and innovation, business
incubators, and job training efforts at EVIT Fountain Hills;
b. Exploring higher education opportunities;
c. Sharing use of school facilities for community meetings and programs after hours and
when school is not in session for a fee;
d. Sharing use of sports fields and recreation facilities; and
e. Establishing community garden programs that teach students and community how to
grow fresh foods.
4. Work collaborative with major health care providers and Maricopa County Health Department
in the identification of funding for the support of amenities such as a trails and parks that
support healthy and active lifestyles.
5. Continue to support the community garden and farmers market providing local fresh foods to
community members.
6. Utilize intergovernmental relations to achieve Town priorities.
7. Increase community efforts to lobby for municipal causes.
8. Continue to support home delivered meals programs.
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GOAL 8: Continue to maintain existing and develop new needed public parks and recreation facilities to
meet current and future needs and to provide quality amenities that support economic development
efforts.
POLICIES
1. Ensure that the Parks, Recreation Trails and Open Space Master Plan described in the Social
Environment Element:
a. Includes cost for the maintenance of existing public parks, recreation, trails, and open
space as well as recreation programs;
b. Identify grants and funding mechanisms to support Town investments in the provision
of these public services;
c. Provides a phasing plan for the development of park improvements and the
construction of new trails and trail heads;
d. Considers these public services as amenities supporting the economic development
strategy, including tourism and eco-tourism; and
e. Assesses the feasibility of establishing a user fee for visitors.
GOAL 9: Continue to include infrastructure and public facilities improvements in the CIP that further the
goals of the Town’s Strategic Plan.
POLICIES
1. Support the Town’s 2017 Strategic Plan by investing in and maintain the community’s public
facilities and infrastructure.
2. Annually review, prioritize, and schedule public facilities improvements for facilities owned and
operated by the Town in the CIP.
3. Require new development and redevelopment to pay their fair share of infrastructure and
public services in accordance with the direction provided in the Cost of Development Element.
GOAL 10: Support a thriving built environment through identification of environmental remediation
programs that support environmental protection, redevelopment and reinvestment.
POLICIES
1. Actively identify and assess remediation of brownfields and infill redevelopment of greyfields
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within the Town.
2. Apply for grants and seek technical assistance to promote planning, assessment, clean up and
reuse of brownfields sites.
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2: Natural Environment
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Natural Resources and Open Space Element
The Town of Fountain Hills was founded in 1970 by Cornelius Vanderbilt, a renowned developer of
amusement parks and planned communities, who is best known as the chief developer of Disneyland.
Since its incorporation in 1989, Fountain Hills has since become known for its small-town charm and
environmental setting. The Town values the natural environment as an essential component of a
thriving community. The Natural Resources and Open Space Element addresses open space, topography,
storm water management, desert landscapes, vegetation, wildlife habitat, scenic value, dark skies, water
and air quality, and clean energy.
The Public Facilities and Services Element addresses potable water supply and demand. The General
Plan Background and Current Conditions technical report further describes natural resources and open
space.
Environmental Stewardship
From its inception, the natural desert became an integral component of Fountain Hills’ character,
identity and sense of place. Although part of the built environment, the signature fountain and lake are
the result of a water conservation system that uses reclaimed water. The water conservation system
includes reuse of reclaimed water on turf in parks and golf courses and for aquifer storage and recovery.
The community consistently supports preservation and conservation efforts. Town leaders and citizens
recognize the importance of natural wash areas, preservation of steep slopes, wildlife corridors and
native plant communities. There is community-wide support for preservation, including a voter
approved initiative to preserve wash corridors in their natural condition.
The Fountain Hills community values wildlife, natural beauty and scenic vistas and continues to protect
hillsides, washes and view corridors. The Town has stringent re-vegetation requirements in place that
require the restoration of disturbed areas with native plant species that are consistent in type and
density with the surrounding native desert and encourage builders to design with a contextual
emphasis. This approach addresses use of land, open space, flood control, water conservation, air and
water quality, along with recreation and economic development in an integrated manner that defines a
thriving community.
In 2008, the Town Council passed Resolution 2008-18 which established an environmental policy for the
Town. The policy is coupled with seven guidelines that guide future development:
1. Pursue improved communication and collaboration with its Federal, State and local partners
on environmental concerns and legislation.
2. Promote environmental stewardship in the Town and embrace environmental initiatives in
partnership with surrounding communities.
3. Design, construct and maintain buildings, infrastructure and grounds in a manner that is
both environmentally sustainable and that protects public health and safety.
4. Advance understanding of the environment through the Town’s public information office,
education programs and partnerships with the media and environmental agencies.
5. Make environmental costs, risks, and impacts an integral part of the planning and decisions-
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making processes.
6. Implement and maintain a process/system to evaluate environmental initiatives that seek
input from Town staff, the business community, citizens and community services providers.
7. Seek to provide incentives to encourage citizens and businesses to participate in the Town’s
program to conserve resources and reduce waste.
Topography, Hydrology and Environmental Resources
Topography
The Town lies on the lower portion of the eastern slopes of the McDowell Mountains and is
characterized by alternating low ridgelines punctuated with dense rock outcroppings and washes
generally draining in a southeasterly direction. Elevations in the Town range between 1,510 feet above
sea level on the east/southeast to a peak of 3,170 in the northwestern hills. The Town ranges from 400
to 500 feet higher in elevation than other metropolitan Phoenix communities, which translates to a
slightly lower range of temperatures (40°f to 105°f) and an above average annual precipitation total
(11.97 inches).
Drainage
As a result of the mountainous terrain, the Town has many existing washes both natural and manmade
that drain to the Verde River during large storm events. Ashbrook Wash qualifies as a Water of the US as
it drains directly into the Verde River (see Exhibit 6). Remaining washes, such as the Escalante and
Colony, discharge onto the adjacent Fort McDowell Indian Reservation where the runoff dissipates
before reaching the Verde River. According to FEMA, the washes are regulatory floodways and are
controlled using dams and culverts. In regard to the Town’s urban area, stormwater is collected onto the
roadways and flow into storm drains or stormwater storage infrastructure. When designing new
developments, each lot is reviewed for drainage patterns to avoid excessive outflow onto adjoining
properties. The Town uses a 1995 Major Drainage Study for delineated flood hazard areas.
Major Watersheds
The U.S. Geological Survey (USGS) divides and subdivides the United States into successively smaller
units based on hydrologic features. The State of Arizona is primarily within the Lower Basin of the
Colorado River, except for a small portion of the northeastern corner of the state which is inside the
Upper Basin of the Colorado River. In 1980, the Groundwater Management Act created the Active
Management Areas (AMA) for better water planning. According to the Arizona Department of Water
Resources (ADWR) Water Atlas, the Town of Fountain Hills is within the Active Management Area (AMA)
Planning Area. The Active Management Area Planning Area is composed of five groundwater basins
located in the central and south-central parts of the State. Fountain Hills is located within the Phoenix
AMA. The Phoenix AMA is the largest AMA basin at approximately 5,646 square miles and is
characterized by Sonoran Desert valleys that are generally from 1,000 to 2,500 feet above mean sea
level, surrounded by mid-elevation mountain ranges.
The State’s most important water producing watersheds, the Salt River and the Verde River, converge in
the Phoenix AMA, representing an important water supply for the area. The Verde River is impounded
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by Horseshoe Dam and Bartlett Dam outside the Phoenix AMA, both of which are part of the Salt River
Project (SRP). Before entering the Phoenix AMA in the Fountain Hills Sub-basin, surface water from the
Salt River
Watershed passes through a series of four reservoirs: Roosevelt Lake, Apache Lake, Canyon Lake and
Saguaro Lake. These reservoirs and associated dams are operated by SRP and used to supply water to
the agricultural, municipal and industrial sectors in the Phoenix AMA.
Annual precipitation in the AMA Planning Area ranges from 8.3 inches at Phoenix Sky Harbor Airport to
18.7 inches at Nogales and Prescott. The AMA Planning Area exhibits a bi-modal precipitation seasonally
that is characteristic of Arizona. During the winter and spring, frontal storm systems move west-to-east,
guided by the jet stream. Summer monsoon thunderstorms also deliver significant amounts of
precipitation.
Water Basins and Groundwater Resources
The resources of the AMA Planning Area include Central Arizona Project (CAP) water, surface water,
groundwater and effluent. There are seven groundwater sub-basins in the Phoenix AMA, the Town of
Fountain Hills is in the Fountain Hills Sub-Basin. The Fountain Hills Sub-Basin is a dissected alluvial plain
bounded by mountains. It is drained by the lower Verde River, which is perennial along the axis of the
Sub-basin and by the Salt River in the southern part of the Sub-basin. The two rivers converge in the
southern portion of the sub-basin.
The regional aquifer consists of older basin-fill sediments and more recent unconsolidated alluvium
deposited by and hydraulically connected to the Verde River. The regional aquifer in the Fountain Hills
Sub-basin may not be connected to adjacent sub-basins. The depth to bedrock may exceed 4,800 feet.
A geologic cross-section through the Town of Fountain Hills indicates a lower confined aquifer system
and more shallow alluvial aquifers along streams and washes around the Town and along the Verde
River.
The general direction of groundwater flow is from north to south, parallel to the Sub-basin axis. A clay
sequence forms a barrier to groundwater flow between the shallow alluvial aquifer along the Verde
River and decomposed and fractured granites that exist north and east of the McDowell Mountains.
Groundwater recharge occurs through streambed (Verde and Salt Rivers) infiltration and from mountain
front recharge. Groundwater storage data are not available for the Sub-basin.
Climate and Runoff
Climate: The climatic conditions in Fountain Hills are sub-tropical and semi-arid with cool winters and
relatively hot summers. The hot season lasts for 5 months, from May to September with an average
daily high temperature above 95 degrees. The cool season lasts for approximately 4 months from
November to February with an average daily high temperature below 71 degrees. Average annual
precipitation is 11.97 inches.
Runoff: When rain falls in the Town of Fountain Hills, runoff water is collected by many different types
of inlets. The water is then routed via curb/gutters, pipes, open channels and other conveyances to
community retention basins, parks and area floodways. The runoff does not go to a treatment plant. In
order to protect the quality of stormwater runoff, the Town of Fountain Hills obtained a permit from the
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Environmental Protection Agency (EPA) in 2003, which requires the Town to implement a number of
different programs or Best Management Practices (BMP). In addition to these BMPs, the Town has
adopted Town Code Section 14-7, which prohibits the discharge of pollutants into the storm drain
system.
Environmental Conditions and Natural Resources
Environmental conditions reflect the impact of geography, climate and cultural activities and may be a
critical consideration in water resource management and supply development within the AMA Planning
Area. The occurrence and composition of riparian vegetation has changed along many of the
watercourses in the AMA Planning Area, including the Gila and Salt Rive rs.
Vegetation: Fountain Hills retains a significant amount of luxuriant undisturbed Upper Sonoran Desert
vegetation that is characterized as the Saguaro-Palo Verde vegetation community according to the
United States Geological Survey (USGS). Saguaro and Cholla Cacti cascade down the Town’s ridges
interweaving with Ocotillo, Creosote, Bursage, Jojoba and Brittlebrush on the slopes which in turn give
way to Mesquite, Palo Verde, Ironwood and finally Cottonwood trees in the washes. Distributed
throughout the region are many varieties of cacti and flowering seasonal plants that carpet the land.
Wildlife: The washes and abundant vegetation serve to protect and maintain viable homes and wildlife
corridors for the native desert fauna. The most common native wildlife species are coyote, desert
cottontail, javelina, deer, bobcat, various species of quail, dove, owl and hawk, lizards, banded geckos,
gopher snakes, bull snakes and rattlesnakes. Specialized habitats in stands of cacti, wash corridors and
rock outcroppings allow native species to thrive in close proximity to developed areas of the Town. The
Town is vigilant in its conservation and protection of these important areas.
Air and Water Resources: The Federal Environmental Protection Agency (EPA) oversees efforts to
regulate air quality at the federal level, while the Arizona Department of Environmental Quality (ADEQ)
is tasked with regulation at the state level. However, in many cases the task is delegated to Maricopa
County. Under the Environmental Quality Act of 1986, the Arizona State Legislature created the Arizona
Department of Environmental Quality (ADEQ) and in 1987 it became the state’s cabinet-level
environmental agency. ADEQ is composed of three environmental programs: Air Quality, Water Quality
and Waste, with functional units responsible for technical, operational and policy support.
Air and Water Quality
Air Quality
The U.S. Environmental Protection Agency (EPA) established the National Air Toxics Assessment (NATA)
in 2011 and completed five assessments that characterize the nationwide chronic cancer risk estimates
and non-cancer hazards from inhaling air toxics. The latest, the 2011 NATA, was made available to the
public in late 2015. Based on its measures of hazardous air pollutants, Fountain Hills, Arizona, is 82 on a
100 scale (higher is better). This analysis models respiratory illness and cancer risk down to the zip code
level, providing better detail and insight than the previous analysis based solely on results from air
monitoring stations.
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Water Quality
Drinking water is treated and distributed by EPCOR. EPCOR ensures that the drinking water is safe by
conducting continuous water quality assessments to verify that the Environmental Protection Agency
(EPA) standards are met. EPCOR serves the Town with a combination of surface water from the Central
Arizona Project (CAP) and groundwater from two of its wells.
Safe Drinking Water Act: Under the Safe Drinking Water Act, protection of drinking water quality starts
with an assessment of the quality of all public water sources and continues through regulations that
govern water system design and construction. Drinking water quality is further assured through
scheduled tests for a wide variety of potential contaminants. The results of these tests are reported to
the Arizona Department of Environmental Quality (ADEQ) Water Quality Division (WQD) and a summary
is delivered to customers once a year. Because of these regulations and continued testing, drinking
water supplies in the United States are among the cleanest and safest in the world, and Arizona is no
exception. EPCOR is required to provide a water quality summary support to customers on an annual
basis. The 2017 water quality report published that compliance was achieved in all aspects of regulated
substances.
Groundwater: A portion of the Town’s water source is from groundwater that is pumped, via two wells,
from the aquifer below the Town. Groundwater quality for the Fountain Hills Sub-basin has been
deemed usable for potable water uses. To ensure the safety of groundwater, EPCOR tests the quality per
the ADEQ requirements as outlined under the Safe Drinking Water Act. As a result, EPCOR is responsible
for the monitoring and maintenance of its two groundwater pumping facilities.
Surface Water: The major source of water for the Town is surface water from the CAP. The CAP water
used in the Town is mostly from the Colorado River delivered from Lake Havasu. Some of the CAP water
is also derived from Lake Pleasant, which receives water from the both the Colorado River and the Agua
Fria River. CAP water is treated and monitored at EPCOR’s Surface Water Treatment Plant to ensure
there are no harmful pollutants or contaminants that would harm the public and environment per the
ADEQ requirements as outlined under the Safe Drinking Water Act.
Reclaimed Water: Reclaimed water is the sole source of irrigation for the three Town Parks and three
golf courses. Reclaimed water is provided by the Fountain Hills Sanitary District and meets Class A+
standards as set in the Arizona Administrative Code and is used and distributed by permit through
ADEQ.
Open Space
The Town’s location within the foothills of the McDowell Mountain Regional Park and Scottsdale
McDowell Sonoran Preserve provides a network of trails, natural drainage channels and washes that
extend throughout the community. These washes, primarily owned by the Town, are typically
undeveloped, although most also contain utilities and utility easements, as well as serving as surface
drainage corridors. This network of undeveloped washes contributes to the quality of life for residents
of the community by providing significant natural open space between neighborhoods and valuable
habitat for wildlife. In addition, the Town incorporates open space areas into flood control and
recreation areas.
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Fountain Hills Botanical Garden
Fountain Hills Botanical Garden was founded by Jane Haynes in 1975 as a wildlife preserve and garden.
The Garden is eight acres with an elevation between 1696 to 1800 feet. It is now maintained by the
Fountain Hills Botanical Garden Society and the Town of Fountain Hills agreed to restore the original
garden trail as an educational and hiking destination. Tours are provided by docents on a monthly basis.
Sonoran Desert plants are identified along the half-mile trail that was constructed on desert slopes.
Fountain Hills McDowell Mountain Preserve
The Fountain Hills Preserve provides over 1,000 acres of open space along the only wildlife access on the
eastern side of the McDowell Mountains. Adjacent to the southern, western, and northern borders of
the preserve are Scottsdale's McDowell Sonoran Preserve and Maricopa County's McDowell Mountain
Regional Park. Together, these three areas provide a total of over 52,000 acres of contiguous Sonoran
desert with limited and shared trail access. This total area is crucial for native wildlife preservation.
The Sonoran Conservancy of Fountain Hills (SCFH) is a non-profit organization established to support
and maintain this natural preserve within the Town of Fountain Hills. SCFH work is supported by
contributions and gifts from individuals, corporations, and other non-profit organizations. The
organization is independent of the Town of Fountain Hills and receives no tax support.
