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NOTICE OF THE SPECIAL AND
REGULAR SESSIONS
OF THE
FOUNTAIN HILLS TOWN COUNCIL
TIME: 5:00 P.M. – SPECIAL SESSION
6:30 P.M. – REGULAR SESSION
WHEN: THURSDAY, SEPTEMBER 1, 2016
WHERE: FOUNTAIN HILLS COUNCIL CHAMBERS
16705 E. AVENUE OF THE FOUNTAINS, FOUNTAIN HILLS, AZ
Councilmembers of the Town of Fountain Hills will attend either in person or by telephone conference call; a quorum of the Town’s
various Commission, Committee or Board members may be in attendance at the Council 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 Town
Council 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 suc h 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.
PROCEDURE FOR ADDRESSING THE COUNCIL
Anyone wishing to speak before the Council must fill out a speaker’s card and submit it to the Town Clerk
prior to Council discussion of that Agenda item. Speaker Cards are located in the Council Chamber
Lobby and near the Clerk’s position on the dais.
Speakers will be called in the order in which the speaker cards were received either by the Clerk or the
Mayor. At that time, speakers should stand and approach the podium. Speakers are asked to state their
name and whether or not they reside in Fountain Hills (do not provide a home address) prior to
commenting and to direct their comments to the Presiding Officer and not to individual Councilmembers.
Speakers’ statements should not be repetitive. If a speaker chooses not to speak when called, the speaker
will be deemed to have waived his or her opportunity to speak on the matter. Speakers may not (i)
reserve a portion of their time for a later time or (ii) transfer any portion of their time to another speaker.
If there is a Public Hearing, please submit the speaker card to speak to that issue during the Public
Hearing.
Individual speakers will be allowed three contiguous minutes to address the Council. Time limits may be
waived by (i) discretion of the Town Manager upon request by the speaker not less than 24 hours prior to
a Meeting, (ii) consensus of the Council at Meeting or (iii) the Mayor either prior to or during a Meeting.
Please be respectful when making your comments. If you do not comply with these rules, you will be
asked to leave.
Mayor Linda M. Kavanagh
Councilmember Dennis Brown Councilmember Henry Leger
Vice Mayor Nick DePorter Councilmember Alan Magazine
Councilmember Cassie Hansen Councilmember Cecil A. Yates
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SPECIAL SESSION AGENDA
CALL TO ORDER – Mayor Linda M. Kavanagh
ROLL CALL – Mayor Linda M. Kavanagh
1. DISCUSSION WITH POSSIBLE DIRECTION TO STAFF regarding the Fountain Lake
WATER QUALITY.
2. ADJOURNMENT.
REGULAR SESSION AGENDA
CALL TO ORDER AND PLEDGE OF ALLEGIANCE – Mayor Linda M. Kavanagh
INVOCATION – Pastor David Taylor, First Baptist Church of Fountain Hills
ROLL CALL – Mayor Linda M. Kavanagh
MAYOR’S REPORT
i) The MAYOR will read a PROCLAMATION declaring September 2016
Grandfamily/Kinship Care Month in the Town of Fountain Hills.
ii) The Mayor will read a PROCLAMATION declaring September 17, 2016 as PLAY
DAY in the Town of Fountain Hills.
SCHEDULED PUBLIC APPEARANCES/PRESENTATIONS
i) Mayor Kavanagh may review RECENT EVENTS attended relating to Economic
Development.
ii) RECOGNITION of retiring Strategic Planning Advisory Commissioner Lina
Bellenir.
iii) PRESENTATION on 2016 LEGISLATION by the League of Arizona Cities and
Towns Deputy Director Tom Belshe and Senior Legislative Associate Dale
Wiebusch.
iv) RECOGNITION of the Town receiving the OUTSTANDING SPORTS PROGRAM
AWARD from the Arizona Parks and Recreation Association for the Town’s
Archery Program.
CALL TO THE PUBLIC
Pursuant to A.R.S. §38-431-01(H), public comment is permitted (not required) on matters not listed on the agenda.
Any such comment (i) must be within the jurisdiction of the Council and (ii) is subject to reasonable time, place, and
manner restrictions. The Council will not discuss or take legal action on matters raised during “Call to the Public”
unless the matters are properly noticed for discussion and legal action. At the conclusion of the call to the public,
individual Councilmembers may (i) respond to criticism, (ii) ask staff to review a matter or (iii) ask that the matter be
placed on a future Council agenda.
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CONSENT AGENDA ITEMS
All items listed on the Consent Agenda are considered to be routine, non-controversial matters and will be enacted by
one motion and one roll call vote of the Council. All motions and subsequent approvals of consent items will include
all recommended staff stipulations unless otherwise stated. There will be no separate discussion of these items unless
a Councilmember or member of the public so requests. If a Councilmember or member of the public wishes to
discuss an item on the consent agenda, he/she may request so prior to the motion to accept the Consent Agenda or
with notification to the Town Manager or Mayor prior to the date of the meeting for which the item was scheduled.
The items will be removed from the Consent Agenda and considered in its normal sequence on the Agenda.
1. CONSIDERATION of approving the TOWN COUNCIL MEETING MINUTES from
August 18, 2016.
2. CONSIDERATION of approving the FIRST AMENDMENT to the Cooperative Purchase
Agreement C2015-164.1, with Vincon Engineering Construction, LLC for curb repair and
sidewalk ramp modifications in the amount of $49,371.34.
3. CONSIDERATION of approving a SPECIAL EVENT LIQUOR LICENSE
APPLICATION for Fountain Events, Inc. (Samuel Coffee) in conjunction with the 2016
Oktoberfest event to be held at Fountain Park, located at 12925 N. Saguaro Boulevard, on
Friday, September 30 and Saturday, October 1, 2016, from 5:00 PM to 11:00 PM.
REGULAR AGENDA
4. CONSIDERATION of appointing four (4) Planning and Zoning Commissioners for two
(2) year terms beginning on October 1, 2016 until September 30, 2018.
5. PUBLIC HEARING to receive comments on a proposed SPECIAL USE PERMIT by
Fearless Kitty Cat Rescue to allow indoor kennels at 16832 E. Avenue of the Fountains,
located in the “C-2” zoning district. Case #SU 2016-03
6. CONSIDERATION of a proposed SPECIAL USE PERMIT by Fearless Kitty Cat Rescue
to allow indoor kennels at 16832 E. Avenue of the Fountains, located in the “C -2” zoning
district. Case #SU 2016-03
7. PUBLIC HEARING for comment on ORDINANCE 16-05, to amend Section 2.07 of the
Fountain Hills Subdivision Ordinance to allow the ADMINISTRATIVE APPROVAL OF
MINOR REPLATS such as lot line adjustments, lot splits and lot joins. Case #Z2016-03
8. CONSIDERATION of ORDINANCE 16-05, to amend Section 2.07 of the Fountain Hills
Subdivision Ordinance to allow the ADMINISTRATIVE APPROVAL OF MINOR
REPLATS such as lot line adjustments, lot splits and lot joins. Case #Z2016-03
9. CONSIDERATION of RESOLUTION 2016-16, approving the FIRST AMENDMENT to
Amended and Restated Final Settlement Agreement between the Town and MCO Properties
Inc., EN LLC and Adero Canyon LLC.
10. PRESENTATION of the TOURISM PROGRAM and CONSIDERATION of a
TOURISM STRATEGIC PLAN for 2016 - 2019.
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11. COUNCIL DISCUSSION/DIRECTION to the Town Manager.
Item(s) listed below are related only to the propriety of (i) placing such item(s) on a future
agenda for action or (ii) directing staff to conduct further research and report back to the
Council:
i.) None.
12. SUMMARY OF COUNCIL REQUESTS and REPORT ON RECENT ACTIVITIES by
the Mayor, Individual Councilmembers, and the Town Manager.
13. ADJOURNMENT.
DATED this 25th day of August, 2016.
Bevelyn J. Bender, Town Clerk
The Town of Fountain Hills endeavors to make all public meetings accessible to persons with disabilities. Please call 480-816-5100
(voice) or 1-800-367-8939 (TDD) 48 hours prior to the meeting to request a reasonable accommodation to participate in this
meeting or to obtain agenda information in large print format. Supporting documentation and staff reports furnished the Council
with this agenda are available for review in the Clerk’s office.
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NOTICE OF THE SPECIAL AND
REGULAR SESSIONS
OF THE
FOUNTAIN HILLS TOWN COUNCIL
TIME: 5:00 P.M. – SPECIAL SESSION
6:30 P.M. – REGULAR SESSION
WHEN: THURSDAY, SEPTEMBER 1, 2016
WHERE: FOUNTAIN HILLS COUNCIL CHAMBERS
16705 E. AVENUE OF THE FOUNTAINS, FOUNTAIN HILLS, AZ
Councilmembers of the Town of Fountain Hills will attend either in person or by telephone conference call; a quorum of the Town’s
various Commission, Committee or Board members may be in attendance at the Council 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 Town
Council 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.
PROCEDURE FOR ADDRESSING THE COUNCIL
Anyone wishing to speak before the Council must fill out a speaker’s card and submit it to the Town Clerk
prior to Council discussion of that Agenda item. Speaker Cards are located in the Council Chamber
Lobby and near the Clerk’s position on the dais.
Speakers will be called in the order in which the speaker cards were received either by the Clerk or the
Mayor. At that time, speakers should stand and approach the podium. Speakers are asked to state their
name and whether or not they reside in Fountain Hills (do not provide a home address) prior to
commenting and to direct their comments to the Presiding Officer and not to individual Councilmembers.
Speakers’ statements should not be repetitive. If a speaker chooses not to speak when called, the speaker
will be deemed to have waived his or her opportunity to speak on the matter. Speakers may not (i)
reserve a portion of their time for a later time or (ii) transfer any portion of their time to another speaker.
If there is a Public Hearing, please submit the speaker card to speak to that issue during the Public
Hearing.
Individual speakers will be allowed three contiguous minutes to address the Council. Time limits may be
waived by (i) discretion of the Town Manager upon request by the speaker not less than 24 hours prior to
a Meeting, (ii) consensus of the Council at Meeting or (iii) the Mayor either prior to or during a Meeting.
Please be respectful when making your comments. If you do not comply with these rules, you will be
asked to leave.
