HomeMy WebLinkAboutGeneral Plan 2020
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Fountain Hills Thrives!
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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
Adopted May 19, 2020
Fountain Hills Thrives!
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General Plan Project Team
Mayor and Council
Ginny Dickey, Mayor
Mike Scharnow, Vice Mayor
David Spelich, Council Member
Sherry Leckrone, 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
Many stakeholders participated in the Fountain Hills General Plan planning
process. For the list of stakeholders involved in the preparation and review of
the Background and Current Conditions technical report, please see that report.
For the list of stakeholders participating in the visioning process, please view the
sign-in rosters included in Appendix B of the Community Vision report.
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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 6
Exhibit 1: Location and Regional Context 5
How To Use This Document 8
Fountain Hills Thrives 11
A Memorable Oasis 11
Fountain Hills Community Speaks 13
Our Commitment 13
Setting the Stage 14
Our Vision 14
Fountain Hills Overarching Principle 15
General Plan Structure 16
Conformance with Arizona Revised Statuttes 18
SECTION II: THRIVING NEIGHBOHROODS 20
Housing 20
Neighborhood Amenities 21
Neighbohrood Safety 22
Thriving Neighborhoods Goals and Policies 23
SECTION III: THRIVING ENVIRONMENT 28
1. BUILT ENVIRONMENT 28
Great Places Element 29
Background 29
State Trust Land 31
Existing Land Use 31
Existing Zoning 33
Character Area Framework 34
Character Areas Goals and Policies 38
Exhibit 2: Character Areas Plan Map 42
Table 1: Character Area Plan 43
Social Environment Element 47
Built Spaces for Social Interaction 48
Community and Regional Parks 47
Streets, Sidewalks and Trails as Social Connectors 51
Passive and Active Recreation 53
Social Environment Goals and Policies 54
Exhibit 3: Parks, Recreation, Trails and Open Space Map 57
Connectivity, Access and Mobility Element 58
Fountain Hills Roadway System 58
Access to the Larger Metro Area 59
Local Circulation 61
Safety 61
Gateways and Wayfinding 61
Connectivity, Access and Mobility Goals and Policies 62
Exhibit 4: Connectivity, Access and Mobility Plan Map 68
Exhibit 5: Bycicle Connectivity Plan Map 69
Public Facilities and Services Element 70
Water and Sewer 70
Brownfields and Environmental Remediation 73
Law Enforcement, Fire Protectection and Emergency Medical Services (EMS) 74
Utilities 74
Other Public Facilities and Community Services 75
Capital Improvements Program (CIP) 78
Public Facilities and Services Goals and Policies 78
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SECTION III: THRIVING ENVIRONMENT (Continued)
2. NATURAL ENVIRONMENT 84
Natural Resources and Open Space Element 85
Environmental Stewardship 85
Topography, Hydrology and Environmental Resources 86
Air and Water Quality 88
Open Space 89
Dark Skies 91
Energy 91
Natural Resources/Open Space Goals and Policies 92
SECTION IV: THRIVING ECONOMY
1. ECONOMIC DEVELOPMENT 98
Economic Development Element 99
2017 Fountain Hills Strategic Plan 99
Economic Development Goals and Policies 100
2. COST OF DEVELOPMENT 105
Cost of Development Element 106
Legislative Framework 107
Cost of Development Key Definitions 107
Town of Fountain Hills Fiscal Year 2019-2020 Adopted Budget 108
Cost of Development Plan Regulatory Methods 108
Town of Fountain Hills Growth Revenues 111
Capital Improvements Plan 111
General Plan Monitoring System 111
Cost of Development Goals and Policies 112
SECTION V: GENERAL PLAN ADMINISTRATION & IMPLEMENTATION
1. GENERAL PLAN ADMINISTRATION 118
General Plan Administration 119
General Plan Authority 119
Planning Tools Used to Implement the General Plan 120
General Plan Amendments and Updates 121
Major Amendments 122
Minor Amendments 123
Administrative Amendments 123
General Plan Updates 124
General Plan Annual Review 124
2. GENERAL PLAN IMPLEMENTATION 125
General Plan Implementation 126
General Plan Implementation Legislative Framework 126
General Plan Implementation Strategy 127
General Plan Implementation Strategy Tables 130
Thriving Neighborhoods Implementation Table 130
Thriving Environment: Built Environment, Great Places Implementation Table 132
Thriving Environment: Built Environment, Social Environment Implementation Table 137
Thriving Environment: Built Environment, Connectivity, Access and Mobility Implementation Table 138
Thriving Environment: Built Environment, Public Facilities and Services Implementation Table 141
Thriving Environment: Natural Environment, Natural Resources and Open Space Element Implementation Table 143
Thriving Economy: Economic Development Implementation Table 145
Thriving Economy: Cost of Development Implementation Table 148
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Section I: Planning for Our Future
Fountain Hills Thrives!