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The primary objective of the Conservancy is to create a financial and organizational resource that can
be applied to the Fountain Hills McDowell Mountain Preserve to:
• Protect and improve the view of the mountains through re-vegetation;
• Provide a safe and undisturbed area for wildlife on the eastern side of the mountains;
• Support trailhead and trail development and maintenance;
• Coordinate a program for volunteer trailblazers, trail stewards and trailhead hosts; and
• Provide opportunities for public education about the Sonoran desert.
Dark Skies
Fountain Hills stands apart from other communities for a number of reasons: its signature fountain, its
geography and scenery, its small-town feel in a major metropolitan area, its adjacency to parks,
preserves, and a national forest, as well as its dark skies. Fountain Hills’ location at the edge of the 12th
largest Metropolitan Statistical Area in the United States makes for surprisingly dark nights due to the
screening effect of the neighboring McDowell Mountains. Town residents appreciate the typical
nighttime conditions of their neighborhoods, where the night sky is dark enough to afford occasional
glimpses of the Milky Way.
Locals interested in preserving these conditions, pursued designation as a Dark Sky Community through
the International Dark-Sky Association (IDA) in early 2015. They also formed the Fountain Hills Dark Sky
Association as a community ambassador organization, which assisted in updating the Town’s outdoor
lighting ordinance in 2016 and has undertaken an ongoing program to educate residents on the benefits
of dark skies and quality outdoor lighting.
The Fountain Hills Astronomy Club was founded in 2014 as a way to share knowledge and encourage
curiosity of Town and surrounding community residents. The Club assists the Fountain Hills Library with
their monthly public sky watches in Centennial Circle where visitors can observe the planets, stars and
galaxies through numerous telescopes. Club meetings are held monthly in the conference room of the
Library where speakers from around the area offer talks on various topics of interest to am ateurs.
The Fountain Hills Dark Sky Festival has become a major tourist event with significant revenue impacts
and offers astronomy-themed virtual reality, telescope viewing, a laser tour of the night sky, educational
exhibits, food vendors, and live entertainment. The Economic Development Element explores the
potential economic impact of dark skies tourism. This element addresses protection of dark skie s.
Energy
One of the objectives of the 2017 Fountain Hills Strategic Plan is to “promote environmentally friendly
initiatives.” This objective includes a task that directs the Town “to research and report on economic and
logistic feasibility of electric car charging stations as a way to support clean energy.” Additional clean
energy alternatives include orienting buildings to support passive solar as part of site design. The Town
also may have the opportunity to take advantage of incentives to install active solar in a variety of
forms.
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Solar fields on open space, solar-generating shade fabrics, solar restrooms, and solar parking
Natural Resources/Open Space Goals and Policies
This section includes goals and policies supporting the various components of the Natural Resources and
Open Space Element.
Guiding Principle
Continue to preserve and conserve the natural desert, to support open space, to identify and protect
historical and archaeological resources and to develop and implement programs and policies that
encourage water and energy conservation and reduce water and air pollution.
GOAL 1: Continue to promote the vigilance and guardianship of the natural desert.
POLICIES
1. Continue to support the following Town practices:
a. Require all newly platted or re-platted hillside properties to provide a Hillside Protection
Easement for each parcel as required by ordinance;
b. Identify where appropriate trails should be located in accordance with the direction
provided in the Parks, Recreation, Trails and Open Space Map and the Social
Environment goals and policies and develop public educational materials to discourage
off-trail use and protect wildlife habitat and vegetation;
c. Discourage un-permitted grading or dumping and require re-vegetation for violators;
d. Encourage redevelopment, revitalization and rehabilitation to reduce land consumption;
e. Continually update the approved low water use plant list to ensure that all plants on
the list are suitable for the community;
f. Continually protect dark skies; and
g. Update the Land Disturbance Regulations when appropriate.
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GOAL 2: Provide and maintain an open space network throughout the community.
POLICIES
1. Continue to protect the existing natural washes within the platted portions of the community as
permanent natural desert open spaces.
2. Continue to identify and evaluate all wash/wildlife corridors in unsubdivided areas and
encourage land owners to ensure that those wash/wildlife corridors are rezoned to one of the
Open Space (OS) Zoning Districts.
3. Continue the development of land trusts and/or taxing mechanisms that have community
support to accomplish open space acquisition and open space management programs.
4. Continue to require new development to meet recreational/open space needs as part of site
design through the development plan review process.
5. Encourage the private development of a neighborhood park as a part of subdivision design,
which may or may not be conveyed to the Town or other public entity even though its status as
permanent open space is secured.
6. Continue to support unpaved trails within the Town limits that provide connectivity and
opportunities for recreation, enjoyment and use of the Sonoran Desert subject to the
appropriate findings and studies in places where they have little impact on residential
developments and natural wildlife.
GOAL 3: Provide open space linkages within the Town and to the regional systems beyond its boundaries
where feasible and appropriate.
POLICIES
1. Continue to encourage the development of trail systems that link Fountain Hills with McDowell
Mountain Regional Park, the City of Scottsdale’s system, Maricopa County’s system and
potential systems on both the Salt River Pima-Maricopa Indian Community and the Ft. McDowell
Yavapai Nation to support eco-tourism efforts, provided that such trails do not infringe on the
privacy of residential areas.
2. Continue to update and produce mapping and facility information for the public on the Town’s
website and through printed media regarding recreation, trail, and open space facilities.
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GOAL 4: Identify and preserve historical and archaeological resources.
POLICIES
1. Collaborate with studies that aim to uncover and preserve the historical and archaeological
resources within the incorporated area.
2. Promote the preservation of archaeological artifacts through the application of the latest
applicable cultural resource conservation reporting methods working collaboratively with the
State Historic Preservation Office and the Arizona State Museum.
3. Continue to support public education programs that emphasize local and regional historical and
cultural resources such as those provided at the River of Time Museum.
GOAL 5: Continue to promote programs that encourage environmentally-friendly alternatives and
improve air quality.
POLICIES
1. Continue to support the expansion and development of regional and local transit service and
alternative transportation modes to reduce hydrocarbon, carbon monoxide, ozone, and
particulate matter pollution.
2. Continue to require utilization of native, drought-tolerant landscapes that eliminate the use of
gasoline-powered landscape equipment.
3. Promote environmentally-friendly initiatives supported by the 2017 Fountain Hills Strategic
Plan, including:
a. Develop and adoption of a comprehensive environment plan;
b. Research and report on economic and logistic feasibility of electric car charging stations;
and
c. Investigate the feasibility of adopting an alternative fuel program for Town vehicles.
4. Support a walkable Town Center.
5. Encourage bicycle and pedestrian connectivity throughout the Town to reduce automobile
dependence, improve air quality and support active and healthy lifestyles.
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GOAL 6: Continue to promote environmental stewardship.
POLICIES
1. Continue to pursue improved communication and collaboration with Federal, State, and local
partners on environmental concerns and legislation.
2. Promote environmental stewardship and embrace environmental initiatives in partnership with
Maricopa County, the Maricopa Association of Governments, the City of Scottsdale, the
Fountain Hills Sanitary District, the Fort Mc Dowell Yavapai Nation and the Salt River Pima-
Maricopa Indian Community.
3. Design, construct, and maintain public buildings, infrastructure and grounds in a manner that is
both environmentally sustainable and that protects public health and safety.
4. Advance understanding of the environment through the Town’s Communications office,
education programs and partnerships with the media and environmental agencies.
5. Consider environmental costs, risks and impacts as integral components of the planning and
decision-making processes when feasible and appropriate.
6. Implement and maintain a process/system to evaluate environmental initiatives that seeks
input from Town Staff, the business community, citizens and community services providers.
7. Encourage the use of architectural design using active and passive solar heating, shade
elements, and energy efficient insulating materials to reduce energy consumption.
8. Encourage water conservation through:
a. Supporting water use reduction education programs;
b. Continuing use of recycled water for turf irrigation Town parks and golf courses;
c. Encouraging drought-tolerant landscapes that incorporate water harvesting, drip or low-
flow irrigation as water use reduction measures;
d. Encouraging the utilization of low water use features in new development and
redevelopment.
9. Encourage salt-free water treatment systems to improve irrigation water used at Town Parks.
10. Where feasible and appropriate, encourage Low Impact Development (LID) designed to support
sustainable stormwater management planning and design practices in their watersheds that
either enhance or that do not significantly diminish environmental quality by encouraging:
a. Practices that preserve or restore predevelopment hydrological and ecological
functions;
b. Site design strategies that minimize runoff and protect natural drainage patterns;
c. Structural practices that filter, detain, retain, infiltrate, and harvest stormwater; and
d. Reduce the volume and intensity of stormwater flows.
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GOAL 7: Support waste reduction programs and proper management of hazardous waste.
POLICIES
1. Continue to develop and distribute educational materials regarding the proper handling,
collection, and disposal of hazardous materials.
2. Encourage citizens and businesses to participate in the Town’s recycling programs to reduce
solid waste.
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Section IV: Thriving Economy
Fountain Hills Thrives!
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1: Economic Development
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Economic Development Element
From its beginnings, Fountain Hills has grounded the vision for its future on the input and aspirations of
its citizens. In 2005, the first Strategic Plan was crafted over an 18-month period and involved volunteer
professionals and the input of more than 2,000 residents and stakeholders in the process. This first
formal Plan for the future of Fountain Hills called for the creation of the Strategic Planning Advisory
Commission (SPAC) to assure that the annual goals and priorities set by Council and Town staff were
consistent with the Strategic Plan, and to provide ongoing education and public dialogue opportunities.
The Fountain Hills Strategic plan is designed to empower every Town Council, staff, and SPAC member
to ensure that efforts to complete and track progress of the Strategic Plan continue over its five-year life
span regardless of changes to elected and appointed officials and staff. The Strategic Plan is a living
document updated every five years and containing goals, objectives, and approaches to obtain desired
outcomes.
The Town of Fountain Hills utilizes the Strategic Plan to provide guidance on a variety of town activities
including policy recommendations, town operations, and even capital improvement projects. This
Economic Development Element is based on the findings included in the General Plan Background and
Current Conditions technical report, the General Plan Visioning Report summarizing the General Plan
update community visioning process, and the 2017 Fountain Hills Strategic Plan, which was the plan in
place at the time of the preparation of this General Plan. This Economic Development Element also
incorporates the Vision Fountain Hills visioning process completed in 2016.
Economic Development decisions in the coming years must find balance between having commercial
space to support sales tax generation and jobs, while recognizing that in many cases the amount of retail
space may be reduced due to increasing levels of internet purchases.
In addition, because the Town has a significant number of part-time residents, it is important to support
efforts to maintain and expand upon those assets that will attract visitors in order to “backfill” for lost
economic activity due the large number of part-time residents. These visitors will help support existing
businesses, possibly provide demand for new businesses, and support economic activity that will
support Town services.
2017 Fountain Hills Strategic Plan
Prior to drafting the current Strategic Plan, SPAC members worked closely with the Fountain Hills
Cultural and Civic Association on a community survey and the Vision Fountain Hills community event
that took place in May 2016. The goals or strategic priorities outlined in the new plan were the direct
result of the Vision Fountain Hills visioning process that included more than 100 residents participating
in the program. The SPAC also conducted a SWOT Analysis of the previous 2010 Strategic Plan and
determined which actions and tasks were still relevant in the new plan. This coupled with t he strategic
priorities from the 2016 Vision Fountain Hills process formed the basis of the 2017 Fountain Hills
Strategic Plan.
The 2017 Fountain Hills Strategic Plan is based on the following key goals or strategic priorities:
• Maximizing Economic Development Opportunities in Fountain Hills
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• Ensuring that Infrastructure in Fountain Hills is Well-Maintained and Safe
• Attracting Families and Working Professionals
• Ensuring that Fountain Hills Finances are Stable and Sustainable
• Focusing on Strengthening the Community and Improving the Town’s Quality of Life
This Economic Development Element supports the 2017 Fountain Hills Strategic Plan’s vision, “Fountain
Hills is a distinctive community with long term economic sustainability and vitality anchored with an
active and vibrant town citizenship that serves to invigorate a rich cultural, social, and economic quality
of life,” and its five core values:
• Preserve the health, well-being, and safety of all residents and visitors.
• Champion the diversity of experiences our residents bring to our community and rely on this
depth of experience to innovatively address our challenges and continually improve our
community.
• Take responsibility for our Town's success by building partnerships and investing in our talent
and resources.
• Steward this unique enclave, dedicated to preserving the environment and visual aesthetic and
to living in balance with the Sonoran Desert.
• Encourage a strong community that meets the needs of a growing, balanced demographic.
In addition, when a family, or business, contemplates relocating to a new area, they evaluate their
future success, to a large extent, on the availability of quality affordable housing. Before someone
commits to a new location, they must feel secure that there are no barriers to their success. Housing
expenses can easily consume 30 to 50 percent of household income. Access to housing and housing
affordability are essential for the Town’s economic success. Non-residential uses that provide a steady
revenue stream are also essential components of a thriving economy.
Economic Development Element Goals and Policies
This section includes economic development goals and policies that support the 2017 Fountain Hills
Strategic Plan. This Element incorporates the General Plan 2020 community visioning process
summarized in the General Plan Visioning Report.
GOAL 1: Maximize economic development opportunities in Fountain Hills.
POLICIES
1. Create or utilize tools to help market Fountain Hills’ economic development opportunities,
including but not limited to:
a. Developing a community brand/vision/marketing plan for Fountain Hills;
b. Update the business resource package as necessary;
c. Support funding for business accelerator programs;
d. Explore higher education opportunities in Fountain Hills;
e. Seek to recruit businesses and recreational opportunities that are attractive to and/or
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cater to younger working professionals and families.
2. Increase population and residential densities to sustain existing and future commercial
businesses in Town by:
a. Rezoning underutilized commercial property to residential where feasible and as
opportunities are presented;
b. Allowing residential uses on commercially zoned properties as appropriate and
beneficial to support commercial activity and the character area;
c. Rezoning unplatted land for greater density and affordable family homes;
d. Exploring the transfer of development rights were feasible and appropriate;
e. Partnering with ASLD in the preparation of feasible conceptual land use and circulation
plans for State Trust Land in the McDowell Mountain area of the Town; and
f. Partnering or coordinating with local utility service providers to ensure services for
increased population and densities.
3. Market and promote tourism in Fountain Hills to generate hotel stays and higher dollar
expenditures.
4. Create and expand destination events in Town such as:
a. Concours in the Hills;
b. St. Patrick’s Day;
c. Fourth at the Fountain;
d. Turkey Trot;
e. Thanksgiving Day Parade;
f. Stroll in the Glow
g. Arts and Craft Festivals;
h. Disc Golf tournaments;
i. Other.
GOAL 2: Continue to provide safe and well-maintained infrastructure.
POLICIES
1. Maintain the community’s infrastructure by:
a. Developing and implementing an investment plan to maintain streets, buildings, and
parks at established standards; and
b. Commissioning a study to identify the gap between actual subdivision ordinance
specifications and to determine the cost of meeting the specifications.
2. Promote the following environmentally-friendly initiatives:
a. Develop and adopt a comprehensive environmental plan for Fountain Hills; and
b. Research and report on the economic and logistical feasibility of electric car charging
stations.
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GOAL 3: Attract families and younger working professionals to Fountain Hills.
POLICIES
1. Utilize planning and zoning tools and land use strategies to attract families and working
professionals to Fountain Hills by:
a. Supporting residential development in the Adero Canyon and Eagles Nest areas, infill
residential development in residential character areas throughout the Town, and in
areas supporting urban densities or mixed use such as the Town Center and Shea
Corridor character areas;
b. Streamline development review and permitting process to expedite residential
development;
c. Partner with ASLD in the preparation of feasible conceptual land use and circulation
plans for State Trust land in the McDowell Mountain area of the Town.
2. Market and Promote Fountain Hills as a Unique Place for families and working professionals by:
a. Working collaboratively with businesses to promote the Town’s marketing plan;
b. Expanding the use of Social Media and on-line messaging;
c. Including family branding and active living in the marketing plan;
d. Supporting the Fountains Hills Young Community and other young professional groups
and/or organizations;
e. Supporting the Mayor’s Youth Council;
f. Organizing ongoing specialty youth camps such as robotics, coding, arts, etc.;
g. Supporting youth clubs and activities by allowing the use of Town facilities at low or no
cost and by expanding programs that benefit youth.
GOAL 4: Ensure that Fountain Hills finances are stable and sustainable.
POLICIES
1. Identify sources of revenue (federal, state, regional and local) enumerated in the various
elements of this General Plan to sustain funding of the Town’s core services to ensure a thriving
economy and maintain and enhance the Town’s quality of life.
2. Increase the Town’s revenue stream by supporting commercial development and
redevelopment in the Town Center, Commerce Center, Shea Corridor and Saguaro Boulevard
character areas.
3. Support neighborhood commercial development where feasible and convenient at the
intersection of arterial or arterial and collector roads to increase the Town’s revenue stream
while supporting adjacent neighborhoods.
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GOAL 5: Support strong public/private partnerships to strengthen the community, ensure long-term
viability, and improve the Town’s quality of life.
POLICIES
1. Continue to partner with the Fountain Hills Unified School District (FHUSD) to promote the
education system by:
a. Including information about the district’s assets and strengths in the Town’s marketing
plan;
b. Working collaboratively with FHUSD to maximize property values; and
c. Assisting FHUSD in exploring the sale/lease of underutilized properties.