Mayor Linda M. Kavanagh
Councilmember Dennis Brown Councilmember Henry Leger
Vice Mayor Nick DePorter Councilmember Alan Magazine
Councilmember Cassie Hansen Councilmember Cecil A. Yates
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SPECIAL SESSION AGENDA
CALL TO ORDER – Mayor Linda M. Kavanagh
ROLL CALL – Mayor Linda M. Kavanagh
1. DISCUSSION WITH POSSIBLE DIRECTION TO STAFF regarding the Fountain Lake
WATER QUALITY.
2. ADJOURNMENT.
REGULAR SESSION AGENDA
CALL TO ORDER AND PLEDGE OF ALLEGIANCE – Mayor Linda M. Kavanagh
INVOCATION – Pastor David Taylor, First Baptist Church of Fountain Hills
ROLL CALL – Mayor Linda M. Kavanagh
MAYOR’S REPORT
i) The MAYOR will read a PROCLAMATION declaring September 2016
Grandfamily/Kinship Care Month in the Town of Fountain Hills.
ii) The Mayor will read a PROCLAMATION declaring September 17, 2016 as PLAY
DAY in the Town of Fountain Hills.
SCHEDULED PUBLIC APPEARANCES/PRESENTATIONS
i) Mayor Kavanagh may review RECENT EVENTS attended relating to Economic
Development.
ii) RECOGNITION of retiring Strategic Planning Advisory Commissioner Lina
Bellenir.
iii) PRESENTATION on 2016 LEGISLATION by the League of Arizona Cities and
Towns Deputy Director Tom Belshe and Senior Legislative Associate Dale
Wiebusch.
iv) RECOGNITION of the Town receiving the OUTSTANDING SPORTS PROGRAM
AWARD from the Arizona Parks and Recreation Association for the Town’s
Archery Program.
CALL TO THE PUBLIC
Pursuant to A.R.S. §38-431-01(H), public comment is permitted (not required) on matters not listed on the agenda.
Any such comment (i) must be within the jurisdiction of the Council and (ii) is subject to reasonable time, place, and
manner restrictions. The Council will not discuss or take legal action on matters raised during “Call to the Public”
unless the matters are properly noticed for discussion and legal action. At the conclusion of the call to the public,
individual Councilmembers may (i) respond to criticism, (ii) ask staff to review a matter or (iii) ask that the matter be
placed on a future Council agenda.
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CONSENT AGENDA ITEMS
All items listed on the Consent Agenda are considered to be routine, non-controversial matters and will be enacted by
one motion and one roll call vote of the Council. All motions and subsequent approvals of consent items will include
all recommended staff stipulations unless otherwise stated. There will be no separate discussion of these items unless
a Councilmember or member of the public so requests. If a Councilmember or member of the public wishes to
discuss an item on the consent agenda, he/she may request so prior to the motion to accept the Consent Agenda or
with notification to the Town Manager or Mayor prior to the date of the meeting for which the item was scheduled.
The items will be removed from the Consent Agenda and considered in its normal sequence on the Agenda.
1. CONSIDERATION of approving the TOWN COUNCIL MEETING MINUTES from
August 18, 2016.
2. CONSIDERATION of approving the FIRST AMENDMENT to the Cooperative Purchase
Agreement C2015-164.1, with Vincon Engineering Construction, LLC for curb repair and
sidewalk ramp modifications in the amount of $49,371.34.
3. CONSIDERATION of approving a SPECIAL EVENT LIQUOR LICENSE
APPLICATION for Fountain Events, Inc. (Samuel Coffee) in conjunction with the 2016
Oktoberfest event to be held at Fountain Park, located at 12925 N. Saguaro Boulevard, on
Friday, September 30 and Saturday, October 1, 2016, from 5:00 PM to 11:00 PM.
REGULAR AGENDA
4. CONSIDERATION of appointing four (4) Planning and Zoning Commissioners for two
(2) year terms beginning on October 1, 2016 until September 30, 2018.
5. PUBLIC HEARING to receive comments on a proposed SPECIAL USE PERMIT by
Fearless Kitty Cat Rescue to allow indoor kennels at 16832 E. Avenue of the Fountains,
located in the “C-2” zoning district. Case #SU 2016-03
6. CONSIDERATION of a proposed SPECIAL USE PERMIT by Fearless Kitty Cat Rescue
to allow indoor kennels at 16832 E. Avenue of the Fountains, located in the “C-2” zoning
district. Case #SU 2016-03
7. PUBLIC HEARING for comment on ORDINANCE 16-05, to amend Section 2.07 of the
Fountain Hills Subdivision Ordinance to allow the ADMINISTRATIVE APPROVAL OF
MINOR REPLATS such as lot line adjustments, lot splits and lot joins. Case #Z2016-03
8. CONSIDERATION of ORDINANCE 16-05, to amend Section 2.07 of the Fountain Hills
Subdivision Ordinance to allow the ADMINISTRATIVE APPROVAL OF MINOR
REPLATS such as lot line adjustments, lot splits and lot joins. Case #Z2016-03
9. CONSIDERATION of RESOLUTION 2016-16, approving the FIRST AMENDMENT to
Amended and Restated Final Settlement Agreement between the Town and MCO Properties
Inc., EN LLC and Adero Canyon LLC.
10. PRESENTATION of the TOURISM PROGRAM and CONSIDERATION of a
TOURISM STRATEGIC PLAN for 2016 - 2019.
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11. COUNCIL DISCUSSION/DIRECTION to the Town Manager.
Item(s) listed below are related only to the propriety of (i) placing such item(s) on a future
agenda for action or (ii) directing staff to conduct further research and report back to the
Council:
i.) None.
12. SUMMARY OF COUNCIL REQUESTS and REPORT ON RECENT ACTIVITIES by
the Mayor, Individual Councilmembers, and the Town Manager.
13. ADJOURNMENT.
DATED this 25th day of August, 2016.
Bevelyn J. Bender, Town Clerk
The Town of Fountain Hills endeavors to make all public meetings accessible to persons with disabilities. Please call 480-816-5100
(voice) or 1-800-367-8939 (TDD) 48 hours prior to the meeting to request a reasonable accommodation to participate in this
meeting or to obtain agenda information in large print format. Supporting documentation and staff reports furnished the Council
with this agenda are available for review in the Clerk’s office.
TOWN OF FOUNTAIN HILLS
TOWN COUNCIL
AGENDA ACTION FORM
Meeting Date:9/1/2016 Meeting Type:Special Session
Agenda Type:Regular Submitting Department:Community Services
Staff Contact Information:Mark Mayer -mmayer@fh.az.gov
Strategic Planning Goal:Not Applicable (NA)Operational Priority:Not Applicable (NA)
REQUEST TO COUNCIL (Agenda Language):DISCUSSION WITH POSSIBLE DIRECTION TO STAFF regarding the
Fountain Lake WATER QUALITY,
Applicant:n/a
Applicant Contact Information:n/a
Owner:Town of Fountain Hills
Owner Contact Information:n/a
Property Location:Fountain Park
Related Ordinance,Policy or Guiding Principle:N/A
Staff Summary (background):A number of months ago the Town was approached by Mr.Ron Huber, the
District Manager of the Sanitary Districtwith an offer to take effluent water directly from their treatment plan for
irrigation purposes rather than from the lake. The water from the treatment plant would be of a much higher
quality and is used by almost all of the local golf courses for turf irrigation purposes.
Staff contacted Gaylon Coates,with Coates Irrigation, to see how this might be accomplished and what the
potential cost might be. A copy of Mr.Coate's report is attached.The park staff is using approximately twice ,
the water this year than used inthe past. Unfortunatley,Mr.Coates original estimate ofthe cost was based on
the smaller use figure so we will be asking him to provide a revised report.
Secondly, the staff contacted Dr.Rick Amalfi,with Aquatic Consulting,Inc.to see what harmful effects would
potentiallyoccur to the water that remained inthe lake withalmost no turnover since itwould no longer be
used for irrigation purposes.The only water loss inthe lake would then be by evaporation only.In addition,
we asked him to determine what means could be used to treat the lake after the conversion and what that cost
might be. Dr. Amalfi's report is also attached.
Staff also contacted Mr.Patrick Kelly,P.E. with Quantum Integrated Solutions to look at the fountain control
system forpossible upgrades with newtechnologyto help better manage the lake and itswater quality.The
Sanitary District uses this firm fortheircontrolsat theirtreatment plant.Mr.Kelly also brought in Mr.Kevin
Baker, Senior Electical Engineer from Keller Electricto lookat the current condition ofthe pumps controls and
if a VFR,variablefrequency drive,would have a potential beneficialapplication to our system. Copies of
proposals from both firms and prices are attached.
Page 1 of 2
Impact on Irrigation Operations
and Fountain Lake Water Quality
Aquatic Consulting &
Testing, Inc.
IRRIGATION PRACTICES
PAST
Reclaimed wastewater (from Sanitary
District) added to Fountain Lake.
Lake water delivered to irrigation
system for golf courses and
Fountain Park turf and ornamental
watering.
THE PROBLEM
Reclaimed water contains high concentrations of nitrogen
and phosphorus that stimulates algae growth and
development of nuisance organisms (productive lake).
Lake water evaporates and concentrates chemicals and
biological agents that cause the following problems:
Salinity and ion toxicity to plants.
Scaling due to high calcium content.
Biological fouling (plugging).
IRRIGATION ISSUES
THE SOLUTION
PRESENT
Wastewater system upgrade to Advanced Wastewater
Treatment (AWT ).
Reclaimed wastewater delivered directly to major users
(golf courses).
Lake water delivered to park irrigation system only for turf
and ornamental watering.
Reclaimed wastewater (AWT effluent) fills lake to replace
evaporative and irrigation losses.
LAKE WATER VERSUS
DIRECT REUSE FOR IRRIGATION
Parameter AWT Effluent Fountain Lake
Infiltration No restriction No restriction
Calcium (mg/L) 85 201
Tot. dissolved solids 1200 3310
pH 7.7 9.0
Stability Slightly scaling Moderately scaling
Sodium 240 610
Chloride 350 1120
Biology Minor (limited fouling) Significant and diverse
(high fouling potential)
IMPACT OF DIRECT REUSE ON LAKE
WATER QUALITY
Although the AWT effluent provides higher quality
water than in the past, in terms of minerals, solids, and
organic matter, it still contains significant amounts of
algae and aquatic plant nutrients.
Problems associated with a productive lake will continue.
