The URL can be used to link to this page

Home My WebLink AboutAGENDApacket__06-25-25_0325_748 NOTICE OF MEETING SPECIAL WORK SESSION STRATEGIC PLANNING ADVISORY COMMISSION Chairman Patrick Garman Vice Chairman Geoff Yazzetta Commissioner Randy Crader Commissioner Bernie Hoenle Commissioner Polly Bonnett Commissioner Joseph Reyes Commissioner Paul Smith TIME:4:00 P.M. – SPECIAL WORK SESSION WHEN:WEDNESDAY, JUNE 25, 2025 WHERE:FOUNTAIN HILLS COUNCIL CHAMBERS 16705 E. AVENUE OF THE FOUNTAINS, FOUNTAIN HILLS, AZ Commissioners of the Town of Fountain Hills will attend either in person or by telephone conference call; a quorum of the Town’s Council, various Commission, Committee or Board members may be in attendance at the Commission meeting. Notice is hereby given that pursuant to A.R.S. §1-602.A.9, subject to certain specified statutory exceptions, parents have a right to consent before the State or any of its political subdivisions make a video or audio recording of a minor child. Meetings of the Commission are audio and/or video recorded and, as a result, proceedings in which children are present may be subject to such recording. Parents, in order to exercise their rights may either file written consent with the Town Clerk to such recording, or take personal action to ensure that their child or children are not present when a recording may be made. If a child is present at the time a recording is made, the Town will assume that the rights afforded parents pursuant to A.R.S. §1-602.A.9 have been waived. AGENDA 1.CALL TO ORDER – Chairman Garman 2.ROLL CALL – Chairman Garman 3.WORK SESSION STATEMENT All items listed are for discussion only. No action can or will be taken. The primary purpose of work sessions is to provide the Commission with the opportunity for in-depth discussion and study of specific subjects. Public comment is not provided for on the agenda and may be make only as approved by consensus fo the commission. In appropriate circumstances a brief presentation may be permitted by a member of the public or another interested party if invited by the Chairman or the Town Manager to do so. The Presiding Officer may limit or end the time for such presentations. Strategic Planning Advisory Commission Meeting of June 25, 2025 1 of 2 4.AGENDA ITEMS FOR DISCUSSION A.DISCUSSION: The Community Input Workshop Data as it relates to the Strategic Planning Process. 5.NEXT MEETING DATE: Wednesday, August 27, 2025. 6.ADJOURNMENT Dated this 12 day of June, 2025. /s/ Angela Padgett-Espiritu, Executive Assistant The Town of Fountain Hills endeavors to make all public meetings accessible to persons with disabilities. Please call 480-816-5199 (voice) or 1-800-367-8939 (TDD) 48 hours prior to the meeting to request a reasonable accommodation to participate in the meeting or to obtain agenda information in large print format. Supporting documentation and staff reports furnished the Commission with this agenda are available for review in the Town Manager's Office. Strategic Planning Advisory Commission Meeting of June 25, 2025 2 of 2 ITEM 4. A. TOWN OF FOUNTAIN HILLS STAFF REPORT Meeting Date: 06/25/2025 Meeting Type: Strategic Planning Advisory Commission-Special Work Session Agenda Type: Submitting Department: Administration Prepared by: Angela Padgett-Espiritu, Executive Assistant, TM/M/TC Staff Contact Information: Request to Strategic Planning Advisory Commission-Special Work Session (Agenda Language): DISCUSSION: The Community Input Workshop Data as it relates to the Strategic Planning Process. Staff Summary (Background) The workgroups within the Strategic Plan Advisory Commission are tasked with thoroughly analyzing and discussing the comprehensive data garnered from the Community Input Workshop. This data provides insights into the aspirations and expectations of the Fountain Hills community regarding its future trajectory. The workgroups will delve into this information, identifying key trends, priorities, and challenges highlighted by the community. Through collaborative deliberation, they will formulate strategies to effectively incorporate these insights into the development of the upcoming Strategic Plan, ensuring alignment with the community's vision and needs. Attachments Presentation Fountain Hills Strategic Planning Advisory Commission 25JUN25 Timeline: 2023 -2027 Implementation Familiarization + Strategic Priorities + Signature Strategies + Supporting Tasks Editing, Socialization, Submission, Approval March 2022 Plan Approval 2023-2024 2022-2023 2024-2025 2025-2026 2026-2027 spac@fountainhillsaz.gov Fountain Hills Strategic Planning Commission Financial Economic ?InfrastructureStrategic Priorities Mission Vision Signature Strategies Supporting Tasks Land Use QOL & Safety Mission: The Town of Fountain Hills’ purpose is to serve the best interests of the community by providing for the safety and well-being of its residents and visitors;respecting its special, small-town character and quality of life;providing superior public services;sustaining the public trust through open and responsive