2. Achieve Fountain Hills’ priorities through the utilization of intergovernmental relationships and
by continuing to partner with:
a. National League of Cities, Arizona League of Cities and Towns, Maricopa Association of
Governments and East Valley Partnership to increase efforts to lobby for municipal
issues that benefit the community and to oppose bills that are harmful to cities and
towns;
b. Valley Metro in efforts to improve public transportation in the Town;
c. Maricopa Association of Government in efforts to improve vehicular, pedestrian and
bicycle access and mobility throughout the Town;
d. Arizona Commerce Authority and Greater Phoenix Economic Council in efforts that
support economic development initiatives beneficial to the region and the Town; and
e. Adjacent jurisdictions, including Maricopa County, the City of Scottsdale, Fort McDowell
Yavapai Nation and Salt River-Maricopa Indian Community, in the pursuit of economic
development efforts such as transportation, business parks and employment and
tourism activities that benefit the Town.
3. Leverage the talents of residents and the advantages of Fountain Hills by effectively utilizing
volunteer skills to support existing and future programs, including but not limited to:
a. Make A Difference Day
b. Home Delivered Meals
c. Give A Lift Program
d. Activities & Volunteer Expo
e. Mayor’s Youth Council
f. Save Our Sculptures Program
g. Community Center Christmas Decorating & Celebration
4. Consider partnering with higher education institutions to establish programs in the Town that
will attract and retain businesses as well as families and working professionals.
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2: Cost of Development
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Cost of Development
It is important to accept and encourage reasonable population growth to bolster the workforce and
support existing and future businesses and opportunities. The need for new and expanded
infrastructure and services to serve current and future residents and businesses in Fountain Hills are
significant. These costs may exceed current and projected revenues. Long-term maintenance costs
should be considered as part of the Town’s infrastructure investment to facilitate future growth as well
as meeting current service needs. Maintenance cost are addressed in the various elements of this
General Plan, including the Connectivity, Access and Mobility Element and the Public Facilities and
Services Elements.
The Economic Development Element provides the goals and policy framework necessary to support the
2017 Fountain Hills Strategic Plan. This Cost of Development Element establishes the mechanisms by
which new development (growth, infill and redevelopment) will pay its share of system development
costs. The Cost of Development Element:
• Establishes the goals and policies that will result in public-private cost sharing of capital facilities
and services needed to serve new development;
• Clarifies the roles of the public and private sectors;
• Provides guidance for the provision of public services, infrastructure and facilities in a fair and
efficient manner; and
• Ensures that the Town will at least maintain current service levels and implement desired
improvements.
Based on the Arizona Revised Statutes, the requirement of this Element is targeted primarily at
municipalities with opportunities for large scale growth, with the objective of avoiding public subsidies
for private development. As the Town is nearing buildout, the need for major public infrastructure
improvements and capacity is somewhat reduced. However, the need for the maintenance and
upgrading of existing infrastructure will remain in perpetuity. The manner in which th ese goals will be
achieved is outlined in this chapter.
The Cost of Development Element addresses meeting community needs for infrastructure and services
provided by the Town in an equitable and reasonable manner. The Cost of Development Element cannot
and does not address development that has already occurred. The element is limited to new
development and redevelopment, particularly in areas that may experience growth during the General
Plan’s 10-year planning horizon, including future feasible growth on ASLD trust land. It also includes new
development in redevelopment areas, such as the Shea Corridor and Saguaro Boulevard character areas
delineated in Exhibit 2, Character Areas Plan map, included in the Great Areas Element.
The Town of Fountain Hills implemented residential and commercial development impact fees in
November 2001. The Town updates these fees on an annual basis. In addition, the Town uses existing
ordinances to ensure that new development projects participate in proportionate infrastructure
improvement costs. All new projects are evaluated through the development review and rezoning
processes. The Town identifies necessary dedications and easements and requires improvement bonds
before construction is allowed to commence. It should be note d that there are existing development
agreements for the FireRock, the Town Center, Crestview, Eagle Mountain, Eagles Nest and Adero
Canyon developments that may diminish the Town’s ability to augment regulations or restrictions in
these development areas.
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Legislative Framework
Arizona Revised Statutes (ARS) Section 9-461.05 requires communities in Arizona to adopt a cost of
development element as part of the general plan that identifies goals, policies and strategies that the
municipality will use to require development to pay its “fair share” of the costs of additional public
service needs generated by new development, with appropriate exceptions when in the public interest.
As required by ARS, this element:
a) Defines key terms such as “fair share” and “measure of fairness;”
b) Identifies various mechanisms allowed by law that can be used to fund and finance additional
public services necessary to serve new development, including bonding, special taxing districts,
development fees, in lieu fees, facility construction, dedications and service privatization;
c) Lists funding options the Town may use to fund and finance additional, necessary public facilities
and services to support new development;
d) Includes goals and policies to ensure that any mechanisms that are adopted by the Town under
this element result in a beneficial use to the development, bear a reasonable relationship to the
burden imposed on the municipality to provide additional necessary public services to new
development in compliance with state law.
Cost of Development Key Definitions
Fair Share
State legislation allows the Town to define this term based on its unique needs and resources. Fair share
relates to the portion of costs of infrastructure necessary to support new development to be paid for by
developer
Measure of Fairness
Guarantees that costs borne by new development result in a benefit to the development; and provides a
reasonable relationship between development costs and the burden imposed on the Town for providing
additional necessary public services for such development. It is not the intent of the Cost of
Development element to overburden the growth industry or to be a disincentive to private sector
capital investment required for quality residential, mixed use and employment (commercial, office, and
industrial) development.
Funding Options
Refers to all the options used by the Town to fund and finance additional, necessary public facilities and
services to support new development and redevelopment.
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Town of Fountain Hills Fiscal Year 2019-2020 Adopted Budget
The Government Finance Officers Association of the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to the Town of Fountain Hills, Arizona, for its Annual Budget
for the fiscal year beginning July 1, 2018. In order to receive this award, a governmental agency must
publish a budget document that meets program criteria as a policy document, as a financial plan, as an
operations guide, and as a communications device. This award is only valid for a one-year period. The
Town of Fountain Hills Fiscal Year 2019-2020 Adopted Budget continues to conform to program
requirements and will be submitted to GFOA for continued award recognition. The Town’s Budget
document is the primary source supporting this Cost of Development element.
Cost of Development Plan Regulatory Methods
The Town utilizes several key regulatory and financial methods to capture appropriate costs related to
new development or significant improvements to existing structures.
Regulatory Methods
Subdivision Ordinance
The Subdivision Ordinance was adopted in October 1996 and has periodically been reviewed. It identifies
processes associated with platting, design principles and standards, public improvement requirements,
grading standards, landscape standards and land reservations. In terms of cost of development related
issues, it incorporates the requirement of dedications of public right-of-way and easements within
proposed subdivisions, requirements for landscape improvements in frontage and provisions for
dedications of public schools and parks.
Zoning Ordinance
The Zoning Ordinance was adopted in November 1993 and identifies the procedures to establish and
regulate zoning districts within the Town. In terms of cost of development related issues, there is a
requirement for the dedication of public art, or fees in lieu.
Development Fees Ordinance
The Development Fees Ordinance was adopted in November 2001. It provides for the proportionate
participation by applicants in the costs of infrastructure improvements.
Financial Methods
According to the adopted Town of Fountain Hills Fiscal Year 2019-2020 Budget, the accounts of the
Town are organized on the basis of funds. Town resources are allocated to and accounted for in
individual funds based on the purposes for which they are to be spent and the means by which spending
activities are controlled. This section only highlights funds used to fund and finance additional public
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infrastructure and services necessary to serve new development or redevelopment. Such funds include:
General Fund
The General Fund is the primary operating fund of the Town and accounts for the resources and uses of
various Fountain Hills departments. It exists to account for the financing of services traditionally
associated with local government. These services include police and fire protection, development
services (planning & zoning/building safety/code enforcement/GIS), public works
(facilities/engineering/outside inspections), community services (parks and recreation/community
center/senior services), general administration, and any other activity for which a specia l fund has not
been created.
Public Art Fund
The resources in this fund are from developer in-lieu contributions. These funds may only be used for
the installation and maintenance of art throughout the community. This fund has a committed fund
balance.
Special Revenue Funds
a. Streets Fund. The resources in this fund are from the 0.2% of local sales tax, State-shared revenues
and transfers from the Capital Improvement Fund. The State of Arizona taxes motor fuels and
collects a variety of fees and charges relating to the registration and operation of motor vehicles.
These revenues are deposited in the Arizona Highway User Revenue Fund (HURF) and are then
distributed to the cities, towns, and counties and to the State Highway Fund. This is a restricted
fund that may only be used for street and highway purposes. The Streets (HURF) Fund is restricted
in use solely for street and highway purposes. The fund depends upon State -shared revenues for
over 90% of its annual revenues. The restricted fund balance will be based on the minimum
requirement as specified in the schedule for projects funded with Special Revenue or grant funds.
The schedule is reviewed on an annual basis to determine the required amount to be set aside as
restricted fund balance.
b. Excise Tax Funds. The excise tax funds are committed funds that the Town Council may dedicate for
specific purposes by resolution or as part of the annual budget adoption.
Downtown Strategy Fund
The Downtown Strategy Fund is a committed fund, which may only be used for development of the
downtown. Revenue for this fund comes from the 20% of the percent of local sales tax collections that
have been dedicated for this purpose.
Economic Development Fund
The Economic Development Fund is a committed fund, which may only be used for economic
development. Revenue for this fund comes from the 80% of the percent of local sales tax collections
that have been dedicated for this purpose.
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Tourism Fund
The Tourism Fund is a committed fund, which may only be used for tourism. Revenue for this fund is
provided by a transfer from the Economic Development Fund and grant money.
Special Revenue/Grants Fund
The Special Revenue/Grants Fund is restricted by the terms of the individual grants or program funds
received. An example of this would be state or federal funds. These funds are to be used only for the
specific program or programs for which the funds have been awarded and in accordance with all the
grant conditions.
Environmental Fund
The Environmental Fund is an assigned fund, which may only be used to help offset the costs of
stormwater management and air quality permit requirements, as well as other environmental programs.
These items include, but are not limited to, permit fees, wash maintenance, ADWR dam inspection and
maintenance, street sweeping, storm drain cleaning and household hazardous waste disposal. Revenues
are derived from the General Fund.
Capital Improvement Funds
Capital Improvement Funds are used for the acquisition and/or construction of major capital items
including facilities, heavy equipment, technology, open space, park improvements, and major road
improvements.
Capital Projects Funds
The Capital Projects Fund revenues are committed revenues derived from excess General Fund revenues
and 50% of the construction related local sales tax. The Capital Projects Fund is the primary source of
capital improvements funding for the Town. Accounted for separately, but considered part of the Capital
Projects Fund, are accumulated development fees collected pursuant to Ariz. Rev. Stat. § 9-463.05 that
are assessed on new construction for the purpose of funding growth. These funds are restricted to
growth-related capital expenditures as designated in the Town’s adopted Infrastructure Improvements
Plan.
Facilities Replacement Fund
The Facilities Replacement Fund revenues are assigned and currently the result of transfers from the
General Fund. The Fund has been established to cover replacement costs for large scale items that
cannot be absorbed in annual operating budgets. These items include, but are not limited to, roofing,
interior and exterior building painting, carpet replacement, physical plant mechanical equipment, Fire
Department equipment, and parks and recreation structures.
Development Fee Funds
The Development Fee Funds are restricted funds, which may only be used for the planning, design, and
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construction of public facilities serving the needs of the new development from which it was collected
and designated as restricted. The Town has developed an Infrastructure Improvement Plan (IIP) that
identifies each public improvement that is proposed to be the subject of a development fee. This IIP is
incorporated as part of the Town’s Capital Improvement Program (CIP). Development Fee funds now
only include the Fire & Emergency Fund and the Parks/Recreation Fund.
Town of Fountain Hills Growth Revenues
Local sales tax revenues are derived from several sources with a significant portion from construction
related activity. To ensure that the revenues from growth or development are targeted to costs related
to development or invested in improvements that will benefit future residents or make future service
provision efficient, the Town designates 50% of those one-time revenues to the Capital Projects Fund.
Monthly, these revenues are transferred from the General Fund to the Capital Projects Fund for future
appropriation.
Capital Improvement Plan
As part of the budget process each year, the Town Manager or authorized designee prepares a capital
spending plan that provides a detailed summary of specific capital projects for the five fiscal years
subsequent to the fiscal year presented. The plan includes the name of the project, project schedule,
capital cost by fiscal year and a recommended specific funding source. The five-year capital
improvement plan will be developed within the constraints of the Town’s ability to finance the plan.
General Plan Monitoring System
The General Plan Monitoring Team will annually compile departmental General Plan reviews reporting
on the status of the General Plan Implementation Schedule included in the Administration and
Implementation Chapter to determine progress on General Plan implementation strategies that impact
capital improvements. This monitoring system ties the General Plan to the Capital Improvements Plan
on applicable items allowing the Town to have a mechanism to monitor progress.
Cost of Development Goals and Policies
This section includes goals and policies supporting the Cost of Development Element.
Guiding Principle
Strive to provide efficient and cost-effective infrastructure and public facility systems, including methods
that will ensure the reasonable and equitable participation of private development for both cost and
benefit of the public improvements.
GOAL 1: Align the Cost of Development Element with the goals and policies of other elements of this
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General Plan to meet the diverse needs of the Town in a balanced manner.
POLICIES
1. Ensure the goals and policies of this Element:
a. Align with the goals and policies included in the Neighborhoods and Great Places
elements and support the Character Areas Plan;
b. Foster the housing quality, variety, and affordability needed to attract families and
younger working professionals;
c. Support the Connectivity, Access and Mobility Element to provide for efficient
multimodal forms of transportation and to improve air quality;
d. Support quality parks, recreation, trail and open space systems and the environmental
quality desired.
GOAL 2: Assess the functionality, suitability and sustainability of existing public facilities and
infrastructure.
POLICIES
1. Continue to seek alternative financing methods for basic infrastructure.
2. Continue to maintain sufficient financial reserves for maintenance of basic infrastructure.
3. Examine the projected impacts of growth on education, infrastructure, and community services
and facilities.
4. Continue to annually monitor and report the efficiency/cost ratios of municipal facilities.
5. Continuously examine infrastructure financing strategies and evaluate resources for completing
and/or upgrading existing roads, utilities and other basic infrastructure necessary to support
projected growth.
6. Continue to utilize the Maricopa County Multi-Jurisdictional Hazard Mitigation Plan to
adequately respond to natural and man-made events.
7. Continue to support health care and urgent care providers and the Fountain Hills Medical Center
which serve the Town and its surrounding area.
8. Continue to work with telecommunications providers to identify the latest technologies and
ensure that all areas of the Town have quality cell service.
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9. Continue to annually adjust development fees for inflation and conduct a development fee
study at least every 5 years.
GOAL 3: Continue to explore creative development cost sharing strategies for Fountain Hills.
POLICIES
1. Continue to seek public/private economic development partnerships that support creative
development cost sharing strategies.
2. Strengthen coordination with adjacent jurisdictions and other agencies, including the Maricopa
Association of Governments, the Fort McDowell Yavapai Nation, the Salt River Pima-Maricopa
Indian Community, Greater Phoenix Economic Council and Arizona Commerce Authority.
3. Quantify the revenue outcomes of exploring alternative revenue mechanisms (and their
composition) to achieve a balanced and sustainable revenue base.
GOAL 4: Seek to develop an even more streamlined and cost-reducing method relative to business
development fees and the Town’s development review process.
POLICIES
1. Continually look for ways to further improve the Town’s development review process to be
more efficient and responsive to the time-related needs of applicants and/or residents.
GOAL 5: Develop a methodology for determining the need for and assessing the costs of new facilities
and services required to serve new development.
POLICIES
1. Establish a methodology to ensure that costs are assessed consistently for each new
development.
2. Determine the cost of growth for each new development based on factors specific to the
proposed development and the specific location.
3. Recover costs for the following facilities: transportation, parks and recreation, open space,
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drainage, operations of other facilities and services as deemed appropriate.
4. Establish Level of Service (LOS) standards for each facility type identified for cost recovery based
on best practices.
5. Establish the service area for each public facility and determine the facility needs and costs for
the service area, based upon the established LOS standards.
6. Develop a responsive time frame for cost recovery of the facilities identified in each service
area.
7. Identify costs of expansion of Town operations and facilities to maintain established LOS
standards.
8. Conduct periodic analyses of LOS standards and adjust the standards as necessary to meet the
Town's service goals and obligations.
9. Employ technological and programmatic innovations to enhance productivity and reduce capital
and/or operations and maintenance costs.
GOAL 6: Identify a menu of legally available financial mechanisms to recover the cost of public facilities
and services required to serve new development.
POLICIES
1. Utilize effective methods to fund and finance new public facilities and services, such as bonding,
special taxing districts, development fees, in lieu fees, facility construction dedications, and
consolidation of services.