Parameter Needed by algae Provided by AWT
Phosphorus, mg/L 0.03 3.1
Nitrogen, mg/L 0.30 2.7
IMPACT OF DIRECT REUSE ON LAKE
WATER QUALITY
Because less water will be removed from the lake for
irrigation:
Detention time will increase and water stagnation more
likely.
Nutrients (nitrogen and phosphorus) and minerals may
increase as evaporation losses outweigh withdrawal losses.
Algae blooms may become more frequent.
Accumulation of organic sludge on lake bottom will
accelerate.
Odor formation may increase as a result of additional
biomass.
MITIGATION MEASURES
Mechanical aeration, circulation, and possibly oxygenation.
Use of algaecides, flocculants, and oxidizers.
Copper – algaecide
Alum – phosphate binder
Peroxide – algaecide and odor oxidant
Use of lake dyes to slow photosynthesis and algae growth.
Maintaining “utility” fish populations for weed and insect
management.
MECHANICAL AERATION AND
CIRCULATION
BENEFITS OF MECHANICAL
CIRCULATION / AERATION
Provides oxygen for decomposition of organic matter that accumulates at the lake bottom.
Prevents formation of oxygen-poor cold water zones in the deeper portion of the lake.
Volatilizes and oxidizes toxic gases as ammonia and sulfides that are produced and released from the lake sediment.
Produces an aerobic water column over the sediment that prevents the conversion and release of phosphates (prevents nutrient cycling).
Prevents surface blooms of algae by constantly vertically mixing the water column.
Reduces the likelihood of fish kills associated with lake turnover and biological oxygen demand.
Increases oxidation of organic molecules, leading to reduction of off-odors.
President - Coates Irrigation Consultants, Inc.
Gaylon Coates
(480) 481-0682 | gaylon@coatesirrigation.com
Background
•Coates Irrigation Consultants, Inc. founded in 1978
•10,000+ Projects in Arizona and many other states
•International Projects
•Qatar
•South Africa
•Mexico
•Bali
•Peru
•Guam
•Golf, Commercial, Education, Residential, Municipal, Major Sports
Above Ground
Steel Storage
Tank
(typical)
Above Ground Steel Storage Tank
•Ultra-filtered water
•77 feet in diameter x 24 feet tall
•Placed within the fence area adjacent to existing pump
•New centrifugal-type booster pumping station with filtration required
•460-volt, three-phase electrical power required
Above Ground Steel Storage Tank Est. Costs
•Above-grade steel tank $530,000
•Site grading $40,000
•New centrifugal pump station $175,000
•Concrete slab & enclosure $50,000
•New booster pump $60,000
•Pipe from AWTP to tank $20,000
•Pipe from storage to pump $25,000
•Isolation valves, misc. fittings, etc. $30,000
•TOTAL $930,000
Below Grade Concrete Storage Vault
(typical)
Below Grade Concrete Storage Vault
•Gravity-fed water storage vault
•Can be located underneath parking or turf areas
•Existing pump station may be able to be re-used
•Shafts would need to be extended 8 feet
•73 feet square x 20 feet deep
•460-volt, three-phase electrical power required
Below Grade Concrete Storage Vault Est. Costs
•Below-grade concrete vault $1,140,000
•Refurbished existing pump station $50,000
•Concrete slab & enclosure for pump station $50,000
•Pipe from AWTP to new storage vault $20,000
•Pipe from storage to pump to irrigation $25,000
•Isolation valves, misc. fittings, etc. $30,000
•TOTAL $1,315,000
Underground Fiberglass Storage Tanks
Underground Fiberglass Storage Tanks
•Cost-effective solution to water storage
•Sixteen 50,000-gallon tanks side-by-side and interconnected
•Existing refurbished pump station could be utilized
•70 feet x 270 feet
•460-volt, three-phase electrical power required
Underground Fiberglass Storage Tanks Est. Costs
•Below-grade fiberglass tanks $960,000
•Refurbished existing pump station $50,000
•Concrete slab, enclosure for pump $ 50,000
•Pipe from AWTP to new storage tank $30,000
•Pipe from storage to pump to irrigation $25,000
•Isolation valves, misc. fittings, etc. $30,000
•TOTAL $ 1,145,000
Isolation of the Existing
Lake Pump Bay
Isolation of the Existing Lake Pump Bay
•The pump bay is not large enough to be viable.
•We recommend that the existing irrigation pump station be left in its
current location.
Summary
•Above Ground Steel Storage Tank
•Below Grade Concrete Storage Vault
•Underground Fiberglass Storage Tanks
•Isolation of the Existing Lake Pump Bay
Introduction
•Patrick Kelly, P.E. - Electrical Engineer
•Company: Quantum
•Location: Tempe
•Electrical Engineering Firm
•Industrial Automation & Process Control
•Industries
•Mining
•Water/Wastewater
•Semiconductor
•Energy
•Factory Automation
•Oil/Gas
Existing
Fountain Control
System Issues
•Old equipment
•Not Electrical Code Compliant
•Limited Capability for Fountain
Controls
•Similar to Sprinkler Timer
•No User Interface
•Only Local Control
•Not Easy to Adjust Schedule
•No Option for Single Pump
•Mechanical Weather/Wind Station
with Interlock Only
•No Documentation
Proposed New
Control System
•Modern Industrial Process Controller
•7” Color Touchscreen Interface
•Custom Software for Control
Flexibility
•Adjustable Time
•Adjustable Wind
•Single Pump Option
•Solid State Weather/Wind Station
•Full Drawing & Documentation
Package
•Retrofit in Existing Enclosure
•Secure, Remote Capability via Cellular
Connection
•Detailed Proposal in Packet
•Budget of Approximately ~$50k
•Optional Services:
•Big Screen TV Monitor for Town Hall
•Real Time Status of Fountain and Wind Parameters
•Energy Savings Calculator
•Optionally Could Also Be Displayed on Town Webpage
•Controls Integration of Additional Projects (Blowers, Irrigation, Effluent Inflow, etc)
Remote Status
Display
Questions
Fountain Lake Water Quality
September 1, 2016
Keller Electrical Industries
Industry leader in industrial motor repair and service,
custom motor control manufacturing and electrical
contracting and construction.
Established Business serving Arizona, California, Nevada & New
Mexico since 1982
EASA Member Repair Facility – AC & DC Motors, generators
transformers, Vibration Analysis, Machining & Welding
Custom Control Manufacturer and System Integrator, Variable
Frequency Drives, High Voltage Switchgear & PLCs
UL 508 Certified Plants
Electrical Contracting & Technical Services
EASA Repair Facility
•105,000 square foot UL Certified facility providing
comprehensive repair capabilities
•Experienced and knowledgeable technicians
•AC & DC Motors, generators, transformers, pumps,
starters, Dynamic Balancing, Vibration Analysis,
Machining and Welding
•Stocking Distributor for US Motors, Toshiba, TECO
Westinghouse, Tatung, Marathon and Leeson
Custom Control Division
UL 508A Certified Fabrication Plant
System Integration, Motor Controls Centers, Variable
Frequency Drives, High Voltage Switchgear, PLCs
and Vacuum Contactors
Distributors/OEM’s for Siemens, EATON/Cutler
Hammer, Fuji, GE Multilin & Toshiba controls
(VFDs and PLCs), TECO-Westinghouse
The Fountain currently uses two or three 600Hp motors running at full speed.
On two motors the fountain height is approximately 300 feet. On holidays and
special occasions, all three motors run, pushing the fountain to 560 feet.
The system dates back to 1970, and the switchgear that controls the motors is
showing its age. Reliability and parts availability may become problematic.
In addition, operation of the pumping system is quite expensive. Keller Electrical was
provided a spreadsheet indicating that the daily average cost of running was
approximately $400, over $148,000 per year.
Keller Electrical was contacted to address the possibility of replacing the
existing switchgear with Variable Frequency Drive equipment with an eye
towards greater efficiency and cost savings.
•Variable Frequency Drives are used to control the speed, flow and head
pressure of pumping systems.
•The Fountain Hills application currently only controls flow and head by
controlling the number of pumps running.
•Two pumps running at full rated power provide a 300’ fountain.
•Three pumps running at full rated power provide a 560’ fountain.
•To reduce power consumption, the pumps must be slowed, and the fountain
height will be reduced.
•To provide the most economical option with the greatest reliability, KEI
recommends one 1250Hp VFD and a switchgear lineup that will allow the
drive to control two motors at a time.
•When all three pumps are desired, a reduced-voltage starter will control the
third pump
This arrangement allows any one pump to be taken out of service while the
other two are operated by the VFD. If all three are available and needed,
pumps 1 & 2 will be run from the VFD and pump 3 from the starter.
But what about power savings?
•The reason VFDs are so popular in pumping applications is due to the fact
that by controlling the pump speed, pump power consumption can be
greatly reduced
•The “Affinity Laws” describe an ideal system where flow is proportional to
pump speed, pressure is proportional to pump speed squared, and power is
proportional to pump speed cubed. Thus a small reduction in speed results
in a large reduction in power consumption.
•By running two pumps at 90% speed, the height of the fountain will be
reduced to approximately 80%, or 240’. Power, however will be reduced to
approximately 73% - instead of $400/day, the power bill would be less than
$300/day, for a net savings of more than $40,000 per year.
•Further reduction in flow will result in significantly larger power savings.
Additional Advantages
•Currently, if the wind speed in the area exceeds a threshold, the pumps will
be shut down or inhibited from running during that hour of operation. In
conjunction with the new control system, the pumps can be slowed down to
reduce the dispersion of the fountain due to wind, while keeping the system
running at at least some capacity. As the fountain is part of the water
quality control system, this should be advantageous.
•Using a VFD, the motors can be started gently without drawing high current
as with the existing motor controls. In addition to the other advantages of
VFD operation, you may be able to negotiate a better power rate with SRP.
•SRP may offer incentives for VFD operation to help offset the cost of
equipment and installation.
Questions?
Coates Irrigation Consultants, Inc.
1420 North Greenfield Road | Suite 103 | Gilbert, Arizona 85234
Phone 480-481-0682 | Fax 480-481-0939
October 26, 2015
Revised August 26, 2016
Mr. Mark Mayer
TOWN OF FOUNTAIN HILLS
COMMUNITY SERVICES DEPARTMENT
16705 East Avenue of the Fountains
Fountain Hills, Arizona 85268
Re: FOUNTAIN PARK – Irrigation Feasibility Study Report
Dear Mark:
This report is a summary of the process regarding the Fountain Park Project
located in Fountain Hills, Arizona. The scope of work was to coordinate
and study the possibility of using a more direct supply from the Fountain
Hills Sanitary District’s pipeline, rather than pumping from the lake. This
report has been revised from the original to account for higher daily
irrigation demand as reported by Kevin Snipes of the parks department.