government;and maintaining the stewardship and preservation of its financial and natural resources.To serve and respect and provide trust and stewardship. Vision: Fountain Hills is a distinctive community designed to invigorate the body, mind and spirit, and strives to: Be stewards of this unique enclave, dedicated to preserving the environment and visual aesthetic and to living in balance with the Sonoran Desert; Champion the diversity of experiences our residents bring to our community and rely on this depth of experience to innovatively address our challenges; Be economically sustainable and anchor our vitality in an active, vibrant town core that serves us culturally, socially and economically; and, Be civic-minded and friendly, taking responsibility for our Town’s success by building partnerships and investing our talent and resources. spac@fountainhillsaz.gov Fountain Hills Strategic Planning Commission Economic Development Strategic Priorities Si g n a t u r e S t r a t e g i e s Su p p o r t i n g T a s k s Quality of Life / Safety Finances Infrastructure Mission Vision Land Use / Development Mission: The Town of Fountain Hills’ purpose is to serve the best interests of the community by providing for the safety and well-being of its residents and visitors;respecting its special, small- town character and quality of life;providing superior public services;sustaining the public trust through open and responsive government;and maintaining the stewardship and preservation of its financial and natural resources.To serve and respect and provide trust and stewardship. Vision: Fountain Hills is a distinctive community designed to invigorate the body, mind and spirit, and strives to: Be stewards of this unique enclave, dedicated to preserving the environment and visual aesthetic and to living in balance with the Sonoran Desert; Champion the diversity of experiences our residents bring to our communityand rely on this depth of experience to innovatively address our challenges; Be economically sustainable and anchor our vitality in an active, vibrant town core that serves us culturally, socially and economically; and, Be civic-minded and friendly, taking responsibility for our Town’s success by building partnerships and investing our talent and resources. spac@fountainhillsaz.gov Fountain Hills Strategic Planning Commission Mission Vision Finances Infrastructure Economic Development Quality of Life / Safety Land Use / Development Strategic Priorities Signature Strategies Supporting Tasks 1. 2. 3. 1. 2. 3.1. 2. 3. 1. 2. 3. 1. 2. 3. Fountain Hills Strategic Planning Commission Mission Vision FinancialStrategic Priority Signature Strategies 1. 2. 3. 1. Transparency & Communication o Improve the finance webpage with project timelines and spending updates. o Offer varied methods of engagement (online reports, videos, open houses). o Provide simplified financial reports to increase accessibility. 2. AI & Technology in Finance o Explore AI-driven financial tools for reporting and decision-making. o Consider automation to streamline financial operations. 3. Federal & Grant Funding o Assess how much of the town’s budget depends on federal funding. o Identify opportunities to improve grant management. 4. Soft Assets & IT Budgeting o Evaluate cloud-based financial tools and cost efficiencies. o Ensure data security and ownership. 5. Long-Term Budget Planning o Revisit biennial budgeting for efficiency. o Explore financial strategies that create value for the town, not just reporting. Fountain Hills Strategic Planning Commission Mission Vision EconomicStrategic Priority Signature Strategies 1. 2. 3. Key Takeaways from Fountain Hills Economic Development Discussion: • Rigid zoning regulations deter new businesses due to long approval processes. • A downtown overlay district is being developed to encourage entertainment businesses. • Shea Corridor and Palisades offer opportunities for business growth. • The State Trust Land (2+ square miles) could support a planned community but requires a major investor. • Reputation issue: Fountain Hills is seen as difficult for business approvals. • Multiple property owners in Plat 208 create challenges for coordinated redevelopment. • High housing costs ($1.2M median) limit workforce retention. • Most employers are service-based, limiting economic growth. • Downtown revitalization: Focus on attracting restaurants, retail, and entertainment. • Economic diversification: Potential to attract bioscience, assembly, and tech industries. • Capitalizing on outdoor activities, arts, and Dark Sky initiatives. • Addressing misconceptions about seasonal departures (actual 11-18%). • No property tax limits revenue; sales tax adjustments may be needed. • Strategic business recruitment is critical to balancing growth with community values. • Encouraging development while preserving Fountain Hills’ identity. Fountain Hills Strategic Planning Commission Mission Vision Land UseStrategic Priority Signature Strategies 1. 2. 