2. State up to date regarding the definition of "legally available" as those legal mechanisms which
are not prohibited by law, in the state of Arizona, at the time the project is developed are
allowable.
3. Develop a process to apply the fair share cost recovery policies to all new development,
regardless of zoning.
GOAL 7: Balance public and private interests to achieve fairness in allocating the costs of new
development.
POLICIES
1. Recover fair share costs, which are defined as the total capital cost (facilities and equipment)
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minus developer credits and funds dedicated to a project as set forth in the Town's approved
Capital Improvements Program.
2. Establish, and regularly review, a measure which will be applied consistently to assign a greater
share of costs to new developments that are farther away from areas of existing services,
increase in size, and absorb a greater portion of the benefits and services necessitated by the
development.
3. Consider establishing development incentive areas or other incentives for the Town Center,
Shea Corridor, and Saguaro Boulevard character areas which may allow reduced cost recovery
obligations for development activity within those areas.
GOAL 8: Fair share charged to development includes only those costs associated with that development
and does not require the developer to improve existing deficient service levels in public facilities.
POLICIES
1. Ensure that the benefits of the new public facilities and services are received by the
development charged with paying for them.
2. Ensure that a new development is only charged for its proportionate share of the benefits
received by the new public facilities and services.
3. Conduct a feasibility study in coordination with ASLD as part of the conceptual land use and
circulation plans and consider future benefits associated with new revenues that would be
generated from development of the Trust Land.
GOAL 9: Seek local and regional cooperation to pursue new or enhanced revenues for regional
infrastructure.
POLICIES
1. Continue to pursue Maricopa Association of Governments funds for a Bicycle Plan to improve
regional bicycle connectivity.
2. Work collaboratively with Maricopa County, the City of Scottsdale, Fort McDowell Yavapai
Nation and Salt River Maricopa Indian Community to determine if, and how, operations and
maintenance costs of capital facilities supporting common economic development efforts such
as business parks and tourism enterprises can be assessed and allocated on a fair share basis.
3. Continue to support membership in the League of Cities and Towns and/or other organizations
lobbying to seek new or additional revenue-sharing opportunities from the state of Arizona,
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such as a state gasoline tax adjusted for inflation.
4. Explore additional revenue-sharing opportunities to more equitably offset the cost of growth
and new development.
5. Work collaboratively with ASLD in the preparation of feasible conceptual land use and
circulation plans for State Trust Lands to identify mechanisms to fund infrastructure needs in
that area.
GOAL 7: Create a Plan Monitoring System that ties the General Plan to the Capital Improvements Plan
and assists in monitoring and evaluating General Plan progress.
POLICIES
1. Identify projects that strategically support the General Plan in the Capital Improvements Plan
when funding is available to pursue such capital projects.
2. Appoint a General Plan Monitoring Team tasked with annually compiling departmental General
Plan Progress Reports indicating the status of implementation measures identified in the
General Plan Implementation Schedule.
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Section V: General Plan Administration
& Implementation
Fountain Hills Thrives!
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1: General Plan Administration
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General Plan Administration
This section includes procedures to administer, amend, interpret, update, and implement the Town of
Fountain Hills General Plan in conformance with the Arizona Revised Statutes. The General Plan is the
product of an eighteen-month planning process, including community involvement, the engagement of
all levels of government, the coordinated efforts of various Town departments and the review and
support of community leaders, residents, business owners, property owners, other stakeholders,
adjacent jurisdictions, and regional and state agencies.
This section ensures that future amendments of the General Plan further the community and the Town’s
vision and that the General Plan is implemented in a fair and equitable manner. The implementation
strategies supporting each element are outlined in the Implementation section. This approach provides
an easy-to-use reference guide for the Town to monitor general plan implementation.
The General Plan is based on community values and an understanding of existing and projected
conditions and needs, all of which are subject to change. The General Plan amendment process
established by the Arizona Revised Statutes allows maps and written policy statements to be changed.
The General Plan is a policy document for the entire Town and may be amended in a manner that
supports the community’s interest. Every General Plan amendment must be consistent with the rest of
the General Plan or appropriate changes must be made to maintain internal consistency.
General Plan Authority
The Fountain Hills General Plan is the primary overarching policy for the Town of Fountain Hills. The
General Plan has a major impact on the future of the Town by setting forth guiding policies for
governance in many areas of Town responsibility that will influence future development and
redevelopment within the Town’s corporate boundary.
Authority and direction to plan come from the Arizona Revised Statutes, expressly the Growing Smarter
and Growing Smarter Plus Acts, as amended. Community involvement was conducted in conformance
with the Public Participation Plan adopted by the Town of Fountain Hills Mayor and Council as required
by the Arizona Revised Statutes. The Public Participation Plan is available separately.
This General Plan adheres to all applicable federal and state laws. The direction included in this plan
applies to new development, redevelopment and infill. The General Plan directives do not apply to
entitlements existing at the time of adoption of this General Plan which have already been approved by
the Town and are therefore grandfathered.
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Planning Tools Used to Implement the General Plan
Rapidly evolving technology paired with globalization and a saturated marketplace offer consumers
instant access to thousands of compelling products and services online. The impact of these changes is
so profound that retailers and consumer companies must adapt to survive. Securing the long-term
viability of the Town requires a flexible General Plan that adapts to market changes to support a thriving
community.
The main planning tool used by the Town of Fountain Hills to implement the General Plan is the Town of
Fountain Hills Zoning Ordinance (Zoning Ordinance) which must be amended, as needed, to support the
criteria defined in Table 1, Character Areas Plan, for the character areas depicted on Exhibit 2, Character
Areas Plan Map, which replaces the Future Land Use Plan adopted in the previous General Plan .
Planned Area Development (PAD), Specific Plans or Master Plan Communities (MPCs) are more flexible
entitlement tools aiming at guiding development including one or more land use. Additional planning
tools that may be used to implement the General Plan include the preparation of a feasible land use and
circulation conceptual plan for the development of State Trust Land in coordination with ASLD, as well
as character area plans and revitalization plans for specific character areas with development,
redevelopment or infill potential.
The plan administration mechanisms included in this chapter assist the Town in managing and
administering the General Plan. The Implementation Strategy included in the following chapter assist in
the identification of actions designed to support a thriving community that maintains the quality of life
valued by the community with the long-term economic resilience of the Town.
Table 2 provide typical retail footprints and acreage needed to sustain those footprints. Illustration 1
visually illustrate size of the different retail footprints. These tools will assist Town staff in determining
site appropriateness for proposed retail development, redevelopment or infill.
Table 2: Typical Retail Footprints
Square Feet to Acre Conversion Table
Retail Type Square Feet Acres
Main Street Retailer 2,000 0.04
Chain Drugstore 13,000 0.3
Large Supermarket 40,000 1
Big Box 125,000 2.8
Supercenter 250,000 5.7
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Illustration 1: Typical Retail Footprints
General Plan Amendments and Updates
The Fountain Hills General Plan provides a decision-making framework for Town elected and appointed
officials and staff to guide future growth, development, redevelopment and infill and maintain the
public infrastructure and services needed to support existing and future needs. Over time, unanticipated
or unforeseen changes in economy, technology, environment, demographics, transportation systems,
and other factors may occur. General Plan Updates and Major, Minor, and Administrative Amendments
allow the Town to address such changes. This section defines these General Plan administrative tools
and describes their respective processes.
GENERAL PLAN AMENDMENTS
Amendments to the General Plan may be initiated by the Town of Fountain Hills Mayor and Council or
requested by landowners or their designated representatives or agencies in accordance with the
procedures set forth in State law. All Amendments to the General Plan must be approved by the Town
Council. The term “amendment” applies to both text and map revisions. Amendments to this General
Plan include General Plan Updates and Major, Minor, and Administrative amendments. The adoption or
re-adoption of the general plan or any amendment to the General Plan shall be by resolution of the
Town of Fountain Hills Mayor and Council. Public Hearing notices for public hearings must conform with
all applicable notification requirements in accordance to State law.
2,000 sq. ft.
(Main Street Retailer)
13,000 sq. ft.
(Chain Drugstore)
40,000 sq. ft.
(Large Supermarket)
Football Field
125,000 sq. ft.
(Big Box)
250,000 sq. ft.
(Supercenter)
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Proposed amendments to the General Plan may not result in an adverse impact to the community.
Public participation shall be encouraged for any proposed amendment to the General Plan and all
applicable State statutes legal requirements shall be met. Amendments to the General Plan require
careful review of the request, and of findings of fact in support of the revision at public hearing(s) before
the Planning and Zoning Commission and the Town Council. Prior to any approval of any development,
redevelopment or infill that is in conflict with the General Plan, an amendment to the General Plan must
be approved and completed.
Major Amendments
The Town of Fountain Hills is landlocked and approaching build out. The Character Area approach
provides a flexible framework that promotes high quality design and development maximizing
opportunities to support revenue-generating uses while maintaining the small-Town character of the
Town. The Character Areas Plan defines the intent and permitted uses for each General Plan Character
Area shown in the Character Areas Plan Map. The Character Areas approach allows a variety of
development options that can be used to help the Town achieve the General Plan goals. Because the
General Plan offers flexible options, it is not anticipated that Major Amendments to the General Plan will
be requested every year. Should a Major Amendment to the General Plan be necessary, the following
Major Plan Amendment Process and Criteria apply.
Major Plan Amendment Process:
All Major Amendments to the General Plan proposed for adoption by the Town Council shall:
1. Be presented and considered by:
a. The Planning and Zoning Commission for recommendation to the Town Council at a
minimum of two (2) Commission Major General Plan Amendment (MGPA) public
hearings, during the calendar year in which the amendment is proposed;
b. The Town Council for approval or denial at a single public hearing during the calendar
year in which the amendment proposal is made.
2. Applicants proposing a Major Amendment should submit a formal application at least four
months prior to the Planning and Zoning Commission MGPA hearing.
3. Application shall include both graphic materials and a project narrative, together with
supporting materials and presentation materials as deemed necessary by the Development
Services Director. The graphic and project narrative shall address all applicable requirements
listed under General Plan Amendment in the Town of Fountain Hills Planning and Zoning
Department Application.
4. Receive an affirmative vote of at least two-thirds majority vote of the Town Mayor and Council
for approval.
Major Amendment Criteria:
Amendments to this plan will be considered “major amendments” as determined by the Development
Services Director if the proposed text or map revision is:
1. A request to modify Exhibit 2: Character Areas Plan Map, to modify a character area boundary
by more than 1% in the Neighborhoods character area or 20% in any other character area to
support a proposed development, redevelopment, or infill that is not currently supported within
the designated character area;
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2. A request to modify Table 1: Character Areas Plan in a manner that would substantially alter the
definition, intent or land use mix of the respective character area;
3. A request to modify Exhibit 2 and Table 1 to add a new character type and area;
4. Any request to change or modify the vision, overarching principle, or any goal contained in the
Plan or any request to add a new goal or element that:
a. Results in modifications described in items 1, 2, or 3 above; or
b. Modifies the vision, overarching principle, or goals guiding the General Plan or adds new
goals or elements in a manner that creates internal conflict in the General Plan.
Minor Amendments
Any change that does not meet one of the criteria listed under major amendment is considered a minor
amendment. Minor amendments include any text or map changes that does not conflict with the vision,
goals or policies adopted in the General Plan. Minor Amendments include text amendments, such as
updates to goals and strategies which do not change their meaning or intent, as well as changes to
background and current conditions information. Requests for Minor Amendments would be
recommended by the Planning and Zoning Commission to the Town Council. Minor Amendment
requests can be considered at any Planning and Zoning Commission and Town Council public meeting.
Minor Amendment Process:
All Minor Amendments to the General Plan proposed for adoption by the Town Council must be:
1. Heard and considered by the Town Council at any time;
2. Noticed according to the same procedure as a rezone;
3. Recommended for approval, denial, or continuance at a public hearing by Planning and Zoning
Commission;
4. Receive an affirmative simple majority vote of Town Council for approval;
5. Approved, denied, or continued to a date certain by the Town Council at a public hearing.
Minor Amendment Criteria:
The Following will be considered “minor amendments” to the General Plan:
1. Any change mandated by initiative or Arizona law;
2. Any text change that does not conflict with the intent of the Character Area and/or the General Plan,
including text amendments and updates to goals and policies, which do not change their meaning or
intent;
3. A request to modify Exhibit 2: Character Areas Plan Map, to modify a character area boundary
by more than 5 acres to support a proposed development, redevelopment, or infill that is not
currently supported within the designated character area;
4. Changes to demographic, socioeconomic or statistical data and other background and current
conditions.
Administrative Amendments
Changes to formatting, scrivener errors, photos, or graphics, not including maps, can be completed as an
administrative procedure. The Implementation Strategy included in the next chapter is intended to be
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used as a working tool maintained outside of the General Plan that provides flexibility for the Town to
prioritize and amend strategies as needed and does not require a General Plan amendment to update .
General Plan Updates
Based on the Town of Fountain Hills’ population, the Arizona Revised Statutes requires that the Town’s
voters ratify or approve General Plan updates during an election. Following ratification, every ten years,
a new General Plan or an existing General Plan shall be submitted for voter adoption or readoption.
General Plan Updates are initiated by the Town Council.
General Plan Annual Review
Each year, the Fountain Hills Development Services Department must prepare, and the Fountain Hills
Planning & Zoning Commission must review and submit to the Town Council an annual report on the status
of the General Plan progress. The report must include, but not be limited to, the following:
1. A summary of General Plan amendments processed during the preceding year and those pending
review, including General Plan amendments initiated by Town Council.
2. A report on the progress and status of implementation actions enumerated in the General Plan
Implementation Strategy.
3. A review of policy issues which may have arisen regarding provisions of the General Plan.
4. A recommendation for General Plan amendments to be initiated to maintain an effective, up-to-
date General Plan including: policy changes, clarifications, and new policy development; changes in
character area; and other applicable changes. The recommendation may also include suggestions to
change implementation actions priorities, as Town’s priorities shift, as well as General Plan
amendments, if any, to be included in the work program for the following fiscal year.
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2: General Plan Implementation
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General Plan Implementation
This chapter contains the Implementation Strategy to carry out the goals and policies identified in this
General Plan, serves as the primary mechanism for General Plan implementation, and conforms to all
applicable State statutes. The Implementation Strategy is intended to be used as a working tool to
prioritize actions the Town should initiate or maintain to ensure that the vision and goals of the General
Plan are achieved. The Implementation Strategy includes actions, lead department, funding sources,
time frames and potential partners available to assist Town staff in the implementation of the goals and
policies and achieve the community vision.
The implementation actions will be referenced by Town staff on an ongoing basis. The review and
update of these actions should be included in the Town’s annual General Plan Progress Report as per
State statutes. The General Plan implementation actions will be utilized in conjunction with the Town
Council’s annual priority-setting efforts, including the Strategic Plan, the Capital Improvements Program,
and the Town’s Operating Budget.
As actions are implemented, they will be removed from the Implementation Strategy. As priorities
change, the Strategy will be updated. As the Town works toward achieving the vision of the General
Plan, new actions will be added to continue to guide the Town into the future. Changes to this chapter
do not require an amendment of the General Plan and can be completed administratively.
General Plan Implementation Legislative Framework
The Arizona legislature requires the following actions to implement the General Plan:
1. Adopt and implement the General Plan so that it serves as the community guide for orderly
growth and development and as the basis for the efficient expenditure of Town funds related to
the subjects of the General Plan;
2. Render an Annual Report to the Town Council on the status of the General Plan and progress
with regards to its application;
3. Upon adoption of the General Plan, every governmental, judicial and quasi-judicial agency or
commission should provide a list of proposed plans for the construction of capital improvements
within or partially within the Town, including a coordinated program of proposed public work
for the ensuing fiscal year. This coordinated program must conform with the adopted General
Plan.
4. All acquisitions and dispositions of real property shall be reported to the Town of Fountain Hills
Development Services department to ensure conformity with the General Plan. The Town’s
planning agency shall render its report as to conformity with the adopted General Plan within
forty (40) days after submittal.
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General Plan Implementation Strategy
The intent of the Implementation Strategy is to prioritize goals and policies of the General Plan for their
timely, effective, and successful completion or ongoing management. The Implementation Strategy
terminology is defined in the following table.
Term Definitions
Implementation Action Identifies actions to carry on the goals and policies provided on
each element of the General Plan and guide plan implementation,
development decisions and capital improvements.
Lead Department Identifies Town department with primary responsibility for
accomplishing a specific implementation action.
Anticipated Timeframe Identifies the intended timeframe for the implementation
strategy to be initiated.
Potential Funding
Sources
Potential funding that may assist in financing the
implementation actin is included on the Funding Mechanism
Matrix.