I. IRRIGATION FEASIBILITY STUDY
The Irrigation Feasibility Study was accomplished following research
and coordination with the Fountain Hills Sanitary District. We met
with Ron Huber and Clark Moskop of the District, and discussed the
existing facilities and possibilities for modifying the Fountain Park
irrigation water source. We also visited the pump station site.
The current irrigation system supply is directly from Fountain Lake.
The existing pump station is a vertical turbine type inside the existing
pump room, with shafts that hang into the water. The capacity is
1800 gpm at 105 psi discharge pressure. Filtration is included at the
pump station.
Fountain Park Irrigation Feasibility Study Report
2 of 8
Our revised study of the existing irrigation system resulted in the
following, and as shown on the accompanying spreadsheets:
For approximately 36.5 acres of landscaping (mostly turf):
408.82 acre-feet per year
1,055 gpm minimum peak night
660,910 gallons per peak night
We recommend 800,000 gallons of irrigation storage, since it is
impossible to pump water to the bottom of any type of tank.
According to our conversations with the Sanitary District, the most
feasible situation is to utilize the “Ultra-filtered” water from the
Advanced Water Treatment Plant (AWTP) immediately southwest of
Fountain Park. This water is much “cleaner” than the water in the
lake, and will benefit the turf and landscaping. This water is
available on a 24/7 basis, but Ron and Clark were quick to point out
that one days’ irrigation storage will be required for the new water
source.
The AWTP receives both reclaimed effluent, and recovery water
from wells, and treats it at the AWTP location. Water is available in
a 10” pipeline at about 1250 gpm. There is also a 15” overflow
pipeline that gravity feeds into Fountain Lake at about 1150 gpm.
Ron reported that approximately 2 psi is available in the pipeline
when it enters the pump bay at Fountain Lake.
The storage requirement allows the most flexibility, but also offers
the challenge of locating the storage facilities. Siting is addressed
later in the report. The flexibility benefit is that sufficient water will be
in storage for a night’s irrigation cycle, in the event the plant can’t
supply enough water on a given day. At the rate of flow from the
AWTP (1250 gpm), 800,000 gallons would be transferred into storage
in approximately 10.7 hours during the daytime, allowing the
irrigation storage to be full when the cycle begins each evening.
It appears that the alternative water source is feasible, as long as
siting details can be accommodated.
II. RECOMMENDATIONS
The existing pump station is located on the southwest side of the
lake, at the building where the Fountain Pumps are located. The
existing irrigation mainline begins at that location, and it is crucial to
connect the new water source at that location in order to avoid
major pipe cost. On our site visit, we observed the existing pump
Fountain Park Irrigation Feasibility Study Report
3 of 8
station. Its condition appears to be adequate; some refurbishment
is likely required, especially to the shafts and pump bowls in the
water, for it to be utilized for any of the options below.
It would be most beneficial if the irrigation storage facility could be
located near the existing pump station, but this will take field
investigation and coordination. Following are four options:
A. Above-ground steel storage tank:
Ultra-filtered water from the AWTP would be pumped into a steel
tank located on grade. A booster pump will be required to boost
the AWTP water (2 psi) to spill over into the top of the tank, due to
the height of the tank in relation to the elevation at the treatment
plant. Water would enter at the top of the tank using the “airgap”
method from a pipeline above water level.
In order to store 800,000 gallons of water, the tank size
recommended is 77 feet in diameter by 24 feet tall. This type of
tank is common across the valley. It may be possible to place this
type of tank within the fenced-in area adjacent to the existing
pump house in a re-designed and re-graded area immediately to
the southwest of the existing pump building.
A new, horizontal centrifugal-type irrigation booster pumping station
with filtration would be required. It would not be possible to use the
existing pump station for this concept. 460-volt, three-phase
electrical power must be provided at the pump station.
B. Below grade concrete storage vault:
Using a storage facility that is below grade affords the possibility of
providing gravity-fed water into the storage vault. Elevations would
need to be studied when the plans are engineered if this method
were chosen. It also allows the potential to locate the storage vault
underneath parking or turf areas.
One other advantage to using a submerged vault is that the
existing vertical turbine pump station may be able to be re-used for
the irrigation system. A certain amount of refurbishment would be
required since the pump station is 8 years old, but potentially the
shafts would penetrate into a concrete storage vault in a similar
manner its current condition at the lake. The shafts would need to
be extended about 8 feet in order to pump deeper into the vault.
Fountain Park Irrigation Feasibility Study Report
4 of 8
The size of a concrete vault is recommended as 73 feet
square by 20 feet deep. It appears that the most feasible locations
for a vault of this size are within the pump enclosure as described
above for the steel tank; the existing turf or parking areas just west
of the existing pump building; or the existing turf areas east of the
pump building. The vault would be buried below grade, and a
concrete slab located where the pump station would be placed.
The design would then include re-placing the turf, landscaping, or
parking on top of the facility. 460-volt, three-phase electrical power
must be provided at the pump station.
C. Underground fiberglass storage tanks:
Similar to “B,” fiberglass tanks have been used effectively as cost-
effective solutions to water storage. A series of sixteen 50,000-gallon
tanks could be placed side-by-side and interconnected. The
design would include the water supply into one tank at one end,
and the pump station in the furthest tank from the source to draw
water through and keep it as clean as possible. The existing
refurbished vertical turbine pump station could be utilized with the
shafts and pumps submerged in the water of the storage tanks.
This solution requires an underground space of about 70 feet by 270
feet. The most logical location would be the turf or parking areas to
the west of the current pump building, or possibly the turf area east
of the pump building. 460-volt, three-phase electrical power must
be provided at the pump station.
D. Isolation of the existing lake pump bay:
Due to the most recent irrigation demand information, the pump
bay is not large enough for this concept to be viable.
We recommend that the existing irrigation pump station be left in its
current location, with pipe and valves connected to the irrigation
system in the event it needs to be used for emergency irrigation.
Coordination with Town personnel will be required regarding the
best location for the alternate water source storage and pumping
location.
Fountain Park Irrigation Feasibility Study Report
5 of 8
III. COST ESTIMATES
Following are estimates for each of the three concepts
recommended above (excluding design, permits, or electrical
power installation cost):
A. Above-ground steel storage tank:
This concept is the most feasible. Following are estimated costs:
Above-grade steel reinforced tank (800,000-gal.): $ 530,000
Site grading: 40,000
New centrifugal irrig pump station (1800 gpm @ 105 psi): 175,000
Concrete slab, enclosure for pump station: 50,000
New booster pump station to tank (1250 gpm @ 20 psi): 60,000
Pipe from AWTP to new storage tank: 20,000
Pipe from storage to pump, and to irrigation system: 25,000
Isolation valves, misc. fittings, contingency: 30,000
Total: $ 930,000
B. Below grade concrete storage vault:
This concept is feasible. Following are estimated costs:
Below-grade reinforced concrete vault (800,000-gal.): $ 1,140,000
Refurbished existing pump station (1800 gpm @ 105 psi): 50,000
Concrete slab, enclosure for pump station: 50,000
Pipe from AWTP to new storage vault: 20,000
Pipe from storage to pump, and to irrigation system: 25,000
Isolation valves, misc. fittings, contingency: 30,000
Total: $ 1,315,000
C. Underground fiberglass storage tanks:
This concept is feasible. Following are estimated costs:
Below-grade fiberglass tanks (16 @ 50,000-gal.): $ 960,000
Refurbished existing pump station (1800 gpm @ 105 psi): 50,000
Concrete slab, enclosure for pump station: 50,000
Fountain Park Irrigation Feasibility Study Report
6 of 8
Pipe from AWTP to new storage tank: 30,000
Pipe from storage to pump, and to irrigation system: 25,000
Isolation valves, misc. fittings, contingency: 30,000
Total: $ 1,145,000
D. Isolation of the existing lake pump bay:
This concept is not feasible due to space limitations since the peak
daily irrigation demand is higher than originally reported.
Thank you for the opportunity to assist you. If you have any questions
regarding any part of the Report, feel free to call us.
Sincerely,
GAYLON L. COATES
President
COATES IRRIGATION CONSULTANTS INC.
Fountain Park Irrigation Feasibility Study Report
7 of 8
Fountain Park Irrigation Feasibility Study Report
8 of 8
Coates Irrigation Consultants, Inc.
1420 North Greenfield Road | Suite 103 | Gilbert, Arizona 85234
Phone 480-481-0682 | Fax 480-481-0939
October 26, 2015
Mr. Mark Mayer
TOWN OF FOUNTAIN HILLS
COMMUNITY SERVICES DEPARTMENT
16705 East Avenue of the Fountains
Fountain Hills, Arizona 85268
Re: FOUNTAIN PARK – Irrigation Feasibility Study Report
Dear Mark:
This report is a summary of the process regarding the Fountain Park Project
located in Fountain Hills, Arizona. The scope of work was to coordinate
and study the possibility of using a more direct supply from the Fountain
Hills Sanitary District’s pipeline, rather than pumping from the lake.
I. IRRIGATION FEASIBILITY STUDY
The Irrigation Feasibility Study was accomplished following research
and coordination with the Fountain Hills Sanitary District. We met
with Ron Huber and Clark Moskop of the District, and discussed the
existing facilities and possibilities for modifying the Fountain Park
irrigation water source. We also visited the pump station site.
The current irrigation system supply is directly from Fountain Lake.
The existing pump station is a vertical turbine type inside the existing
pump room, with shafts that hang into the water. The capacity is
1800 gpm at 105 psi discharge pressure. Filtration is included at the
pump station.
Our study of the existing irrigation system resulted in the following,
and as shown on the accompanying spreadsheets:
Fountain Park Irrigation Feasibility Study Report
2 of 9
For approximately 36.5 acres of landscaping (mostly turf):
196.04 acre-feet per year
1,055 gpm minimum peak night
316,931 gallons per peak night
We recommend 400,000 gallons of irrigation storage, since it is
impossible to pump water to the bottom of any type of tank.
According to our conversations with the Sanitary District, the most
feasible situation is to utilize the “Ultra-filtered” water from the
Advanced Water Treatment Plant (AWTP) immediately southwest of
Fountain Park. This water is much “cleaner” than the water in the
lake, and will benefit the turf and landscaping. This water is
available on a 24/7 basis, but Ron and Clark were quick to point out
that one days’ irrigation storage will be required for the new water
source.