3.Planning & Zoning: o Move from detailed zoning to broader “character areas” for flexibility. • State Trust Land: o 2+ square miles owned by the State for education funding. o Zoned but undeveloped; development driven by private bidders via State auction. o High cost to develop; prior developer forfeited $25M. • Land Availability: o Mostly built-out town. o 30 acres of vacant commercial land, 0.5 acre of industrial land. o 70 new housing units/year projected. • Mixed-Use & Zoning: o Allowed via special use permit in most commercial zones. o Innovation District proposed to support light industrial/R&D uses. • Economic Reality: o Higher-density and tourism-related projects (e.g., Discovery Center) seen as revenue sources. • Strategic Needs: o Balance residential, commercial, and employment land. o Address housing affordability, aging population, and job creation. o Consider redevelopment of underutilized areas. Fountain Hills Strategic Planning Commission Mission Vision Health Welfare & SafetyStrategic Priority Signature Strategies 1. 2. 3. • Emphasized efforts to improve connectivity between parks through sidewalk projects and potential trail links, while acknowledging challenges using washes due to property disputes and community pushback. • Discussed future park development on town-owned land, including potential parks north of Golden Eagle and in state trust areas, noting the need for public support to overcome resistance and misinformation. • Fountain Hills has about 4 park acres per 1,000 residents, well below the national average of 10.6 acres, prompting a push for more open space and recreational access. • Explored health and wellness strategies, such as outdoor fitness equipment, yoga in parks, and walkable shaded environments to encourage physical activity and preventive health behaviors. • Highlighted gaps in healthy food availability, with a desire for more organic and specialty grocery options like Sprouts & AJ Fine Foods, alongside continued support for food insecurity programs like the local food pantry. • Reviewed the status of public safety services, confirming the successful transition to a town-operated fire department and discussing ongoing sheriff contract management, emergency response costs, and pedestrian safety enhancements. • Acknowledged increasing demand for senior services and dementia care, including resources for caregivers and community programming at the Community Center. • Called for the Strategic Plan to formally prioritize park expansion, walkability, and access, to support quality of life and public health across Fountain Hills. Fountain Hills Strategic Planning Commission Mission Vision InfrastructureStrategic Priority Signature Strategies 1. 2. 3.Water & Sewer: • EPCOR plans to replace a frequently failing water main on Palisades; design is complete, funding pending. • The Sanitary District has no major offsite projects planned; wastewater is recycled for golf courses and limited park use. Gas & Electricity: • Southwest Gas is replacing aging lateral gas lines in Sunridge Canyon. • SRP's infrastructure is generally sound, with isolated underground cable upgrades in progress. Roads & Sidewalks: • Road reconstruction is underway in multiple neighborhoods based on condition assessments. • Sidewalk infill projects are improving pedestrian access, supported by federal grants and local contributions. • New road striping and design changes are improving bike safety and calming traffic. Irrigation & Drainage: • Aging irrigation systems in medians and parks are failing and expensive to repair, with 61,000 feet of mainlines needing attention. • Drainage systems, including dams and washes, are under pressure; maintenance is costly but essential for public safety. Parks & Connectivity: • Walkability and park improvements continue, including projects like Panorama Park and Ashbrook Wash trail access. • Trail connections are being integrated into drainage maintenance plans where feasible. Funding & Capacity Constraints: • Road maintenance backlog remains a major challenge. Long-term, sustainable funding is critical. • State expenditure limits restrict how much the town can spend each year, even when funding is available. • Utility coordination, contractor capacity, and project timelines add complexity to scaling infrastructure efforts. Future Growth & Planning: • Downtown infrastructure is mostly private and in fair condition; no major upgrades needed soon. • State land or external development would require infrastructure expansion but would be developer-funded. • No new municipal buildings are planned, though a fire station may be considered if growth increases in certain areas. ITEM 5. TOWN OF FOUNTAIN HILLS STAFF REPORT Meeting Date: 06/25/2025 Meeting Type: Strategic Planning Advisory Commission-Special Work Session Agenda Type: Submitting Department: Administration Prepared by: Angela Padgett-Espiritu, Executive Assistant, TM/M/TC Staff Contact Information: Request to Strategic Planning Advisory Commission-Special Work Session (Agenda Language): NEXT MEETING DATE: Wednesday, August 27, 2025. Staff Summary (Background)