Public/Private Partners Lists potential public/private partners
Town Department and Processes
The following acronyms are utilized to indicate the Town team leading the effort and Town processes
identified in the Implementation Strategy tables:
1. Town Departments or Teams:
• Town Manager (TM)
• Management Team (MT)
• Public Works (PW)
• Community Services (CS)
• Economic Development (ED)
• Communications (C)
• Development Services (DS)
• Planning and Zoning Commission (P&Z)
• Town Council (TC)
2. Town Processes:
• Development Review Process (DRP)
• Economic Development Plan (EDP)
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Public/Private Partners
The list of public/private partners is not exhaustive and includes the following entities, jurisdictions,
agencies and organizations:
1. State Agencies and County Departments
• Arizona Department of Transportation (ADOT)
• Arizona State Land Department (ASLD)
• Arizona Department of Environmental Quality (ADEQ)
• Arizona Department of Water Resources (ADWR)
• Arizona Game and Fish (AGFD)
• Maricopa County (MC)
• Maricopa County Flood Control District (MCFCD)
• Maricopa Association of Governments (MAG)
2. Public Service Providers (PSP)
• Fountain Hills Unified School District (TFHUSD)
• EPCOR Water Company (EPCOR)
• Fountain Hills Sanitary District (FHSD)
• Maricopa County Sheriff’s Office (MCSO)
• Rural Metro Corporation (RMC)
• Salt River Project (SRP)
• Fountain Hills Cultural and Civic Association (FHCCA)
3. Economic Development Partners (EDP)
• Arizona Commerce Authority (ACA)
• Arizona Association for Economic Development (AAED)
• Greater Phoenix Economic Council (GPEC)
• Canada Arizona Business Council (CABC)
• Fountain Hills Chamber of Commerce (FHCC)
• Real Estate Development Associations
• Fort McDowell Yavapai Nation
• Salt River Pima-Maricopa Indian Community
• Scottsdale Area Association of Realtors (SAAR)
• US Small Business Administration (SBA)
• Maricopa Small Business Development Center (MSBDC)
• Arizona@Work
• Arizona Business Advisors (ABA)
• Town of Fountain Hills Business Owners
132
Anticipated Timeframe
Prioritizes implementation actions based on immediacy of need, land and infrastructure availability,
revenue generating potential, and role in achieving the fiscal viability desired. The timeframe may
change over time based on need, opportunity, available personnel, and funding, and includes the
following categories:
1. Ongoing
2. Immediate (initiate no later than 6 months after General Plan ratification by the voters)
3. Short-range (First 4 years): Prioritizes development and redevelopment efforts that will
support the fiscal viability of the Town.
4. Mid-range (5 to 8 Years): Prioritizes strategies that require funding and may not be pursue
until funding is available.
5. Long-range (Within 10 years): Includes identification of funds for the preparation of
conceptual plans for State Trust Land in coordination with ASLD.
Financing Mechanisms
Identifies financing programs, mechanisms and funding sources available to implement the different
plan elements. The Town of Fountain Hills has a menu of options it can use to fund and finance
development costs to allow the public and private sectors to partner and find the best cost recovery
approach for each new development. The Town also has the flexibility to adjust such approaches as
additional methods become available. Funding options that should be consider when expecting new
development to pay for their fair share of the cost of infrastructure are defined in the Cost of
Development Element and included in the Funding Mechanism Matrix under the Cost of Development
option. Other financing mechanisms and potential funding sources are also listed in the Funding
Mechanisms Matrix included below.
Funding Mechanism Matrix
Potential Funding Mechanism ID
• Funding options used by the Town listed in the Annual Budget and included in the Cost of Development
Element
• Capital Improvements Program
• Cost of Development financing options that could be explored for applicability:
− Property Taxes
− Development Impact Fees
− User Fees
− Improvement Districts (Special Taxing Districts)
1
Community Development Block Grant (CDBG) 2
MAG Grants, which assist communities in the region to coordinate a variety of programs, primarily
transportation related.
3
Arizona Department of Transportation Grants 4
Economic Development Grants/Incentives 5
133
General Plan Implementation Strategy
Thriving Neighborhoods Element (pages 22 to 25)
GOAL POLICIES Implementation Action LEAD
DEPARTMENT/
AGENCY
ANTICIPATED
TIMEFRAME
POTENTIAL
FUNDING
SOURCES
COMMENT/
PUBLIC/PRIVATE PARTNERS
1 1
a. Continue to maintain public streets, streetscapes, sidewalks, bicycle
lanes, trails and parks and trail connectivity to neighborhood
amenities.
b. Encourage HOAs efforts to maintain existing neighborhoods by
proactively meeting to understand their needs.
PW/CR Ongoing 1 Various Town Department and
HOAs
2- 4
Quality, Safety and Compatibility: Require new residential, non-
residential development and redevelopment within this character area
to provide high-quality, safe-by-design, compatible design that includes
all applicable buffers when abutting lower density development and
support connectivity to parks, schools and other amenities through the
Development Review Process (DRP). See also Goal 5.
DS/P&Z Ongoing 1 Development Partners
5
Attraction of Working Professionals and Families with Children: Conduct
studies within the sphere of influence of Fountain Hills to determine
housing type and neighborhood amenity preferences of families and
younger working professionals to support efforts to market the Town to
these groups.
ED Immediate 1 & 5
ACA, AAED, GPEC, MAG, and
other Economic Development
Partners, Developer
Associations, Realtors
2
Housing Affordability for All Income Ranges and Age Groups: See
Attraction of Working Professionals and Families with Children action
under Goal 1, P5
ED Immediate 1 & 5 Same as above
Compatibility with Adjacent Development: See Quality, Safety &
Compatibility action under Goal 1 P2-4. DS/P&Z Ongoing 1 Development Partners and
Realtors
Urban Residential Uses: See specific actions for Town Center and Shea
Corridor Character Areas included in the Great Places’ Character Areas N/A N/A N/A N/A
3 See action under Quality, Safety and Compatibility in Goal 1 P2-4. DS/P&Z Ongoing 1 Development Partners and
Realtors
See action (b) under Goal 1, P 1. DS Ongoing 1 HOAs
134
Thriving Neighborhoods Element (Continued)
GOAL POLICY Implementation Action LEAD
DEPARTMENT/
AGENCY
ANTICIPATED
TIMEFRAME
POTENTIAL
FUNDING
SOURCES
COMMENT/
PUBLIC/PRIVATE PARTNERS
4 1
Require new residential development to comply with all applicable Zoning
Ordinance standards resulting in quality design and supporting active
lifestyles through the DRP
DS Ongoing 1 & DRP Fees All Town Department involved
in the DRP
Amend the Zoning Ordinance to implement the General Plan as needed. DS Immediate 1 All Town Department involved
in the DRP
5 1 Amend the Zoning Ordinance to include, at minimum, the Safe-by-Design
concepts listed under Goal 5, P1. DS Short Range 1 All Town Department involved
in the DRP
135
Thriving Environment: Built Environment, Great Places Element (pages 37 to 40)
GOAL POLICIES Implementation Action LEAD
DEPARTMENT/
AGENCY
ANTICIPATED
TIMEFRAME
POTENTIAL
FUNDING
SOURCES
COMMENT/
PUBLIC/PRIVATE PARTNERS
1 1
Align the Town’s Economic Development Plan with General Plan goals to
support attraction and retention of revenue-generating uses by:
a. Identifying and mapping all opportunity sites located in the various
character areas, gateway areas, and along arterial corridors with
potential for revenue-generating uses;
b. Creating a page on the Town’s website that includes infrastructure
available to serve available sites and other relevant site information ;
c. Promoting the Town Center, Shea Corridor, and Saguaro Boulevard
Character Areas as part of the Town’s Economic Development Plan;
d. Promoting residential growth and infill areas to increase the housing
and the population density needed to support the commercial uses
and long-range fiscal vitality;
e. Preparing a Monitoring Matrix to monitor and prioritize development
of commercially zoned lands and redevelopment areas; and,
f. See also actions under Economic Development Element.
DS/ED Immediate 1 & 5
Various Economic
Development Partners listed in
the Public/Private Partners list
Provide a streamlined DRP or site approval process when reviewing
applications for revenue-generating uses that can increase the Town’s
revenue base.
DS Ongoing 1 All Town Department involved
in the DRP
2
Conduct a Trade Area Analysis to define and better understand the Town’s
trade area and analyze the existing retail trade capture/leakage. Determine
the ability to support revenue-generating uses that meet existing and
projected population needs, including future retail demand.
ED Short-range 1, 3 & 5
Various Economic
Development Partners listed in
the Public/Private Partners list
3 Continue to optimize partnership with Fort McDowell Yavapai Nation to
identify potential partnership ventures. ED Short-range 1 & 6 Fort McDowell Yavapai Nation
136
Thriving Environment: Built Environment, Great Places Element (Continued)
GOAL POLICIES Implementation Action LEAD
DEPARTMENT/
AGENCY
ANTICIPATED
TIMEFRAME
POTENTIAL
FUNDING
SOURCES
COMMENT/
PUBLIC/PRIVATE PARTNERS
4
Identify Zoning Ordinance amendments needed to support commerce
and employment in the Town Center, Commerce Center, Shea Corridor
and Saguaro Boulevard Character Areas.
DS Immediate/Ongoing 1 All Town Department involved
in the DRP
5-6 See action d under Goal 1, P1. DS/ED Immediate 1 & 5
Various Economic
Development Partners listed
in the Public/Private Partners
list
7-13
a. As part of the DRP, continue to require compliance with all
applicable standards supporting quality design, multimodal
connectivity, hill side protection, open space preservation, and
integration of natural areas into site design through the DRP.
b. Amend Zoning Ordinance as applicable to incorporate the latest
principles of energy and water conservation.
c. See implementation actions included in the Social Environment,
Natural Environment and Access, Connectivity and Mobility
Elements
DS/CR/PW Ongoing 1 All Town Department involved
in the DRP
14
Continue to coordinate service availability and enhancements with
utility providers to ensure service capacity to new development,
redevelopment or infill.
PW Ongoing 1
2 1-4
As part of the DRP, continue to require compliance with all applicable
height, scale, and massing standards supporting compatibility with
abutting lower density development.
DS/P&Z Ongoing 1 1 Development Partners
5 See action under Goal 1, P5 of the Thriving Neighborhood
Implementation Strategy Table ED Immediate 1 & 5
Various Economic
Development Partners,
Developer Associations,
Realtors
6
As part of the DRP, require that development, redevelopment and infill
conform to the Uses/Development Patterns described in the Table 1:
Character Areas Plan.
DS/P&Z Ongoing 1 All Town Department involved
in the DRP
137
Thriving Environment: Built Environment, Great Places Element (Continued)
GOAL POLICIES Implementation Action LEAD
DEPARTMENT/
AGENCY
ANTICIPATED
TIMEFRAME
POTENTIAL
FUNDING
SOURCES
COMMENT/
PUBLIC/PRIVATE
PARTNERS
7
Encourage the continued integration of quality public art, specifically in
conjunction with new development and redevelopment in the Town Center.
TM/DS/CS Ongoing
AYAC
Festival
Grants &
Community
Investment
Grants
Arizona Commission of the
Arts
Arizona Youth Arts Council
(AYAC)
Art-centered Non-profit
organizations
3 1 Continue to update the Land Use Analysis and Statistical Report annually DS/TM Ongoing -
Annually 1 Development Services
2 See action for Goal 1, P1 of this element. DS/ED Immediate 1 & 5
Various Economic
Development Partners
listed in the Public/Private
Partners list
3 See action for Goal 1, P1 of this element. DS/ED Immediate 1 & 5
Various Economic
Development Partners
listed in the Public/Private
Partners list
4 1-2 Integrate a brand for the Town Center into the overall Town branding
strategy and market the Town Center. See also Thriving Economy Tables. ED/C Immediate 1 & 5 FHCC
3
Require compliance with Chapter 18, Town Center Commercial Zoning
District, and Chapter 25, Entertainment Overlay District, of the Town Zoning
Ordinance
DS Ongoing -
Annually 1 Development Services as
part of the DRP
4
Continue to support the location of municipal and civic offices in the Town
Center, provided that a balance is maintained between these uses and
revenue-generating ones.
TC Ongoing -
Annually 1 TM, DS, ED, P&Z
138
Thriving Environment: Built Environment, Great Places Element (Continued)
GOAL POLICIES Implementation Action LEAD
DEPARTMENT/
AGENCY
ANTICIPATED
TIMEFRAME
POTENTIAL
FUNDING
SOURCES
COMMENT/
PUBLIC/PRIVATE PARTNERS
5
a. Conduct a Parking Study that:
• Assesses the required capacity and use of existing parking
facilities; and,
• Recommends parking standards based on current best parking
practices.
b. Update the Zoning Ordinance parking standards to reflect parking study
recommendations.
PW/DS Short-range 1, 2 ASU Architecture Students
6
a. Update the Downtown Specific Plan as the Town Center Specific Plan
to align with:
• Area delineated in Exhibit 2: Character Areas Plan Map;
• Uses/development pattern described in Table 1: Character Areas
Plan;
• Identify revenue-generating uses as an overarching goal of the
Town; and
• All applicable direction included in this General Plan.
b. Ensure that the Town Center Specific Plan includes specific design
guidelines that support the General Plan.
c. Amend Chapter 18, Town Center Commercial Zoning District, and
Chapter 25, Entertainment Overlay District, of the Zoning Ordinance
to support the Town Center Specific Plan and the General Plan, as
applicable
DS Immediate 1 All Town Departments
involved in the DRP.
7
Support the Farmers Market and Community Garden located in the Town
Center by establishing awareness programs on the role of fresh local foods
that involve local schools.
CS/FHCCA Medium-range Grants
CS/FHCCA, FHUSD,
Maricopa County Food
System Coalition (MARCO)
Maricopa County Health
Department
139
Thriving Environment: Built Environment, Great Places Element (Continued)
GOAL POLICIES Implementation Action LEAD
DEPARTMENT/
AGENCY
ANTICIPATED
TIMEFRAME
POTENTIAL
FUNDING
SOURCES
COMMENT/
PUBLIC/PRIVATE PARTNERS
8
Amend Chapter 18, Town Center Commercial Zoning District, and Chapter
25, Entertainment Overlay District, of the Zoning Ordinance to support the
General Plan as needed.
DS Immediate 1
All Town Departments
involved in the DRP and
P&Z.
5 1-5
a. Through implementation of all applicable zoning regulations and
ordinances as part of the DRP process; and
b. Through the periodic update of all existing applicable zoning
regulations and ordinances to reflect the latest resource conservation
and open space best practices.
DS Ongoing 1
All Town Departments
involved in the DRP and
P&Z.
6 1
Work with ASLD in the preparation of a feasible land use and circulation
conceptual plan that balances environmental resource conservation and
maximization of returns.
DS Long-range 1
All Town Departments
involved in the DRP, ED
Team and P&Z.
140
Thriving Environment: Built Environment, Social Environment Element (pages 52 to 54)
GOAL POLICIES Implementation Action LEAD
DEPARTMENT/
AGENCY
ANTICIPATED
TIMEFRAME
POTENTIAL
FUNDING
SOURCES
COMMENT/
PUBLIC/PRIVATE
PARTNERS
1 1
a. Prepare, adopt and implement an integrated Parks, Recreation, Trails
and Open Space System Master Plan in conformance with direction
provided in this policy.
b. Utilize this master plan as a tool to:
• Support the quality of life desired by the community;
• Attract and retain families and working professionals;
• Achieve the economic development goals of the Town;
• and
• Support the Town’s tourism efforts
CS Short-range 1 and
Grants
DS, PW, ED, MAG, Arizona
State Parks & Trails,
Arizona Outdoor
Recreation Coordinating
Commission
2 1-7
a. Update the Zoning Ordinance as needed to require these quality of life
amenities as integral components of site design;
b. Streamline the temporary use permit process to support outdoor
events in plazas, courtyards and other public spaces.
DS Immediate 1 All Town departments
involved in the DRP
3 1-6 a. Continue to design and maintain streetscapes that incorporate
alternative travel modes;
CS/PW
Ongoing
1 All Town departments
involved in the DRP
b. Update the Sidewalk Plan to conform with this General Plan; and Short-range
c. See implementation actions for Goal 1 above and for the Connectivity,
Access and Mobility Element.
As specified in
respective
actions
4 1-4 See implementation actions for Goal 1 above. CS Short-range 1 and
Grants
DS, PW, ED, MAG, Arizona
State Parks & Trails,
Arizona Outdoor
Recreation Coordinating
Commission
5-6
Coordinate with ASLD of the utilization of land leases, Special Land Use
Permits, and ROW required for expansion of recreational amenities on State
Trust lands and informs users of the need to obtain Recreational User
Permits from ASLD for access to State Trust land available online.