The AWTP receives both reclaimed effluent, and recovery water
from wells, and treats it at the AWTP location. Water is available in
a 10” pipeline at about 1250 gpm. There is also a 15” overflow
pipeline that gravity feeds into Fountain Lake at about 1150 gpm.
The storage requirement allows the most flexibility, but also offers
the challenge of locating the storage facilities. Siting is addressed
later in the report. The flexibility benefit is that sufficient water will be
in storage for a night’s irrigation cycle, in the event the plant can’t
supply enough water on a given day. At the rate of flow from the
AWTP (1250 gpm), 400,000 gallons would be transferred into storage
in approximately 5.3 hours during the daytime, allowing the
irrigation storage to be full when the cycle begins each evening.
It appears that the alternative water source is feasible, as long as
siting details can be accommodated.
II. RECOMMENDATIONS
The existing pump station is located on the southwest side of the
lake, at the building where the Fountain Pumps are located. The
existing irrigation mainline begins at that location, and it is crucial to
connect the new water source at that location in order to avoid
major pipe cost. On our site visit, we observed the existing pump
station. Its condition appears to be adequate; some refurbishment
is likely required, especially to the shafts and pump bowls in the
water, for it to be utilized for any of the options below.
Fountain Park Irrigation Feasibility Study Report
3 of 9
It would be most beneficial if the irrigation storage facility could be
located near the existing pump station, but this will take field
investigation and coordination. Following are four options:
A. Above-ground steel storage tank:
Ultra-filtered water from the AWTP would be pumped into a steel
tank located on grade. Pumping would be minimal, but required
due to the height of the tank in relation to the elevation at the
treatment plant. Water would enter at the top of the tank using the
“airgap” method from a pipeline above water level.
In order to store 400,000 gallons of water, the tank size
recommended is 70 feet in diameter by 15 feet tall. This type of
tank is common across the valley. It may be possible to place this
type of tank within the fenced-in area adjacent to the existing
pump house, to the north of the pump enclosure along the lake, or
in a re-designed area immediately to the west.
A new, horizontal centrifugal-type booster pumping station with
filtration would be required. It would not be possible to use the
existing pump station for this concept. 460-volt, three-phase
electrical power must be provided at the pump station.
B. Below grade concrete storage tank:
Using a storage facility that is below grade affords the possibility of
providing gravity-fed water into the storage tank. Elevations would
need to be studied when the plans are engineered if this method
were chosen. It also allows the potential to locate the storage tank
underneath parking or turf areas.
One other advantage to using a submerged tank is that the existing
vertical turbine pump station may be able to be re-used for the
irrigation system. A certain amount of refurbishment would be
required since the pump station is 8 years old, but potentially the
shafts would penetrate into a concrete storage vault in a similar
manner its current condition at the lake.
The size of a concrete tank is recommended as 60 feet
square by 15 feet deep. It appears that the most feasible locations
for a tank of this size are the existing turf or parking areas just west of
the existing pump building, or the existing turf areas east of the
pump building. The tank would be buried below grade, and a
concrete slab located where the pump station would be placed.
Fountain Park Irrigation Feasibility Study Report
4 of 9
The design would then include re-pl acing the turf, landscaping, or
parking on top of the facility. 460-volt, three-phase electrical power
must be provided at the pump station.
C. Underground fiberglass storage tanks:
Similar to “B,” fiberglass tanks have been used effectively as cost-
effective solutions to water storage. A series of eight 50,000-gallon
tanks could be placed side-by-side and interconnected. The
design would include the water supply into one tank at one end,
and the pump station in the furthest tank from the source to draw
water through and keep it as clean as possible. The existing vertical
turbine pump station could be utilized with the shafts and pumps
submerged in the water of the storage tanks.
This solution requires an underground space of about 70 feet by 135
feet. The most logical location would be the turf or parking areas to
the west of the current pump building, or possibly the turf area east
of the pump building. 460-volt, three-phase electrical power must
be provided at the pump station.
D. Isolation of the existing lake pump bay:
During our site visit another possibility arose. If the existing pump
bay west of the pump building could be isolated from the lake itself
by a dike or dam, the bay could be utilized as the storage for the
ultra-filtered water and pump supply.
There are several benefits of this concept:
The existing irrigation pump station could be utilized in
its current location
Electrical power to the pump station would not change
The current irrigation piping would remain unchanged
A separate storage facility would not need to be built
Supply pipes from the AWTP are existing to the pump
bay
It appears that the pump bay contains almost 400,000
gallons of water with its current dimensions (80’ x 60’ x
11’ deep = 395,000 gallons)
This concept has merit for all of the above reasons, but one
drawback. The Fountain Pumps also operate out of the body of
Fountain Park Irrigation Feasibility Study Report
5 of 9
water in the pump bay. These pumps must be scheduled to
operate at a separate time from the irrigation pump station. The
good news is that irrigation occurs at night, and the fountain
generally runs during the daytime; so this is viable.
In order for this concept to be constructed, the lake would need to
be drawn down to a level to isolate the inlet to the pump bay.
Please refer to the accompanying aerial view. The white line is the
approximate recommended dam location. This area would need
to be dry enough to add earth, install a liner, and concrete slurry
the dam. The dam would need to be higher than the high water
level of the lake, with an overflow from the pump bay into the lake
if the bay were to over-fill. All of this would need to be engineered,
but the concept appears to be feasible.
Coordination with Town personnel will be required regarding the
best location for the alternate water source storage and pumping
location.
III. COST ESTIMATES
Following are estimates for each of the three concepts
recommended above:
A. Above-ground steel storage tank:
This concept is not recommended, but we studied it as a possibility.
Following are estimated costs:
Above-grade steel reinforced tank (400,000-gal.): $ 350,000
New centrifugal pump station (1800 gpm @ 105 psi): 175,000
Concrete slab, enclosure for pump station: 50,000
Booster pump to supply water into tank: 40,000
Pipe from AWTP to new storage tank: 20,000
Pipe from storage to pump, and to irrigation system: 10,000
Isolation valves, misc. fittings, contingency: 10,000
Total: $ 655,000
B. Below grade concrete storage tank:
This concept is feasible. Following are estimated costs:
Fountain Park Irrigation Feasibility Study Report
6 of 9
Below-grade reinforced concrete tank (400,000-gal.): $ 500,000
Refurbished existing pump station (1800 gpm @ 105 psi): 50,000
Concrete slab, enclosure for pump station: 50,000
Pipe from AWTP to new storage tank: 20,000
Pipe from storage to pump, and to irrigation system: 10,000
Isolation valves, misc. fittings, contingency: 10,000
Total: $ 640,000
C. Underground fiberglass storage tanks:
This concept is feasible. Following are estimated costs:
Below-grade fiberglass tanks (8 @ 500,000-gal.): $ 450,000
Refurbished existing pump station (1800 gpm @ 105 psi): 50,000
Concrete slab, enclosure for pump station: 50,000
Pipe from AWTP to new storage tank: 20,000
Pipe from storage to pump, and to irrigation system: 10,000
Isolation valves, misc. fittings, contingency: 10,000
Total: $ 590,000
D. Isolation of the existing lake pump bay:
This concept is feasible. Following are estimated costs:
Earth/concrete dam at pump bay (25’ long/12’ high): $ 250,000
Refurbished existing pump station (1800 gpm @ 105 psi): 50,000
Contingency: 5,000
Total: $ 305,000
Thank you for the opportunity to assist you. If you have any questions
regarding any part of the Report, feel free to call us.
Sincerely,
GAYLON L. COATES
President
COATES IRRIGATION CONSULTANTS INC.
Fountain Park Irrigation Feasibility Study Report
7 of 9
Fountain Park Irrigation Feasibility Study Report
8 of 9
Fountain Park Irrigation Feasibility Study Report
9 of 9
Quantum Integrated Solutions, Inc 2141 E Broadway Rd, Suite 217
www.QuantumEngr.com Tempe, AZ 85282
1
AZ ROC #220363
August 23, 2016
Mr. Mark Mayer
Fountain Hills
16705 E. Ave. of the Fountains
Fountain Hills, AZ 85268
RE: Fountain Control System Upgrades & Weather Station
Quantum Quote #16-01065
Thank you for allowing Quantum Integrated Solutions, Inc. the opportunity to provide this proposal.
PROJECT OVERVIEW:
Our proposal for this project is to provide automated control system upgrades for the above reference
project.
SCOPE OF WORK:
Our proposal is based on the design information and requirements provided. Specific inclusions,
exclusions and Scope of Work details are reflected in the enclosed Basis of Estimate – Attachment A.
TERMS AND CONDITIONS:
This proposal is subject to Quantum Integrated Solutions’ enclosed Terms and Conditions – Attachment
B.
PERIOD OF PROPOSAL:
The terms and price of this proposal are valid for a period of ninety (90) days.
Quantum Integrated Solutions, Inc 2141 E Broadway Rd, Suite 217
www.QuantumEngr.com Tempe, AZ 85282
2
COMPENSATION:
Please confirm acceptance of this scope and proposal by returning a signed copy of Attachment A at the
time of contract award.
If you have any question regarding this proposal, please feel free to call me at 480-284-1187.
Respectfully,
Patrick Kelly, P.E.
Sales Engineer
Quantum Integrated Solutions/Engineering, Inc.
Quantum Integrated Solutions, Inc 2141 E Broadway Rd, Suite 217
www.QuantumEngr.com Tempe, AZ 85282
A-1
AZ ROC #220363
ATTACHMENT A
BASIS OF ESTIMATE
RECEIVED DOCUMENTS:
Onsite meeting
WRITTEN SCOPE OF WORK:
Design new automated control system for Fountain Control with Wind Interlock
Provide hardware per list below
PLC/OIT Programming
Secure web based portal for remote interface via cellular connection
60” Flat screen TV & computer to be mounted in Town Hall for real time telemetry display
Engineering meetings
Panel shop drawings
Up to 3 days of onsite startup services including training
HARDWARE PROVIDED:
Control Panel:
Qty (1) Subanel (to be mounted in existing enclosure) including:
New subpanel, Allen Bradley PLC, 7” color touchscreen, ethernet switch, power supply,
TVSS, terminal blocks, pilot lights, RS422 to RS232 converter, solid state weather station,
circuit breakers, control relays, cellular telemetry device, etc.