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Introduction and Overview
Arizona Revised Statutes (ARS) 9-461.06 requires that all municipalities in Arizona update their existing
general plan every ten years. Such updates ensure that the general plan complies with all applicable
requirements included in Arizona Revised Statutes 9-461.05. The Fountain Hills General Plan Update 2020
complies with all applicable Arizona Revised Statutes. It also incorporates other Town of Fountain Hills
efforts such a Vision Fountain Hills and the 2017 Strategic Plan to ensure that such efforts are integrated
with Town needs and community aspirations.
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.
The Fountain Hills 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.
The Administration and Implementation chapters of the General Plan includes procedures to administer,
amend, interpret, update, and implement the Town of Fountain Hills General Plan in conformance with
the Arizona Revised Statutes. In addition, the Administration chapter 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.
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.
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Exhibit 1: Location and Regional Context
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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.
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.
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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.
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How To Use This Document
The following documents are part of the General Plan in the order they are presented.
Plan Overview
The Plan Overview summarizes the General Plan planning process and serves as a marketing tool for the
Town of Fountain Hills.
Policy Plan
This 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.
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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
Plan
Overview
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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.
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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.
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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.
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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
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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!
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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
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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
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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)
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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,
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Section II: Thriving Neighborhoods
Fountain Hills Thrives!
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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.
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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 lifestyle 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 or leased by the school district, in compliance with all applicable
restrictions and requirements of Arizona Revised Statutes 15-491 and 15-342, as amended, such
sites 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.
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.
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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.
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.
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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:
• 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;
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• 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 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
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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 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
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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, building
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 lifestyle 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
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.
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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.
55
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.
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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 (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 points
permit a corresponding increase in traffic speed and potential volume.
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Exhibit 4 shows the Town’s functionally classified roads, which include:
Arterial:
This functional classification includes principal arterials, which are defined as high traffic volume, full
access-control roads with intersection spacing dictated either by designated major highways or by key
access points, and minor arterials, which are defined as moderate traffic volume, partial access control
roads that provide service to commerce, employment and industry.
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 offering 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
ii. Identifies public and private funding sources to finance improvements.
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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.
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.
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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
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.
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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
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:
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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 District (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 October 24, 1986. The
facilities constructed as part of the FHWDS include a pump station with 450HP vertical turbine pumps
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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
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
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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.
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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.
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, 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.
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.
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Law Enforcement, Fire Protection and Emergency Medical
Services (EMS)
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, hazardous 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
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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 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.
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.
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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 bookstore 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.
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.
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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 in 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.
Home and online schooling is an option for parents and students in the Town 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.
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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.
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.
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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.
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 provision of 24-hour law enforcement protection, including patrol
squads, school resource officer, community services, detective squad and commanding officer.
2. Continue to support 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.
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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.
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 and ensure that the latest communication technologies
are in place to support current and future needs.
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:
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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.
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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9. Continue to support medical facilities.
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.
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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
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
Since its incorporation in 1989, Fountain Hills has 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-
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.
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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 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.
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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
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
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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 Rivers.
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.
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
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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 amateurs.
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 skies.
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 the 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
• Ensuring that Infrastructure in Fountain Hills is Well-Maintained and Safe
• Attracting Families and Working Professionals
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• 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
cater to younger working professionals and families.
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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 Pima-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 these 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 noted 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 infrastructure and
services necessary to serve new development or redevelopment. Such funds include:
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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 special 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 local sales tax that 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 local sales tax dedicated for this purpose.
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.
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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
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.
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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.
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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
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.
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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.
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.
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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,
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. Stay 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.
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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)
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.
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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, 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 10: 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;
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;
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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
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.
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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
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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
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General Plan Implementation Strategy
Thriving Neighborhoods Element (pages 23 to 26)
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
131
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
132
Thriving Environment: Built Environment, Great Places Element (pages 38 to 41)
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
133
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
134
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
135
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
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
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.
137
Thriving Environment: Built Environment, Social Environment Element (pages 54 to 56)
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
138
Thriving Environment: Built Environment, Connectivity, Access and Mobility Element (pages 62 to 67)
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
139
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
140
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
141
Thriving Environment: Built Environment, Public Facilities and Services Element (pages 78 to 83)
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
142
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
143
Thriving Environment: Natural Environment, Natural Resources and Open Space Element (pages 92 to 96)
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
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
144
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
145
Thriving Economy: Economic Development Element (pages 100 to 103)
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
146
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
147
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
148
Thriving Economy: Cost of Development Element (pages 112 to 116)
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
149
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.