CS/PW Ongoing User-based ASLD
141
Thriving Environment: Built Environment, Connectivity, Access and Mobility Element (pages 60 to 65)
GOAL POLICIES Implementation Action LEAD
DEPARTMENT/
AGENCY
ANTICIPATED
TIMEFRAME
POTENTIAL
FUNDING
SOURCES
COMMENT/
PUBLIC/PRIVATE
PARTNERS
1 1 Prepare and adopt a Connectivity, Access and Mobility Master Plan in
conformance with direction provided in this policy and P6 under Goal 5. PW Mid-term 1 and
Grants DS, ED, MAG and ADOT
2-4 Continue to conduct periodic counts to monitor roadway system needs. PW Ongoing 1 MAG
5 Continue to implement and update the Neighborhood Traffic Management
Process manual for roads maintained by the Town as needed. PW Ongoing 1 MAG
6 See implementation actions for Goal 5 included in the Great Places Element
Implementation Table regarding a parking study. PW Mid-term 1 ASU Architecture Students
7 Apply for funding through the Safe Routes to School grant program PW Immediate 1 and
Grants DS, CS, ADOT and MAG
8 Continue to ensure Fire, EMS, and Police access requirements are part of
site plan review through the DRP. DS Ongoing 1 PW, Fire, EMS, and Police
review
2 1-4 Evaluate roadway and parking design for quality and aesthetics as part of
the site review process through the DRP. DS/ PW Ongoing 1 All Town Departments
involved in DRP
3 1 & 3 Evaluate development proposals for provision of bicycle connectivity as part
of the site review process through the DRP. DS/CS Ongoing 1 All Town Departments
involved in DRP
2 & 4 a. See implementation action for Goal 1 in the Social Environment
Implementation Table CS Short-range 1 and
Grants
DS, PW, ED, MAG, Arizona
State Parks & Trails,
Arizona Outdoor
Recreation Coordinating
Commission
b. Prepare and adopt a Bicycle Plan utilizing MAG’s funds CS Immediate
1, 3 and
Other
Grants
DS, PW, and MAG
142
Thriving Environment: Built Environment, Connectivity, Access and Mobility Element (Continued)
GOAL POLICIES Implementation Action LEAD
DEPARTMENT/
AGENCY
ANTICIPATED
TIMEFRAME
POTENTIAL
FUNDING
SOURCES
COMMENT/
PUBLIC/PRIVATE
PARTNERS
a. See implementation action for Goal 1, P7 above. PW Immediate 1 and
Grants DS, CS, ADOT and MAG
5 Amend the definition of Home-occupation in the Zoning Ordinance to
include telework as an option. DS Immediate 1 Minor revision to the
Zoning Ordinance
6 Evaluate infill and mixed-use projects for integrated pedestrian and bicycle
connectivity as part of the site review process through the DRP. DS/CS Ongoing 1 All Town Departments
involved in DRP
4 1-6
Prepare of a Community Transit Needs Feasibility Study based on the
latest RPTA Regional Transit Plan in conformance with direction provided
on policies 1-6.
PW Mid-term
1, 3 and
other
Grants
MAG and Valley Metro.
5 1 Update Subdivision Ordinance street design guidelines as applicable for
conformance with General Plan PW Immediate 1 DS, CS
2
Adopt Gateway Design Guidelines that support Gateway objectives
provided in Table 1. DS Short-range 1
ED and all Town
departments involved in
DRP
3 & 4 Evaluate number and placement of driveways as part of the site review
process through the DRP. DS /PW Ongoing 1 All Town Departments
involved in DRP
5
Update all applicable parking standards and design guidelines to
accurately reflect parking needs and support the latest parking best
practices based on the Parking Study recommendations. See
implementation actions included in Goal 4, P5 in the Great Places Element
Table.
DS/PW Short-range 1 ASU Architecture Students
143
Thriving Environment: Built Environment, Connectivity, Access and Mobility Element (Continued)
GOAL POLICIES Implementation Action LEAD
DEPARTMENT/
AGENCY
ANTICIPATED
TIMEFRAME
POTENTIAL
FUNDING
SOURCES
COMMENT/
PUBLIC/PRIVATE
PARTNERS
6
Prepare an integrated Connectivity, Access and Mobility Plan that
implements all the goals included in this Element and updates and
incorporates:
a. All aspects of connectivity, access and mobility for all transportation
modes;
b. The Special Event Parking and Traffic Management Plan;
c. The Town Center Circulation Plan;
d. The Street Crossings and Drainage Analysis; and
e. The parking recommendations included in the Parking Study described
in goal 5.
PW Short-range 1 & 4
ED and all Town
departments involved in
DRP, MAG & Valley Metro
6 1 to 3 Ongoing intersection service levels and safety monitoring to support a safe
and efficient road system. PW Ongoing 1
7 1 Continuous management, coordination and administration of roadway-
related flood control regulations/ADWR jurisdictional dams. PW Ongoing 1 ADWR (jurisdictional dams)
and MCFCD
Evaluate flood control measures as part of the site review process through
the DRP. DS Ongoing 1 PW DRP review
8 1
Work with ASLD in the preparation of a feasible land use and circulation
conceptual plan that balances environmental resource conservation and
maximization of returns.
DS Long-range 1
ASLD, TC, TM, P&Z, ED, and
all Town departments
involved in the DRP
144
Thriving Environment: Built Environment, Public Facilities and Services Element (pages 75 to 80)
GOAL POLICIES Implementation Action LEAD
DEPARTMENT/
AGENCY
ANTICIPATED
TIMEFRAME
POTENTIAL
FUNDING
SOURCES
COMMENT/
PUBLIC/PRIVATE
PARTNERS
1 1 Continue to work collaboratively with EPCOR on their efforts to supply safe
and clean potable water PW Ongoing 1 EPCOR
2
Work with ASLD in the preparation of a feasible land use and circulation
conceptual plan that balances environmental resource conservation and
maximization of returns.
DS Long-range 1
ASLD, TC, TM, P&Z, ED, and
all Town departments
involved in the DRP
2 1-4 Continue to work collaboratively with FHSD in the provision of sanitary
sewer and effluent water services. PW Ongoing 1 FHSD
3 1-2 Continue to support MCSO and Rural Metro Corporation in the provision of
critical Police, Fire and EMS services TC/TM Ongoing 1 MCSO and Rural Metro
Corporation
3 Continue to support intergovernmental coordination and agreements with
surrounding jurisdictions. TC/TM Ongoing 1
• Scottsdale Fire Station
• Salt River-Maricopa
Indian Community Fire
Department
• Fort McDowell Fire
Department
• Rio Verde Fire District
4 1-3 Continue to work collaboratively with electrical, natural gas, cell phone,
cable and internet service providers. TM/PW Ongoing 1
Salt River Project, natural
gas and all cell, cable and
internet carriers
5 1 Continue to work with solid waste collection, recycling, hazardous waste
and green waste removal providers. TM/PW Ongoing 1 Republic Services
6 1-2 Continue to support the Town Hall Municipal Complex and the Municipal
Court on the provision of essential governmental and judicial services TC/TM Ongoing 1
Town Departments and the
Judicial Services Branch of
the Town
7 1-2
Continue to support the Fountain Hills Community Center and work
strategically with Fountain Hills Public Library for the provision of services
and programming
TC/TM Ongoing 1
Community Center and
Maricopa County Library
System
145
Thriving Environment: Built Environment, Public Facilities and Services Element (Continued)
GOAL POLICIES Implementation Action LEAD
DEPARTMENT/
AGENCY
ANTICIPATED
TIMEFRAME
POTENTIAL
FUNDING
SOURCES
COMMENT/
PUBLIC/PRIVATE
PARTNERS
7 3
Work with FHUSD, as established in this policy, on supporting educational
programs that support technology and innovation, workforce development
and business incubators and ensure that the Economic Development Plan
includes strategies to support these initiatives.
ED Ongoing 1 FHUSD, ACA, GPEC,
4
Continue to work with health providers and the Maricopa County Health
Department in the identification of funds to support parks, trails and other
amenities that sustain active and healthy lifestyles
CS Ongoing 1 and
Grants
Non-profit health
organizations, Maricopa
County Health Department,
Mayo Clinic, other
5 & 8
a. Continue to provide space for the community garden and farmers
market providing local fresh foods; and,
b. Support the home delivered meals program.
TC/TM Ongoing 1 and
Grants
Maricopa County Local
Food System Coalition
(MARCO) and Maricopa
Health Department
6 & 7 Continue to support intergovernmental relations and advocate for
municipal causes that support Town priorities TC/TM Ongoing 1 All entities supporting the
delivery of Town services
8 1
Prepare, adopt and implement an integrated Parks, Recreation, Trails and
Open Space System Master Plan as per Goal 1, P1 of the Social Environment
Element Table that includes all items described in P1 items a -e of this policy
to provide the amenities that support economic development efforts
CS Short-range 1 and
Grants
DS, PW, ED, MAG, Arizona
State Parks & Trails,
Arizona Outdoor
Recreation Coordinating
Commission
9 1-2 Continue to include infrastructure and public facilities improvements that
further the goals of the Town Strategic Plan in the CIP PW Ongoing 1 All Town department with
CIP projects.
3
Require new development and redevelopment to pay their fair share of
infrastructure and public services as per the Cost of Development Element
direction
TM/PW Ongoing 1 DS, Developers
10 1-2 Seek technical support and grant assistance from ADEQ’s Brownfields
Assistance Program. TM/PW Ongoing 1 DS, Developers
146
Thriving Environment: Natural Environment, Natural Resources and Open Space Element (pages 89 to 93)
GOAL POLICIES Implementation Action LEAD
DEPARTMENT/
AGENCY
ANTICIPATED
TIMEFRAME
POTENTIAL
FUNDING
SOURCES
COMMENT/
PUBLIC/PRIVATE
PARTNERS
1 1
a. Continue to enforce and update all applicable ordinances, including
Land Disturbance Regulations, to conserve the natural desert, protect
open space, hill sides, unpaved trails, wild habitats and dark skies, and
encourage low-water use, drought-tolerant landscapes
DS Ongoing 1 Al Town departments
involved in the DRP
b. Require observance of all applicable requirements through the DRP DS Ongoing 1 Al Town departments
involved in the DRP
2 1, 2
3 & 6
Continue to protect natural washes, wildlife corridors, open space and the
unpaved trail network through established mechanisms, including
subdivision regulations, Open Space (OS) Zoning Districts, open space
acquisition and DRP.
DS Ongoing 1 Al Town departments
involved in the DRP
4-5
Support the creation of neighborhood parks and continued development of
unpaved trails through the DRP and subdivision regulations approval
processes
DS Ongoing 1 Al Town departments
involved in the DRP
3 1 Continue to encourage the development of local trails that connect to the
regional trail system to increases opportunities for eco-tourism CS/ED Ongoing 1
All adjacent jurisdictions
supporting the various
segments of the regional
trail system
2
Update the trail system map and facility information on the Town’s website
and social and print media to inform the public of the availability of these
assets, as needed.
C/DS As needed 1 CS
4 1-3
Work collaboratively with the State Historic Preservation Office and the
Arizona State Museum on the protection of historical and archaeological
resources and support educational programs on historic and cultural
resources.
CS As needed 1 ED
147
5 & 6
G5 (P1-4)
&
G6 (P1-9)
a. Prepare and adopt a Comprehensive Environment Plan (CEP) that
implements the 2017 Strategic Plan and the policy direction included in
Goals 5 and 6 of this Element; and
b. Update all applicable regulations and ordinances to meet the directives
of the CEP once adopted
DS Mid-range 1 & Grants
CS, ED, PW, ADEQ other
applicable federal, state
and regional entities
promoting environmental
stewardship
Thriving Environment: Natural Environment, Natural Resources and Open Space Element (Continued)
GOAL POLICIES Implementation Action LEAD
DEPARTMENT/
AGENCY
ANTICIPATED
TIMEFRAME
POTENTIAL
FUNDING
SOURCES
COMMENT/
PUBLIC/PRIVATE
PARTNERS
6 10 Amend the Zoning Ordinance to include Low Impact Development (LID) DS Short-range 1 PW
7 1-2
Continue to develop/distribute materials to educated and encourage solid
waste reduction, proper hazardous waste handling, collection and disposal,
and recycling.
PW Ongoing 1 C
148
Thriving Economy: Economic Development Element (pages 97 to 100)
GOAL POLICIES Implementation Action LEAD
DEPARTMENT/
AGENCY
ANTICIPATED
TIMEFRAME
POTENTIAL
FUNDING
SOURCES
COMMENT/
PUBLIC/PRIVATE
PARTNERS
1 1, 3-4
Implement the 2017 Strategic Plan and this General Plan by preparing and
adopting an Economic Development Plan that supports the economic
development, branding, and marketing direction, enumerated in the various
elements of this General Plan.
ED Immediate 1 & 5 Various ED Partners
2
a. Utilize the Character Areas Plan Map and Table 1 as tools to direct new
development and redevelopment and support urban densities as well
as commerce and industry as appropriate as part of the DRP.
DS Ongoing 1 All Town departments
involved in the DRP
b. Work with ASLD in the preparation of a feasible land use and
circulation conceptual plan that balances environmental resource
conservation and maximization of returns.
DS Long-range 1
All Town Departments
involved in the DRP, ED
Team and P&Z.
c. Work with property owners to optimize zoning to meet the Town’s
needs. DS Ongoing 1
ED and all Town
departments involved in
the DRP
d. See actions under Goal 1 of the Great Places Element. ED Immediate 1 & 5 All ED Partners
2 1
a. Develop and implement an investment plan that responds to the
Economic Development Plan’s priorities, and that prioritizes
infrastructure improvements in the CIP.
TM Short-term 1 ED, PW, CS, DS
b. Commission a cost/benefit study to identify the gap between actual
subdivision regulations infrastructure specifications and determine the
cost of meeting such specifications
TM Short-Term 1 DS, PW, CS
2 a. Prepare and adopt Comprehensive Environmental Plan following the
direction provided in Goals 5 & 6 of the Natural Environment Element DS Mid-range 1 & Grants
CS, PW, ADEQ other
applicable federal, state
and regional entities
promoting environmental
stewardship
b. Commission a research study that addresses the economic and logistic
feasibility of locating electric car charging stations on Town Property. PW Long-range 1
ASU Sustainability Student
Project in Partnership with
Town Youth Council
149
Thriving Economy: Economic Development Element (Continued)
GOAL POLICIES Implementation Action LEAD
DEPARTMENT/
AGENCY
ANTICIPATED
TIMEFRAME
POTENTIAL
FUNDING
SOURCES
COMMENT/
PUBLIC/PRIVATE
PARTNERS
3 1 Utilize all available planning and zoning tools enumerated in this policy and
implementation actions enumerated in Goal 1, P2 of this Element. DS Immediate 1 & 5
All Town Departments
involved in the DRP, ED
Team and P&Z.
2
a. Conduct studies within the sphere of influence of Fountain Hills to
determine housing type and neighborhood amenities preferences of
families and younger working professionals to support efforts to
market the Town to these groups.
ED Immediate 1 & 5
MAG, COC, and other ED
Partners, Developer
Associations
b. Prepare an Economic Development Plan following the implementation
action included in Goal 1, P1 of this Element ED Immediate 1 & 5 Various ED Partners
4 1
Consider employing a part-time grant writer that:
a. Prepares a comprehensive list of federal, state and local funding
sources available to sustain the Town’s core services; and,
b. Prepares grant applications to implement and/or support the various
programs enumerated in this General Plan
TC/TM Immediate 1 ED
2
Support attraction and retention of revenue-generating uses by:
a. Identifying and mapping all opportunity sites located in the various
character areas, gateway areas, and along arterial corridors with
potential for revenue-generating uses;
b. Creating a page on the Town’s website that includes infrastructure
available to serve available sites and other relevant site information;
c. Promoting Town Center, Shea Corridor, and Saguaro Boulevard
Character Areas as part of the Town’s Economic Development Plan;
d. Promoting residential growth areas and infill areas to increase the
housing and population density necessary to support the commercial
uses needed to support long-range fiscal vitality;
e. Prepare a Monitoring Matrix to monitor and prioritize development of
commercially zoned lands and redevelopment areas
DS/ED Immediate 1 & 5
Various Economic
Development Partners
listed in the Public/Private
Partners list
150
Thriving Economy: Economic Development Element (Continued)
GOAL POLICIES Implementation Action LEAD
DEPARTMENT/
AGENCY
ANTICIPATED
TIMEFRAME
POTENTIAL
FUNDING
SOURCES
COMMENT/
PUBLIC/PRIVATE
PARTNERS
3
Consider approving neighborhood commercial development at the
intersection of arterial or arterial and collector roads through the DRP
provided these meet all applicable policies and protect the character of
adjacent neighborhoods
DS Ongoing 1 All Town departments
involved in the DRP
5 1
Continue to work collaboratively with FHUSD by adhering to the policy
direction in this goal and by including strategies that support FHUSD
initiatives in the Economic Development Plan
DS Ongoing 1 & 5 ED, FHUSD
2
Continue to strengthen partnerships with all organizations, agencies and
jurisdictions enumerated in this policy and throughout the various elements
of the General Plan
TC Ongoing 1 All Town Departments
3
Continue to improve the capacity building of the Town by effectively
utilizing volunteer skills to support the existing programs enumerated in this
policy as well as future programs that benefit the community
TC Ongoing 1 All Town Departments
4
a. Establish partnerships with higher education institutions as described
in the Economic Development Plan in order to:
• Support existing businesses;
• Attract and retain new businesses;
• Attract and retain working professionals and families with children
; and
• Support startups and business incubators
a. See implementation actions for Goal 3, P2 of this Element
ED Immediate 1 & 5
Various ED Partners and
Higher Education
Institutions
151
Thriving Economy: Cost of Development Element (pages 108 to 113)
GOAL POLICIES Implementation Action LEAD
DEPARTMENT/
AGENCY
ANTICIPATED
TIMEFRAME
POTENTIAL
FUNDING
SOURCES
COMMENT/
PUBLIC/PRIVATE
PARTNERS
1 1
Any future amendments of this Element must support the goals and policy
framework of this General Plan and all other plans adopted under the
direction of this General Plan
DS Ongoing 1
All Town departments
involved in amendments to
this Element
2 1-9
a. Ensure that public facilities and infrastructure meet current and future
demands through conformance with:
• Policies 1-9 included in supporting Goal 2 of this element; and
• All applicable policies included in the various elements of this
General Plan
a. Prioritizing development, redevelopment and infill on areas currently
served by public facilities and infrastructure
PW Ongoing 1 DS, CS, ED
3 1
As part of the Economic Development Plan, identify all potential federal,
state, regional and local public/private economic development partners that
support creative cost sharing.