PROJECT CLARIFICATIONS:
Client to demo and mount/wire new weather station on existing pole
Existing enclosure to be reused with new subpanel
Client to provide assistance with demo/wiring/interface to existing pump controls
Schedule to be mutually agreeable
Additional engineering time to be billed at $159/hour/person plus mileage
Client to provide cellular service package (~$30/month) after first year
PROJECT EXCLUSIONS:
Software development licenses not included
Authorized Signature Date
Keller Electrical Industries, Inc. | www.kellerelectrical.com | 1881 E. University | Phoenix, AZ 85034 | D: 602-437-3015 | F: 602-437-8163
August 23, 2016
Mark Mayer
Community Services Department
Town of Fountain Hills
16705 E. Avenue of the Fountains
Fountain Hills, AZ 85268
mmayer@fh.az.gov
RE: Fountain Park Lake Controls (Budgetary Estimate)
KEI Proposal: 196962.00
Mr. Mayer,
Project Overview
Keller Electrical Industries, Inc. (KEI) is pleased to provide this proposal for your variable frequency drive
and soft start application. This proposal is based on the information obtained during two recent site visits to
the existing pumping station.
The equipment being proposed is Toshiba’s T300MVi Variable Frequency Drive (VFD) and JKSS4 Solid
State Starter (SSS) installed in a portable E-Building manufactured by Atkinson Industries. At the time of this
proposal, Toshiba has provided over 150 medium-voltage VFD units throughout Arizona along with numerous
soft start installations. Atkinson has provided E-Houses for Keller for several installations, including units
installed for the City of Scottsdale and Town of Gilbert. Keller Electrical provided and commissioned nineteen
T300MVi drives in 2015 alone.
Project Approach
This offering is for (1) 1,250Hp T300MVi, which will operate (2) of the existing 600Hp pump motors and (1)
JKSS4, which will operate (1) 600Hp pump motor. This approach was selected to provide a fountain height
similar to the existing operation, while allowing additional height based on wind speed. Furthermore,
operating (2) pumps on (1) VFD, which will allow running the pumps at slower speeds, will assist in
generating a ROI that would never be achieved running the pumps at full speed as is the current method of
operation. This proposed equipment is offered to be installed in the aforementioned portable E-building, which
is intended to be installed on the NW exterior side of the pump house. The e-building dimensions are 10’W x
11’T x 30’L and will encompass the majority of the available space in this area. As part of this proposed
installation, the existing de-commissioned pumping equipment will be removed and relocated as directed by
Fountain Hills. KEI intends to partner with Omega Morgan, who specialize in industrial rigging, along with
Maxim Crane for the removal of the existing equipment and subsequent installation of new.
Included, as part of this budgetary proposal, is Toshiba literature for the T300MVi adjustable speed drive and
JKSS4 solid state starter as well as a lift plan for the proposed E-building installation. Additional information
can be provided upon request.
Page 2 of 11
Keller Electrical Industries, Inc. | www.kellerelectrical.com | P.O. Box 60485 | Phoenix, AZ 85082 | D: 602-437-3015 | F: 602-437-8163
Toshiba 1,250hp T300MVi Adjustable Speed Drive description:
T300MVi® Drive standard features:
The proposed drive system includes the following features.
• Input voltage: see equipment description for input voltage
• Input voltage tolerance: ± 10%
• Input frequency: 60 Hz or 50 Hz
• Input frequency tolerance: ± 5%
• Output voltage: see equipment description
• Auxiliary power for cooling fans: 480 V, three-phase, 60 Hz (derived internally)
• Control power: 120 V, single-phase, 60 Hz (derived internally)
• Installation: in non-hazardous, unclassified area
• Cooling: forced air-cooled
• Input distribution class surge arrester
• Input-fused disconnect switch with vacuum contactor; integral part of ASD assembly
• Dry-type input isolation transformer with copper windings & electrostatic shield. Tertiary winding
is included to provide auxiliary power to drive’s cooling fans. Transformer is an integral part of
ASD assembly
• Modular power cell construction for easier service & access
• Multi-level PWM output waveform
• Analog inputs: two (2) selectable voltage or current input signals
• Analog outputs: eight (8) selectable voltage & current output signals with programmable functions
• Digital inputs: eight (8) digital inputs with programmable functions
• Digital outputs: six (6) digital outputs with programmable functions
• Control: V/Hz, sensor-less vector control, closed-loop vector control
• Standard V/Hz control programming for smooth operation of the motor & optimal performance
• Speed regulation: ± 0.5% without encoder feedback; ± 0.01% with encoder feedback
• Variable torque applications with 115% overload capability for one (1) minute (some ratings are
limited to 110% overload capability)
• Constant torque applications with 150% overload capability
• Acceleration/deceleration: 0.1 to 6000 seconds
• Graphical backlit LCD display: ability to display multiple parameters on one screen. Software is
flash-upgradeable. Includes multi-function rotary encoder & Ethernet PC interface
• LED indications: status LED to indicate ready (green), running (red), alarm (slow-blinking), fault
(fast-blinking); LED indicating remote/local mode
• Keys: local/remote, monitor/program, run, enter, escape, stop/reset, up, down
• Push buttons: emergency stop, reset, interlock
• Selector switch “OPEN/CLOSE”, pilot lights for input contactor closed & input contactor open
• Electrical performance: NEC, ANSI
• Components & others: NEC, NEMA, UL, cUL
• IEEE 519 compliant at drive input terminals
• Standard factory testing
• Input: 2400V / 3Φ / 60 Hz
• Output: 0-2400V / 3Φ/ 0-60Hz
• Drive output current: 269A, sized to operate two 600HP induction motors at one time each with a
rated current of 132 FLA, and operating at 130 amps.
• 115% Overload current for one minute every twenty minutes
• NEMA 1 Enclosure, Frame D2
Page 3 of 11
Keller Electrical Industries, Inc. | www.kellerelectrical.com | P.O. Box 60485 | Phoenix, AZ 85082 | D: 602-437-3015 | F: 602-437-8163
Toshiba Motor Control Center and 600hp JKSSS4 Solid State Starter description:
Solid State Starter
The digitally controlled keypad operator and OLED display makes the starter easy to program. Closed loop
microprocessor-based control optimizes the ramping characteristics to insure smooth, stepless acceleration.
Premium operating, monitoring and protective features provide reliable, trouble-free operation even in the
most demanding applications.
All adjustments are made on the keypad, which allows an operator to make adjustments without being
exposed to line voltages. The low voltage components are front panel accessible for simple and safe routing
inspection and maintenance. The power section consists of interchangeable, independent phase assemblies
using selected SCRs balanced for smooth motor starting and stopping. The medium voltage sections are
isolated from the low voltage compartment for safety.
Standard Features
• Soft Start
• Motor Overload Protection (Solid State)
• 500% - 60 seconds, 600% - 30 seconds
• Vacuum Bypass Contactor (Toshiba model HCV-5HA)
Control and Display
• Digital Microprocessor
• LED Status and Alarm Display with 12 LEDs
• POWER – Indicates control power is present
• RUN – Indicates unit/motor is running
• ALARM – Lights in conjunction with AUX 2 to indicate event or warn of possible critical condition
• TRIP – Lights in conjunction with AUX 1 to indicate a critical condition has occurred.
• AUX 1-8 – Auxiliary unit relays
• Keypad operator interface: 2 line x 20 character OLED display
• Non-volatile memory
• Opto-isolated Inputs
• Est. heat rejection at full load: 33.5kW
• Drive Dimensions: 103.7’’H x 122.0’’W x 43.4’’D
• Drive Weight: 11,300 lbs.
• Rated temperature: 0°C to 40°C
• Rated altitude <1000 m
• Optional Items: (options included in as part of this proposal
• Ethernet TCP/IP communication card
4-20mA isolation transducers for: 3) x analog output (1) x analog input
Input configuration:
• 24-pulse
Indoor ASD: M3A
• NEMA 1 enclosure suitable for indoor installation. Enclosure with gaskets & inlet air filters
• Cabinet paint color: ANSI 61 grey
• Ambient conditions: 0° to 40°C temperature, 5 to 95% humidity (non-condensing), altitude up to
1000 meters
Page 4 of 11
Keller Electrical Industries, Inc. | www.kellerelectrical.com | P.O. Box 60485 | Phoenix, AZ 85082 | D: 602-437-3015 | F: 602-437-8163
• Auxiliary contacts – Form C, 5A @ 240Vac max.
Adjustments
• Motor Full Load Ampere (FLA)
• Dual Adjustments – Two independent settings for
• Initial Voltage: 0 – 100% of nominal voltage
• Current limit: 200 – 500% of motor FLA
• Accel Time: 1 – 120 seconds
• Decel Time: 1 – 60 seconds
• Three custom acceleration curves
• Jog: 5 – 75% Voltage
• Kick Start: 10 – 100% Voltage, 0.1 – 2 seconds
• Coast Down (Back Spin) Lockout Timer: 1 – 10 successful starts per hour
• Starts-per-hour Lockout Timer: 1 – 60 minutes between start attempts
• Undercurrent Trip: 10 – 90% or disable (with adjustable trip delay 1 – 60 sec.)
• Overload Reset – Selectable Manual or Automatic
• Two 4-20mA Analog Outputs: Selectable from OFF, RPM, Hottest Non-Stator RTD, Hottest Stator
RTD, RMS Current, % of Motor Load, and kW.
Motor and Starter Protective Features
• Electronic Overload: Retentive Memory & Dynamic Reset Memory
• Phase Imbalance/Single Phase
• Short Circuit
• Phase Reversal/Phase Sequence
• RTD Temperature
• Overcurrent
• Undercurrent/Loss of Load
• Starts-per-hour
• Starter Overtemperature
• Shorted SCR
• Undervoltage
• Overvoltage
Maintenance Data
• Fault Indications: Shorted SCR, Phase Loss, Shunt Trip, Phase Imbalance, Phase Rotation, Overload,
Overtemp, Overcurrent, Short Circuit, Load Loss, Stator Phase Trip, RTD Trip, and Any Trip
• Coast Down Time
• Starts-per-hour
• Time Between Starts
• Any Lockout
• Event History – Up to 60 events. Data includes cause, date, time, phase and ground current.