ED Immediate 1 & 5 PW, PR, Various ED
Partners
2 Strengthen partnerships with economic development partners as part of
the Economic Development Plan for the cost-sharing of infrastructure ED Immediate 1 & 5 PW, PR, Various ED
Partners
3
Create a menu of alternative revenue mechanisms and cost sharing
strategies that include options for situations where off site deficiencies exist
or where enhanced work is desired by the Town that at a minimum include:
a. Cost sharing Agreements;
b. Development Agreements
PW Immediate 1 & 5 PR, ED, DS Various ED
Partners
4 1
Continue to find ways to streamline the DRP especially for development and
redevelopment in the Town Center, Commerce Center, Saguaro Boulevard
and Shea Character Areas
DS Ongoing 1 All Town departments
involved in the DRP
5 1-9
Develop a methodology to estimate costs and identify cost recovery
mechanisms as prescribed in policies 1-9 of this Goal. See implementation
actions for Goal 3, P3 of this Element.
TM Short-range 1 PW, CS, DS
152
Thriving Economy: Cost of Development Element (Continued)
GOAL POLICIES Implementation Action LEAD
DEPARTMENT/
AGENCY
ANTICIPATED
TIMEFRAME
POTENTIAL
FUNDING
SOURCES
COMMENT/
PUBLIC/PRIVATE
PARTNERS
6 1-3
Based on methodology developed as per Goal 5 of this Element, identify a
menu of “legally available” financial mechanisms for cost recovery not
currently utilized by the Town, including bonds, special tax districts,
development impact fees, in lieu fees, etc.
TM Short-range 1
All Town departments
involved in the provision of
public infrastructure and
services
7 1-3
Based on menu of financial mechanisms for cost recovery identified in
previous Goal:
a. Select appropriate mechanisms to recover the “fair share” of capital
improvements projects identified in the CIP;
b. Establish a measure to recover the cost of new development that is
located farther away from existing services;
c. Consider incentivizing development in the Town Center, Shea Corridor,
Saguaro Boulevard character areas.
TM Short-range 1
All Town departments
involved in the provision of
public infrastructure and
services
8 1-2 Ensure that only the fair share of costs are charged to development by
adhering to policies 1 and 2. TM Ongoing 1
All Town departments
involved in the provision of
public infrastructure and
services
3
Work with ASLD to prepare a feasibility study for State Trust land and based
on the results, consider future revenues that could be generated from
development of Trust Land.
TM Mid-range 1 & 5
ASLD and all Town
departments involved in
the provision of public
infrastructure and services
9 1-5 Seek regional cooperation of all applicable agencies to achieve Goals 5, 6, 7,
8 and 9 TM Mid-range 1 & 5
ASLD all federal, state and
regional ED Partners and
agencies/Town
departments involved in
the provision of public
infrastructure and services
10 1-2 Establish a General Plan Monitoring System coordinated with the CIP in
conformance with the policy direction supporting this goal. P&Z & TM Immediate 1
All Town Departments
implementing the General
Plan.
1
Comments Review Matrix
2
or
t
Town of Fountain Hills General Plan Update
The Town of Fountain Hills General Plan Update Final Draft was submitted to all applicable agencies for
the 60-Day mandatory review in conformance with the Arizona Revised Statutes (ARS) 9-461.06. The
General Plan Update was also made available to the community for review and comment.
The Comments Review Matrix
Community Comments
The Comments Review Matrix included in this report lists all comments received from Town of Fountain
Hills elected and appointed officials, community members and stakeholders under the Community Review
Matrix section. This section also includes proposed revisions to the Town of Fountain Hills General Plan
Update Final Draft to address submitted comments as applicable.
Agency Comments:
Comments related to the Town of Fountain Hills General Plan Update Final Draft provided by reviewing
agencies as part of the mandatory 60-Day Agency Review are addressed in the 60-Day Agency Comment
Matrix section. The deadline for all the reviewing agencies to submit written comments to the Town was
April 3, 2020. Two agencies submitted comments via email, the Arizona Department of Transportation
(ADOT) and the Arizona State Land Department (ASLD). Their respective emails are included in the
Appendix section at the end of this report.
Appendix Section
The Appendix section of this report includes a summary of the visioning process input conducted during
the Town of Fountain Hills General Plan Update planning process, which guided the development of the
General Plan. The complete visioning process report is available separately.
In addition, the Appendix section includes email communications from the reviewing agencies providing
comments.
3
Town of Fountain Hills General Plan Update
Community Comments Matrix
COMMENT
NUMBER
Comment or Suggestion for Revision ACTION/PROPOSED GENERAL PLAN REVISIONS
1 Amend the following bullet point under the Vision Statement on page
13: A stable economy invites innovation and creativity and delivers
meaningful employment options to a well-educated, an engaged,
active, and diverse population.)
Revised as proposed.
2 There is too much dialog relative to the Town’s water system that
begins on page 74. Shorten the message and focus on the present and
future.
Revised as proposed. See page 69 in the Policy Plan.
3 Review the Plan to see if it deals with the topic of removing the
frontage road along Saguaro. Add it in if it is not covered as in the
current plan (Chapter 7, Objective 1.2).
The request for this item was later removed. No action required.
4 Look for and add or improve language, if necessary, to encourage
efforts for environmental remediation.
Environmental stewardship related to natural resources and open space is
addressed in the Natural Environment section of the General Plan.
Environmental remediation is associated with hazardous contaminants in
previously utilized sites that contain hazardous contaminants impeding
redevelopment, which makes this topic fit under the built environment. The
public facilities element addresses solid waste, recycling, hazardous waste,
and green waste. The following subsection on Environmental Remediation
and Brownfields will be added to this element on pages 72 to 73:
BROWNFIELDS AND ENVIRONMENTAL REMEDIATION
Brownfields are abandoned or underutilized properties where reuse is
complicated by actual or perceived environmental contamination. The
spaces may include sites contaminated by hazardous substances, petroleum
or mine-scarred land. Some sites within Fountain Hills may qualify as
brownfields, particularly within the Shea and Saguaro areas of the Town.
4
COMMENT
NUMBER
Comment or Suggestion for Revision ACTION/PROPOSED GENERAL PLAN REVISIONS
Criteria
According to the ADEQ, properties must fit all three criteria below to be
considered brownfields:
• It is an underused commercial or industrial site.
• It has redevelopment potential.
• The site’s redevelopment potential is complicated by known or perceived
contamination from a hazardous substance as defined by the
Environmental Protection Agency’s Comprehensive Environmental
Response, Compensation and Liability Act (CERCLA).
Community Impacts
ADEQ recognizes the impact these Brownfields can have on a community,
particularly properties with unresolved environmental issues. Brownfields
are often abandoned, with owners no longer maintaining the space or
paying taxes. Abandoned properties can quickly become local blights and
may attract vandalism and illegal dumping. They degrade the environment,
depress communities and potentially put human health at risk.
Brownfields Revitalization Benefits
Revitalizing Brownfields involves transforming these properties into
something new, from neighborhood parks to commercial or retail spaces.
Redeveloping Brownfields has the potential to reduce environmental
hazards, create new business opportunities, increase tax revenue and
restore blighted areas to productive use. Redevelopment may also prove
less expensive than construction on previously undeveloped land because
they typically have favorable locations (near potential markets and labor)
and infrastructure already in place.
5
COMMENT
NUMBER
Comment or Suggestion for Revision ACTION/PROPOSED GENERAL PLAN REVISIONS
Brownfields Assistance Program
Local Governments, non-profits, Tribes and hospital, school, police and fire
districts may apply for funding through ADEQ’s Brownfields Assistance
Program. Each fiscal year (July 1 through June 30), the Environmental
Protection Agency (EPA) provides funding under a State Response Grant for
Phase I and Phase II Environmental Site Assessments, Asbestos and Lead-
Based Paint Surveys and Asbestos and Lead-Based Paint Abatements.
The following goal and policies will be added to the Public Facilities Element
related to Brownfield/environmental remediation (See pages 81 and 82):
Goal: Support a thriving built environment through identification of
environmental remediation programs that support environmental
protection, redevelopment and reinvestment.
Policy 1: Actively identify and assess remediation of brownfields and infill
redevelopment of greyfields within the Town.
Policy 2: Apply for grants and seek technical assistance to promote planning,
assessment, clean up and reuse of brownfields sites.
The following implementation strategy will be added to the Public Facilities
Element Implementation Matrix related to Brownfield/environmental
remediation (See implementation strategy for goal 10 in the Implementation
Matrix located on page 141:
Implementation Strategy: Seek technical support and grant assistance from
ADEQ’s Brownfields Assistance Program.
5 On page 49-50 regarding existing parks/plazas, move the information
on the boulevard in the middle of Avenue of the Fountains to the Plaza
section. This was debated several years ago by Council and they
determined it should be considered a plaza, not a park.
Revised as proposed See pages 49-50.
6
COMMENT
NUMBER
Comment or Suggestion for Revision ACTION/PROPOSED GENERAL PLAN REVISIONS
6 The section on urban trails seems to be missing support for
maintenance of sidewalks. Possibly add new policy under Goal 3, page
54, “Continue to ensure maintenance of sidewalks in the urban trail
system.”
Revised as proposed. See Policy 7 on page 54.
7 Our current transportation system maps include 3 street
classifications, the new General Plan has 4. Revise the new plan to be
consistent with the current classifications.
Revised as proposed.
8 Correct references to the “Phoenix Transit System.” Revised as proposed. See Policy 5 on page 54.
9 Review and correct for consistent font and formatting. Formatting will be reviewed once all revisions pertaining to comments
provided by community and agencies are completed.
10 On page 79 rewrite the sentence to make it clear EVIT is not part of
the Fountain Hills Unified School District.
Revised as proposed. See revision on Page 81.
11 On page 125, under #2 take the word Town out from in front of the
Fountain Hills Unified School District.
Revised as proposed.
12 Look for a place in the plan to say more about safety of pedestrian
crossings of streets.
Goal 1 of the Connectivity, Access and Mobility Goals and Policies section
(page 60), provides “Continue to support safe, efficient and sustainable
connectivity, access and mobility throughout the Town.” Policy 1 under goal
1 directs the Town to “prepare an integrated Connectivity, Access and
Mobility Master plan that:
g. Assesses pedestrian interaction with other travel modes in and around the
Town Center to identify locations where pedestrian crossings and/or traffic
calming improvements are needed to support the Town Center as a
pedestrian-friendly destination.”
13 Need an Executive Summary. Executive summary will be completed once all the changes are completed.
14 Should create a 3-4-page flyer to grab attention about the Plan. Flier will be prepared for the general election by the Town.
15 More emphasis on being a walkable community. Walkability is emphasized as a major component of healthy and active
lifestyles throughout the General Plan and mentioned under various
elements and sections, including:
• Thriving Neighborhoods (page 19)
• Quality development (page 20)
• Thriving Neighborhoods Goals and Policies (Goal 4, Policy 1 (c),
page 24)
7
COMMENT
NUMBER
Comment or Suggestion for Revision ACTION/PROPOSED GENERAL PLAN REVISIONS
• Redevelopment, Revitalization and Infill (page 35)
• Character Areas Goals and Policies (Goal 1, Policy 8, page 37)
• Table 1: Character Areas Plan – Commerce and Employment
(Commerce Center, page 43)
• Plazas and Courtyards (page 50)
• Streets, Sidewalks and Trails as Public Spaces and Social Connectors
(page 50)
• Pedestrian Crossings (page 59)
• Natural Resources/Open Space Goals and Policies (goal 5, Policies 4
and 5, page 91)
Pedestrian connectivity is also emphasized in various other contexts,
including urban trails, multimodal connectivity/trail connectivity, active and
healthy lifestyles, mixed-use development.
Will add a bullet to the vision statement referring to further emphasize the
walkability emphasis already expressed through the various elements of the
plan.
16 Disc golf has outgrown Fountain Park, should find a new place. This subject would be best addressed as part of the Town’s Parks,
Recreation, Trails and Open Space System Master Plan process mentioned in
the Social Environment Goals and Policies (Goal 1, Policy 1 (a), page 53)
which provides “assess current and future park, recreation, and trails
needs.”
17 Review the list of key signature events and ensure they are listed
correctly
The list of Town-wide destination events that attract visitors to the Town
included in The Economic Development Element (Goal 1, Policy 4, page 101)
was revised to include the following events:
a. Concours in the Hills;
b. St. Patrick’s Day;
c. Fourth at the Fountain;
d. Turkey Trot;
e. Thanksgiving Day Parade;
f. Stroll in the Glow
g. Arts and Craft Festivals;
h. Disc Golf tournaments;
i. Other.
8
COMMENT
NUMBER
Comment or Suggestion for Revision ACTION/PROPOSED GENERAL PLAN REVISIONS
Town staff will provide a final list
18 Concern regarding the description of Minor General Plan amendment
as change that is less than a Major amendment. The concern is that
we would require minor amendments for almost every rezoning unless
there is some minimum size requirement for minor amendments.
The character area approach in itself assists in minimizing “minor
amendments” to the General Plan. The Following will be considered “minor
amendments” to the General Plan (See page 123):
1. Any change mandated by initiative or Arizona law;
2. Any change that does not meet one of the criteria listed under
major amendment is considered a minor amendment.
3. Any text or map change that does not conflict with the intent of the
General Plan, including text amendments and updates to goals and
strategies which do not change their meaning or intent.
2. Any text change that does not conflict with the intent of the
Character Area and/or the General Plan, including text
amendments and updates to goals and policies, which do not
change their meaning or intent;
3. A request to modify Exhibit 2: Character Areas Plan Map, to modify
a character area boundary by more than 5 acres to support a
proposed development, redevelopment, or infill that is not
currently supported within the designated character area;
4. Changes to demographic, socioeconomic or statistical data and
other background and current conditions
.
19 Concern about showing the gateways as circles, may be interpreted
literally by staff and impose conditions on development that are not
reasonable
As provided on page 34, “A hierarchy of gateways improves wayfinding.
Primary gateways into a town must define the identity of, serve as primary
entry points to, define major destinations, and convey a sense of arrival.
Secondary gateways identify specific destinations. The location and specific
guidance for Fountain Hills’ gateways is further addressed in the
Connectivity, Access and Mobility element.”
It is a standard design practice to identify gateway areas with a circle to
denote an area of visual impact whether the traveler is traveling into or out
of the area and to convey a sense of arrival utilizing a variety of techniques,
including entry features, monumentation, landscape features at scales that
convey the hierarchy of the type of gateway as provided in Table 1:
Character Area Plan – Gateway Areas.
9
COMMENT
NUMBER
Comment or Suggestion for Revision ACTION/PROPOSED GENERAL PLAN REVISIONS
The Connectivity Access and Mobility element provides that “Gateways are
featured spaces that identify key points of entry and create a sense of
welcome, arrival, and place. Beyond a welcome plaque, or monument, each
gateway should be unique based on the hierarchy established in Table 1
located in the Great Places Element. Gateways also establish a desired
identity, support the character of the area in which they are located, convey
sense of arrival to the various destinations, and support wayfinding efforts.”
(page 56). Gateways also conform with the Wayfinding Study completed by
the Town in 2018.
Gateways are shown in Exhibit 2: Character Areas and in Exhibit 4:
Connectivity, Access and Mobility because they serve as defining wayfinding
features supporting visual connectivity. There is specific guidance in Table 1
on what types of design elements are required within the visual sphere of
each gateway denoted by the circles.
20 Mapping the extension of McDowell Mountain through the State Trust
land could limit flexibility in the future to relocate that road when
development occurs.
The McDowell Mountain road currently exists through the State Trust land
and is a functionally classified road. Many conversations with ASLD took
place during the writing of the General Plan at its different stages. Any
development or road realignment within State Trust Land requires the
preparation of a conceptual land use and circulation plan in coordination
with ASLD as provided throughout the General Plan and as mandated by ARS
using language provided by ASLD.
ASLD was consulted on this matter and the agency supports the functional
classification proposed by the Town.
21 Feels the current draft places too much emphasis on meeting the
financial needs of the Town and not enough emphasis on the needs of
the people for a livable community; should be reviewed and rebalance
as necessary.
The General Plan supports AIA’s 10 Principles for Livable Communities:
1. Design on a human scale by supporting compact development and
pedestrian-friendly character areas that allow residents to walk to
shops, services, cultural resources, and jobs and can reduce traffic
congestion and benefit people’s health.
2. Provide Choices in housing, shopping, recreation, transportation,
and employment. Variety creates lively neighborhoods and
accommodates residents in different stages of their lives.
3. Encourage mixed-use development where appropriate in the Town
Center and in redevelopment areas.
10
COMMENT
NUMBER
Comment or Suggestion for Revision ACTION/PROPOSED GENERAL PLAN REVISIONS
4. Preserve urban centers by restoring, revitalizing, and infilling the
urban areas in need of redevelopment.
5. Vary transportation options giving people the option of walking,
biking, using public transit, telecommuting in addition to driving, to
reduce traffic congestion, protect the environment, and encourage
physical activity.
6. Build Vibrant Public Spaces the plan supports welcoming, well-
defined public places to stimulate face-to-face interaction,
encourage civic participation, admire public art, and gather for
public events and supporting a healthy parks, recreation, trails and
open space system.
7. Create a Neighborhood the General Plan designates the
Neighborhoods Character Areas to sustain and enhance the “sense
of place” that gives Fountain Hills neighborhoods a unique
character, enhances the walking environment, and goes a step
beyond to support complete neighborhoods.
8. Protect Environmental Resources by incorporating a well-designed
balance of the natural and built environments by protecting natural
systems, reducing air pollution, and protecting property values.
9. Conserve Landscapes, Open space, and wildlife habitat as essential
for environmental, recreational, and quality of life reasons.
10. Design Matters as a foundation of successful and healthy
communities by supporting quality development, defining
gateways, and supporting well-planned planning areas.
The livability principles above are integrated with the latest healthy
community principles under the three pillars of the General Plan overarching
principle: Thriving Neighborhoods, Thriving Environment (built, social and
natural), and Thriving Economy in a manner unique to Fountain Hills.
The General Plan was prepared based on input provided through the various
community engagement processes included in the Visioning Report of the
General Plan. A summary of the community engagement process results
11
COMMENT
NUMBER
Comment or Suggestion for Revision ACTION/PROPOSED GENERAL PLAN REVISIONS
serving as the springboard of the General Plan is included in the following
pages.
22 Need to amend the criteria for the Major General Plan amendment for
Neighborhood character area to reduce the area that would qualify as
a Major Amended
See revised item on page 122
1. A request to modify Exhibit 2: Character Area Plan Map, to modify a
character area boundary by more than 1% in the Neighborhoods character
area or 20% in any other character area to support a proposed
development, redevelopment, or infill that is not currently supported with
the designated character area.
23 Need to make road maintenance a priority, including fixing potholes
throughout the Town. Also prioritize fixing unmanicured shoulders
throughout the Town, especially along Fountain Hills Blvd.
Goal 1, Policy 1 (i) items I and ii (page 61) of the Connectivity, Access and
Mobility Element requires the Town to prepare an integrated Connectivity,
Access and Mobility Master Plan that includes a maintenance schedule
tied to the Town’s Capital Improvements Program (CIP) that:
i. Supports the street pavement plan and road improvement
schedule; and
ii. Identifies public and private funding sources to finance
improvements.
Having the road improvements schedule tied to the CIP ensures
prioritization of road improvements.
12
Agency Review Comments Matrix – ASLD
COMMENT
NUMBER
Comment or Suggestion for Revision ACTION/PROPOSED GENERAL PLAN REVISIONS
1 The ASLD commented that there are sufficient policies in the draft
text to guide the future development of State Trust Lands. ASLD also
express preference to strikethrough "highest and best use" language.
Email from the ASLD reviewer is included in the Appendix.
Revised as proposed. Reference to “highest and best use” has been deleted
on page 30 and on page 66 (Goal 8, Policy 1)
Agency Review Comments Matrix – ADOT
COMMENT
NUMBER
Comment or Suggestion for Revision ACTION/PROPOSED GENERAL PLAN REVISIONS
1 The ADOT reviewed the Plan and have no significant comments. It
also mentioned that the plan is an impressive document and wishes
the Town the best of success in fulfilling the Plan.
Email from the ADOT reviewer is included in the Appendix.
No comments requiring revisions.
13
APPENDIX A: REVIEWING AGENCIES EMAILS
The Town of Fountain Hills General Plan Update Final Draft was submitted to all applicable agencies for
the 60-Day mandatory review in conformance with the Arizona Revised Statutes (ARS) 9-461.06. The
following reviews were received via email from State agencies.
ASLD
From: Jon Froke <jfroke@azland.gov>
Sent: Thursday, April 9, 2020 2:19 PM
To: Maria Masque <mmasque@azplanningcenter.com>
Subject: Re: Urban Reserve - ASLD Trust Land - Fountain Hills General Plan
Hi Maria.
Thank you for the update on the Fountain Hills General Plan.
There are sufficient policies in the draft text that will guide the future development of State Trust
Lands. Can we strike the text that reads "highest and best use"? We would prefer to not include that
language.
Also. We have also reviewed Exhibit 4 and concur with your assessment that the existing road
should continue to be classified as a Minor Arterial.
Thank you.
Jon
Jon M. Froke, AICP | Planner III
Arizona State Land Department
1616 W. Adams Street | Phoenix, AZ 85007
O: 602-542-3126 | C: 623-910-6371 | jfroke@azland.gov
Funding Arizona Public Schools and Institutions since 1915
14
ADOT
From: Clemenc Ligocki <cligocki@azdot.gov>
Sent: Thursday, April 2, 2020 1:23 PM
To: John Wesley
Subject: Town of Fountain Hills General Plan Transmittal for the Mandatory 60-day Agency Review
Mr. Wesley,
Thank you for the opportunity to review your 2020 General Plan document. Though we are past
your desired March 30 target date for comments, I can affirm that we have reviewed the Plan and
have no significant comments. This is an impressive document, and we at the Arizona Department
of Transportation wish you the best of success in fulfilling the Plan.
Sincerely,
Clem
--
Clemenc Ligocki
Planning and Programming Manager
ADOT Multimodal Planning Division
206 S. 17th Avenue, MD310B
Phoenix, AZ 85007
602-712-8143
azdot.gov
15
Cultivate Retail
and Service
Opportunities
APPENDIX B: COMMUNITY INPUT
The Fountain Hills General Plan was prepared based on community input gathered during the visioning
process planning stages and throughout the planning process of the General Plan update. The following
section summarizes the results of the community engagement process. The Visioning Report available
separately, includes all the input from the various community efforts.
Community Engagement Process Results
Themes
There was significant response to the presentations and exercises, spanning a wide range of comments
and input. The input received during the extent of the public participation process has been used to
identify major themes for the Fountain Hills General Plan. The themes were developed in consideration
of the following criteria:
➢ Quantity and similarity of comments received
➢ Discussions with meeting attendees
➢ Comment’s ratings– concentration of dots
➢ Applicability of input to the General Plan
The following major themes were identified in the responses received during the visioning process,
including both written and verbal comments. The comments mentioned most frequently are called out in
bubble illustrations.
Land Use Themes
The Land Use themes elicited from the public centered around topics such as affordable housing,
preserving open space and addressing redevelopment goals related to specific areas such as Downtown
and the Shea Boulevard Corridor.
➢ Residential: Create affordable, mixed-use housing
opportunities. (Included in General Plan)
➢ Downtown Revitalization: Work on the scale of
Downtown while sustaining and building the core of
Fountain Hills through entertainment, housing, retail
and healthy food opportunities. (Included in the
General Plan)
➢ State Land: Develop the State Land-owned property to
the north into residential and neighborhood
commercial. (Included in the General Plan)*
16
➢ Good Neighbor: Foster a partnership between Fountain Hills and the surrounding communities
through economic development and policy.
(Included in the General Plan)
➢ Retail and Service: Cultivate opportunities
to allow a diverse variety of service and
retail uses for residents and visitors of all ages.
(Included in the General Plan)
*Note: Numerous conversations with the Arizona State Land Department, the managers of State Trust
land, yielded the verbiage included in the plan as required by the Arizona Revised Statutes.
Growth Area Themes
The Growth Area determination is difficult for the Town of Fountain Hills as it is land locked by the
McDowell Mountain Preserve, City of Scottsdale, Fort McDowell Yavapai Nation and Salt River Pima-
Maricopa Indian Community. Comments centered around supporting infill of vacant lots, revitalization of
existing areas, re-designation of land uses and updating ordinances to reflect the current needs of
Fountain Hills.
➢ State Trust Land: Development of State Trust Land for residential, neighborhood commercial
and recreational opportunities. (Included in the General Plan)*
➢ Shea Corridor: Expand the Target Plaza while allowing for a greater mix of commercial and
industrial. (Included in the General Plan)
➢ Downtown: Revitalize the Downtown area with a variety of tools
including interior and exterior redevelopment.
(Included in the General Plan)
➢ Saguaro Boulevard: Utilize Saguaro Boulevard as an entry corridor into
Fountain Hills and revitalize the facades for a more aesthetically
pleasing experience. (Included in the General Plan)
➢ Infill: Utilize existing buildings and vacant lots to create connected and
vibrant live, work, play spaces. (Included in the General
Plan)
➢ Keep Small Town Feel: Promoting growth within the
context of Fountain Hill’s small-town feel. (Included in
the General Plan)
*Note: Numerous conversations with the Arizona State Land Department, the managers of State Trust
land, yielded the verbiage included in the plan as required by the Arizona Revised Statutes.
Focus Efforts on Revitalization,
Redevelopment and Infill
while Preserving and
Promoting “Small-Town” Feel
Revitalization
of Downtown
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Downtown Area Specific Plan Themes
The Downtown Area Specific Plan was created in 2009 and outlines 9 districts in the Downtown area.
Comments centered around the current needs of the Downtown area, expanding the 2009 boundary and
allowing for a greater attraction to the Downtown area.
➢ Plat 208: Plat 208 describes a prominent Downtown area, which includes a
large open parking lot surrounded by commercial use. The main concern for
Plat 208 is the need for redevelopment and revitalization to bring residents
and visitors back to Fountain Hills Downtown.
(Addressed in the General Plan through Town Center strategy)
➢ Boundary: The current boundary of Downtown expanded to Fountain Hills
Boulevard. (The area near Fountain Hill Boulevard is built dout primarily as a
commerce center with various commercial uses. The General Plan
delineates the areas the Commerce Center extension of the Town
Center planning area. Different criteria apply while remaining as
interconnected, interdependent, walkable areas)
➢ Architectural Design Standards: Providing architectural design standards which could encourage
cohesiveness throughout Downtown. This includes color palette for the exterior of buildings and
facades. (Addressed in the General Plant by directing the preparation of design guidelines for
the Town Center. Design guidelines are not part of a general plan. Enough guidance is provided
to encourage appropriate development in those areas.)
➢ Events: Support and expand upon the already successful Fountain Hills event programs that
allows for residents and visitors to understand and enjoy the Town. (Addressed in the General
Plan)
Economic Development Themes
Economic development has been a high priority for Fountain Hills residents and stakeholders. There is
potential for economic growth through commercial, recreational and entertainment avenues. Topics
regarding economic development include attracting businesses, promoting and supporting small
businesses and diverse job creation unique to Fountain Hills.
➢ Defining Fountain Hills: Define the Town of Fountain Hills
economic development identity in order to be able to
brand and market the types of businesses and retail
needed to support such identity. (Addressed in the
General Plan)
➢ Technology: Embrace the high-tech industry through e-
commerce, collaborations with technology-based
businesses and schools and evolving transportation needs.
(Addressed in the General Plan)
➢ Tourism: Create and promote opportunities for tourism
through recreation, events, ecotourism and astrotourism.
Support and
Expand Events
Define
Fountain Hills’
Economic
Identity Attract Retail
Services and Jobs
18
This includes the increasing demand for hospitality uses and short-term rentals. (Addressed in
the General Plan)
➢ Appeal to Younger Demographic: Appeal to the younger demographic through entertainment
uses, public amenities and affordable housing. (Addressed in the General Plan)
➢ Attraction: Foster an economic development strategy which promotes a variety of retail
services, which in turn creates job attraction. (Addressed in the General Plan)
Public Facilities and Infrastructure Themes
A strong infrastructure system would allow the Town of Fountain Hills to provide a means for continued
growth, safety and connectivity. Public facilities and services in Fountain Hills include partnerships with
agencies such as, but not limited to, Maricopa County Sherriff’s Office, Rural Metro and the Sanitary
District. Concerns/issues shared during the visioning process related to public facilities and services
included: upgrading and maintaining existing facilities; planning for additional services; improving current
technology; supporting energy efficient sources; and exploring funding options for these measures.
➢ Wastewater System: Upgrade and maintain collection system and create
innovative ways to treat wastewater. This coupled with public education could
solve the increased problem of sodium in the wastewater.
(Addressed in the General Plan)
➢ Roads: Address the status of deteriorating roads.
Additionally, study the scale of Fountain Hills Roads in certain
areas whether too narrow or too wide.
(Addressed in the General Plan)
➢ Funding: Identify funding sources for infrastructure and
public facilities in the Town. Present a plan of action for
future development that supports sustainability. (Addressed
in the General Plan via goals, policies and strategies. The
Action Plan itself is outside the scope of a General Plan and
will need to be prepared subsequently.)
➢ Communications: Improve WiFi connection and overall
accessibility for evolving technologies and communications.
(Addressed in the General Plan)
➢ Public Amenities: Develop a community pool or water park as well as an improved skate park
for residents and visitors of all ages.
(Addressed in the General Plan by requiring the preparation of a comprehensive Parks,
Recreation, Open Space and Trail System Master Plan that will properly assess user needs and
priorities and seek funding)
Sustainable
Funding
Source
Road
Improvements and
Maintenance
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Open Space Themes
The Parks, Recreation and Trails section had a considerable amount of input from the public regarding the
establishment of trails and sports facilities, improvement of existing
facilities, utilization of the McDowell Mountain Preserve and
accessibility/safety.
➢ Parks, Recreation and Trail System: Create a plan for
existing and future outdoor recreation opportunities. This
could include utilizing the existing natural wash system for
recreation. (Addressed in the General Plan)
Improvements: Add new facilities such as bike, rock hunting
and jogging trails, dog park, hand gliding and mountain
climbing. (Addressed in the General Plan by requiring the
preparation of a comprehensive Parks, Recreation, Open
Space and Trail System Master Plan that will properly assess
user needs and priorities and seek funding and as part of
eco-tourism efforts)
➢ Connectivity and Wayfinding: Walking paths to and from
different areas of Town with improved signage. (The General Plan incorporates the Wayfinding
Study completed in 2018 by adding Gateways as key elements of wayfinding and elements of
supporting connectivity within character areas and throughout the Town)
➢ Access and Safety: Good, safe and accessible walking (strollers/wheelchairs) and bike trails,
especially with children. (Addressed in the General Plan. In addition, all sidewalk improvements,
new sidewalks and new development or redevelopment are required by law to provide universal
access)
Circulation and Transportation Themes
The Transportation and Circulation themes elicited from the public centered around topics such as safety,
street improvements, providing multi-modal transportation and traffic.
➢ Multi-modal Connectivity: Designate and plan for increased pedestrian and bicycle activity.
(Addressed in the General Plan)
Utilize Washes and
Open Space
20
➢ Street Improvements and Maintenance: Provide shade, lighting and other investments along
sidewalks and streets to promote all modes of
transportation. (Addressed in the General Plan)
➢ Parking: Strategically plan for public and private
parking areas including on-street parking.
(Addressed in the General Plan)
➢ Forms of Transportation: Incorporate ride share,
bike share and public transportation services to
internal and external destinations.
(Addressed in the General Plan)
Safety: Provide safe pedestrian usage by
delineating marked crossings and pedestrian
buffers. (Addressed in the General Plan)
Water Resource and Environmental Planning Themes
Water resources plays a critical role to the Town of Fountain Hills. Public comments related to water
resources and environmental planning include restoration, conservation and exploring energy efficient
resources.
➢ Drought Planning: Ensure a sufficient plan of action is in place for drought situations and status
of water available in the Maricopa AMA. (Addressed in the General Plan to the extent possible.
The Town does not own the Water Company)
➢ Water Resources: Water conservation efforts to allow for future sustainable growth potential.
(Addressed in the General Plan to the extent possible. The Town does not own the Water
Company)
➢ Energy: Explore clean energy production and use. (Addressed in the General Plan)
➢ Local Food Systems: Place emphasis and support for local food systems including community
gardens, farmers markets and local grocery stores. (Addressed in the General Plan)
➢ Active Lifestyles: Promote healthy activities within the community. (A repeating theme in the
General Plan is its emphasis on healthy and active lifestyles)
➢ Aging in Place: Provide methods to age in place with access to local food system and recreation.
(Addressed in the General Plan by including the concept of complete neighborhoods)
➢ Light Pollution: Preserve the dark skies by limiting light pollution. (Addressed in the General
Plan)
Promote
Safety Maintain and Improve
Existing Bike Lanes, Roads,
Pedestrian Crossings