Metering
• Percent of FLA
• Phase Currents (A, B & C)
• Average Current
• Line Voltage (Vab, Vbc & Vca)
• Remaining Thermal Register
Page 5 of 11
Keller Electrical Industries, Inc. | www.kellerelectrical.com | P.O. Box 60485 | Phoenix, AZ 85082 | D: 602-437-3015 | F: 602-437-8163
• Thermal Capacity to Start
• Average Start Time
• Average Start Current
• Measured Capacity to Start
• Time Since Last Start
• Line Frequency
• Phase Order
• Motor RPM
• kW, kVA, kVAR, PF, MWHr
• kW Demand, kVA Demand, kVAR Demand, Amps Demand - (All Date & Time Stamped)
Bill-of-Material (Left to Right Facing MCC Front)
1 - 15” W VFD output section (customer to cable from VFD output into this section, cables not included)
1 - 30” W VFD motor output section (Motor 01 & 02) with:
1 - VFD output bus compartment (middle rear) with:
3 - Output bus, tin-plated, non-insulated copper, 1200A
1 - Ground bus, bare copper, 600A
2 - Medium voltage compartments (top & bottom), each with:
1 - Isolation switch on the line side with visible disconnect, grounded in the open position
1 - Fix-mounted vacuum contactor, 400A, Toshiba Model HCV-5HA, 7000A short circuit
interrupting capacity, 60kV BIL
1 - Three phase current transformer
1 - Separate, isolated, low voltage compartment (middle) with:
2 - Solid state electronic motor protection relays, Multilin 369 w/RTD Option (non-metering)
2 - Open pilot lights (green)
2 - Closed pilot lights (red)
1 - 30” W VFD motor output section (Motor 03) with:
1 - Main VFD output bus compartment (middle rear) with:
3 - Output bus, tin-plated, non-insulated copper, 1200A
1 - Ground bus, bare copper, 600A
1 - Medium voltage compartment (top) with:
1 - Isolation switch on the line side with visible disconnect, grounded in the open position
1 - Fix-mounted vacuum contactor, 400A, Toshiba Model HCV-5HA, rated 360A ventilated, 7000A
short circuit interrupting capacity, 60kV BIL
1 - Door trip button (interlocked with SSS input isolation contactor)
1 - Medium voltage compartment (bottom) empty
1 - Separate, isolated, low voltage compartment (middle) with:
1 - Solid state electronic motor protection relay, Multilin 369 w/RTD Option (non-metering)
1 - Open pilot light (green)
1 - Closed pilot light (red)
1 - 15” W Motor No. 03 load connection section with:
1 - Three phase current transformer
3 - Motor cable termination pads
1 - 30” W SSS output section (for Motor 03 only) with:
1 - SSS output bus compartment (middle rear) with:
3 - Output bus, tin-plated, non-insulated copper, 1200A
1 - Ground bus, bare copper, 600A
1 - Medium voltage compartment (bottom) with:
1 - Isolation switch on the line side with visible disconnect, grounded in the open position
1 - Key interlock switch, keyed to SSS output isolation switch
Page 6 of 11
Keller Electrical Industries, Inc. | www.kellerelectrical.com | P.O. Box 60485 | Phoenix, AZ 85082 | D: 602-437-3015 | F: 602-437-8163
1 - Key interlock switch, keyed to SSS input isolation switch
1 - Fix-mounted vacuum contactor, 400A, Toshiba Model HCV-5HA, rated 360A ventilated ,
7000A short circuit interrupting capacity, 60kV BIL
1 - Door trip button (interlocked with VFD M03 contactor)
1 - Medium voltage compartment (top) empty
1 - Separate, isolated, low voltage compartment (middle) with:
1 - Solid state electronic motor protection relay, Multilin 369 w/RTD Option (non-metering)
1 - Open pilot light (green)
1 - Closed pilot light (red)
1 - 30” W Solid State Starter with:
1 - Main bus compartment-(middle rear) with:
3 - Main bus, tin-plated, non-insulated copper, 1200A
1 - Ground bus, bare copper, 600A
1 - Medium voltage compartment (bottom) with:
1 - Isolation switch on the line side with visible disconnect, grounded in the open position
1 - Key interlock switch, keyed to M03 output isolation switch
1 - Key interlock switch, keyed to SSS output isolation switch
1 - Fixed mounted, input isolation, vacuum contactor, 400A (rated 360A ventilated), Toshiba Model
HCV-5HA, 7000A short circuit interrupting capacity, 60kV BIL, NEMA E2 ratings:
2300/200MVA (50kAIC)
3 - Current limiting fuses, R rated for motor starting
2 - Control power transformers (500VA each), with primary and secondary fuses, 120Vac control
power
1 - Medium voltage compartment (top), with:
1 - Solid state starter SCR stack with internal CT for automatic bypass
1 - Medium voltage compartment (middle) with:
1 - Fix mounted, bypass, vacuum contactor, 400A, Toshiba Model HCV-5HA
1 - Separate, isolated, low voltage compartment (middle) with:
1 - Solid state starter control module
1 - Keypad/display panel (door mounted)
1 - Run (red) pilot light (door mounted)
1 - Off (green) pilot light (door mounted)
1 - 15” W Main incoming/VFD input connection section (customer to cable from section to VFD input,
cables not included) with:
1 - Control power transformer (2000VA, 2300:120Vac), with primary fuses, for M01, M02, M03 &
SSS output
unit control power
Miscellaneous Features
Built-in Test circuit
Mechanical and Electrical interlocks
NEMA type 1 Ventilated enclosure
Dimensions (ea.): 90”H x 165”W x 36”D
Weight (ea.): Approx. 7600 lbs.
Color: ASA 61 gray
Page 7 of 11
Keller Electrical Industries, Inc. | www.kellerelectrical.com | P.O. Box 60485 | Phoenix, AZ 85082 | D: 602-437-3015 | F: 602-437-8163
OUTLINE DRAWING – MV MCC & SSS
Atkinson Industries Shelter Description:
Base Specifications:
Base Style: Deck Base
Base Size: 10' Wide Exterior x 30' Long Exterior
Major Frame Member Size: C15 x 33.9 Channel
Minor Frame Member Size: C10 x 20 Channel
Lifting Frame Member Size: C15 x 33.9 Channel
Frame Member Material: Carbon Steel
Weight Load: 250 Lbs/Foot
Deck Plating: 1/4" Smooth Plate Carbon Steel
Welding Method: Stitch Welded to Frame, Seam Welded at Plate to
Plate Seams, Skip-Stitch Welded to all Major, Minor,
and Sub Frame Members
Base Finish: 2 mil Primer Undercoat, White Trim
Deck Finish: 2 mil Primer Undercoat & Grey Epoxy Non-Skid
Insulation: 10.25" Fiberglass Batt with (R-30 Rating) with 18 GA
Galvanized Belly Pan and Mastic Coating
Lifting Provisions: Four (4) Bolt-On Removable Lifting Lugs
Page 8 of 11
Keller Electrical Industries, Inc. | www.kellerelectrical.com | P.O. Box 60485 | Phoenix, AZ 85082 | D: 602-437-3015 | F: 602-437-8163
Wall & Roof Specifications:
Shelter Style: Modular
Roof Style: Shed
Wall Size: 10' Interior Ceiling Height x 10' Wide Exterior x 30'
Long Exterior
Wall Material: 16 Gauge G90 Galvanized Interlocking Panels
Roof Material: 12 Gauge G90 Galvanized Interlocking Panels "No
Welded Seams"
Ceiling Material: 16 Gauge G90 Galvanized Interlocking Panels
Interior Wall Liner Style: 16 Gauge G90 Galvanized Flat Panel
Wall Insulation: 3" Fiberglass Batt (R-13 Rating)
Roof Insulation: 6" Fiberglass Batt (R-19 Rating)
Interior Finish: 2 mil Primer Coat & White Polyurethane Final Coat
Exterior Finish: Seam Caulk Sealant with 2 mil Primer Coat & White
Polyurethane Final Coat
Roof Trim Finish: 2 mil Primer Coat & White Polyurethane Final Coat
Double Door Specifications:
Door Style: Double Hung, Left Hand Hinge, Outward Opening
Door Size: 6'W x 8'H x 1 3/4" (Qty. 1) with (6' x 2') Removable
Transom
Door Material: 14 Gauge G90 Galvanized Flat Panel
Door Jam: Integrated 14 Gauge G90 Galvanized Steel
Interlocking Jams
Door Trim: Adjustable Neoprene Gasket on Aluminum Frame
Threshold: Stainless Steel Step Plate (Qty. 1)
Door Closure & Stop: 12" Aluminum Body Pneumatic Actuator with Hold
Open Device (Qty. 1)
Panic Bar: Stainless Steel Hardware with Thumb-Style Lock &
Two (2) Keys (Qty. 1)
Chain and Foot Latch: Stainless Steel (Qty. 1)
Door Insulation: 1 1/2" Thermax Foam Board, (R-10.1) Rating
Door Finish: 2 mil Primer Coat & White Polyurethane Coat
Door Specifications:
Door Style: Single Hung, Left Hand Hinge, Outward Opening
Door Size: 4'W x 8'H x 1 3/4" (Qty. 1)
Door Material: 14 Gauge G90 Galvanized Flat Panel
Door Jam: Integrated 14 Gauge G90 Galvanized Steel
Interlocking Jams
Door Trim: Adjustable Neoprene Gasket on Aluminum Frame
Threshold: Stainless Steel Step Plate (Qty. 1)
Door Closure & Stop: 12" Aluminum Body Pneumatic Actuator with Hold
Open Device (Qty. 1)
Panic Bar: Stainless Steel Hardware with Thumb-Style Lock &
Two (2) Keys (Qty. 1)
Door Insulation: 1 1/2" Thermax Foam Board, (R-10.1) Rating
Door Finish: 2 mil Primer Coat & White Polyurethane Coat
Page 9 of 11
Keller Electrical Industries, Inc. | www.kellerelectrical.com | P.O. Box 60485 | Phoenix, AZ 85082 | D: 602-437-3015 | F: 602-437-8163
Shelter Accessories:
(4) 4-Hole S/S Ground Pads
(1 Set) Structural Cad Drawings with (KS) PE Stamp
Itemized Electrical Equipment:
ITEM QTY MFG MFG PART #DESCRIPTION
1 1 Cutler-Hammer PRL1A Panelboard, 120/208VAC, 3
Phase, 4 Wire, 100A Main
breaker and (12) 20A 1P bolt-n
breakers, NEMA 1 Surface
mount
2 1 Cutler-Hammer PRL3A Panelboard, 480VAC, 3 Phase,
3 Wire, 300A Main Breaker,
(10) 30A 3P & (1) 600A 3P
bolt-on breakers, NEMA 1
surface mount
3 1 Cutler-Hammer V48M28T30CUEE/
WS38
30 KVA Three Phase
Transformer, 480V Primary,
120/208Y Secondary, Coppper
winding, with weather shield
4 6 Lithonia AFP 2 54T5HO
MVOLT GEB10PS
Industrial Fluorescent Fixture,
120VAC with (2) F54T5HO
lamps, surface mount
5 12 GE OR Equal F54W/T5/841/WM/
ECO
Fluorescent Lamps
6 2 Pass & Seymour PS20AC3-I Industrial Grade 3 WAY Wall
Switch, 20 AMPS, 120/277V,
Ivory
7 2 Lumark HPWM-70P Exterior Wall Pack Fixture,
120VAC, 70W HPS with
photocell
8 10 Pass & Seymour CR20I Interior duplex receptacle,
commercial grade, 120 VAC,
20 AMPS, NEMA 5-20R,
ivory
9 2 Lithonia LQM S W 3 R ELN
120/277
Exit sigh LED, 120 VAC,
white thermoplastic housing,
red letters
10 2 Lithonia ELM2 Emergency light, 10.8 WATTS
@ 90 minutes
11 2 Kidde 46620620 Fire extinguisher, dry
chemical, 20LB, Class ABC,
UL Rating 6A:80B:C, with
wall mount bracket
12 2 Bard W70A2-
C00XXXXXJ
6 Ton wall mount HVAC, cool
only, R410A refrigerant,
460/60/3
13 2 Bard 30X10-VH Supply grill
Page 10 of 11
Keller Electrical Industries, Inc. | www.kellerelectrical.com | P.O. Box 60485 | Phoenix, AZ 85082 | D: 602-437-3015 | F: 602-437-8163
14 2 Bard 30X16-RCBF Return grill
15 2 Bard NA Return to air filter for 3 -1/2 to
5 Ton HVAC unit, 30 day
disposable
16 2 Bard EHWA05A-C09 WA423-701C 9KW heat
package
17 2 Cutler-Hammer DH361URK Heavy duty safety switch,
240/480 VAC, 30A, 3 pole,
non-fusible, NEMA 3R
18 1 Bard TEC40 Lead/lag controller (4) HVAC
units
1 Exclusions and Clarifications
a. Only work, equipment, and materials explicitly stated in this document are part of this proposal.
KEI accepts the responsibility for the coordination and furnishing of small and incidental
equipment and services normally associated with this type of work and for coordination with
other disciplines. Any additional significant equipment, materials, or services will be furnished
only upon execution of a change order.
b. All other equipment and services not specifically mentioned in this scope of work nor defined
above shall be the responsibility of others.
2 Schedule
a. Approval Drawings: 2 – 4 weeks ARO
b. Shipment: 18 – 20 weeks after drawing approval
c. Installation: 3 – 5 days
d. Start-up and Commissioning: 2 – 4 days
3 Taxes and Freight
a. MRRA (Maintenance, Repair, Replacement, Alteration) Contracts: We have identified this
scope of work to be performed as maintenance, repair, replacement or alteration activities,
in accordance with Arizona Revised Statutes (A.R.S.) Section 42-5075. As a result,
transaction privilege taxes are the responsibilities of KEI.
b. Unless noted differently, this proposal includes freight cost for delivery of KEI manufactured or
purchased products to the project site.
4 Payment Terms and Conditions
a. KEI will submit monthly progress payment invoicing in an AIA format
b. 25% of project fee after receipt of purchase order
c. 30% of project fee after release of equipment for manufacturing
d. 35% of project fee after shipment of equipment
e. 10% of project fee after installation startup and commissioning
5 Equipment Fee
Total net price as defined: $749,450
Page 11 of 11
Keller Electrical Industries, Inc. | www.kellerelectrical.com | P.O. Box 60485 | Phoenix, AZ 85082 | D: 602-437-3015 | F: 602-437-8163
KEI appreciates the opportunity to furnish this proposal. We have made every effort to assure that the
proposed equipment and services will satisfy your requirements and meet or exceed your expectations.
Should you have any questions, comments, concerns or require further clarification, please feel free to
contact me at your convenience.
Rob Rayl
Sr. Project Manager
Keller Electrical Industries, Inc.
1881 E. University Dr.
Phoenix, AZ 85034
Cell: 602-501-8516 (AT&T)
rrayl@kellerelectrical.com
Small Footprint
Reduced Component Count
IEEE-519 1992 Compliant with 24-Pulse
Harmonic Cancellation
Additive PWM Output Voltage with No Neutral Shift
May be Used with Standard Motors
Ten-Year Mean Time Between Failures
MEDIUM VOLTAGE DRIVES
T300MVi
T300MVi Specifications
Standard Specifications
Item
Voltage Class 4160 V
Drive Rating (A): 62 74 87 99 112 124 155 186 217 248 279 310 372 434 496 558 620
4160 Drive Output (KVA): 447 536 625 715 804 893 1116 1340 1563 1786 2010 2233 2680 3126 3573 4019 4466
Nominal HP 4160 V** 500 600 700 800 900 1000 1250 1500 1750 2000* 2250 2500 3000 3500 4000 4500 5000
Dimensions H x W x D (in) 104 x 74 x 44 104 x 122 x 44 104 x 164 x 50 104 x 174 x 50 104 x 222 x 50
Voltage Class 2400 V
Drive Rating (A): 64 75 86 97 107 129 150 172 193 215 269 322 376 430 504 537
2400 V Drive Output
(KVA): 268 313357402447536625715804893 1116 1340 1563 1786 2010 2233
Nominal HP 2400 V**300 350 400 450 500 600 700 800 900 1000 1250 1500 1750 2000 2250 2500
Dimensions H x W x D (in.) 104 x 74 x 44 104 x 122 x 44 104 x 174 x 50 104 x 222 x 50
Power Requirements
Output Frequency (Hz) 0 to 120 Hz
Main Circuit Three-Phase 4160 V Input Isolation Transformer 24-Pulse Design with Input-Fused Disconnect and Vacuum Contactor, IGBT Output
Control Circuit Integral to Main Transformer; Includes 120 & 460 V
Tolerance Voltage: ± 10%; Frequency ± 5%
Control Specifications Input
Control Method Multi-Level Pulse Width Modulated (PWM) Output Control
Frequency Precision Analong Input: ± 0.5% of Maximum Output Frequency; Digital Input: 0.01%
V/F Control V/Hz, Sensorless Vector Control, Variable Torque, Closed-Loop Vector Control, Constant Torque (Option)
Acceleration/Deceleration 0.1 to 6000 Seconds
Main Control Functions Soft Stall (Automatic Load Reduction Control During Overload)
Restart into Rotating Motor
Main Protective Functions Current Limit, Overcurrent, Overcharge, Overload, Undervoltage, Overvoltage, Ground Fault, CPU Error, Abnormal Cooling Fan
Data Transmission Ethernet, Optional Profibus, Modbus RTU, Modbus, TCP/IP, TOSLINE-S20, and DeviceNet Available
Overload Ratio 115% FLA for 60 Seconds (2000 HP, 4160 V, 110%)*
Interface
Liquid Crystal Display/
Electronic Operator
Interface (LCD EOI )
4 x 20 Graphical Backlit LCD Display; Ability to Display Multiple Parameters on One Screen; Flash-Upgradeable Software Includes Multi-Function Ro tary Encoder &
Ethernet PC Interface
LED Indications Run (Red)/Stop (Green), Remote/Local, Indication of Inverter Status
Keys Local/Remote, Monitor/Program, Run, Enter, ESC, Stop/Reset, Up, Down
Push Button Illuminated Interlock and Fault Reset Push Buttons
Analog Outputs Eight Selectable Voltage or Current Output Signals with Programmable Functions
Analog Inputs Two Selectable Voltage or Current Input Signals
Digital Inputs Eight Digital Inputs with Programmable Functions
Digital Outputs Six Available Digital Outputs with Programmable Functions (One Internal to Drive)
Construction
Enclosure NEMA 1, IP20, IEC-529, Gasketed and Filtered
Panel Construction Free-Standing, Front-Maintenance Type, Top or Bottom Access for Motor and Power Cables
Cooling Forced-Air Cooled with Optional Redundant Fans
Color ANSI-61 Gray
Ambient Conditions
Ambient Temperature 0˚ to 40˚C; 32˚ to 104˚F
Humidity Maximum 95% (Non-Condensing)
Altitude 1000 Meters Above Sea Level or Less
Installation Indoor, No Direct Sunlight, Protect from Corrosive Gases, Explosive Gases
Typical Applications Fan, Blower, Pump, Compressor, Extruder, Options for Submersible Pumping Applications
Standards Electrical Performance: NEC, ANSI
Components and Others NEC, NEMA, UL
**Typical HP Rating of 4-Pole Motor; Contact Factory for Applications on Constant Torque Loads
Built in Harmonic Reduction, Without Filtering or Concern for
Long Lead Lengths
Toshiba’s T300MVi contains specially designed transformer and rectifier schemes that provide phase-shift
cancellation capabilities, eliminating issues concerning harmonic injections into bus-fed equipment. Instead,
the T300MVi medium voltage drive simply looks like a linear load on the incoming AC line. The drive also exceeds
IEEE-519 requirements without the addition of any harmonic filters.
Other Benefits:• Topology Provides Isolation from Ground Faults and Line Surges• Design Obtains Higher Displacement Power Factor (0.96) than Running Motor Across the Line• Motor Torque Ripple Negligible Due to Extremely Small Harmonic Current Contents, Reducing Need for Damping
Devices, e.g., Couplings, Flywheels• Reduces Possibility of Drive-Induced Torsional Vibration in Driven Equipment
Diagram represents standard product offering: T300MVi medium voltage drive 1000 to 2000 HP, 4160 V
Input. This product was designed to have one of the smallest footprints offered by any manufacturer.
Stable Speed Control Without
a Speed-Sensing Device
• Provides V/Hz or Vector Control Performance Without a
Motor-Mounted Digital or Analog Sensor• Controls Industrial Processes Utilizing an Internal, High
Speed Algorithm• Capable of Closed-Loop Vector Control for Super High
Performance Applications
Continuous Operation During
Momentary Power Failures
• Operates with 30% Undervoltage Condition (Trip Time
Based on Drive Overload)• Five-Cycle Ride-Through During Complete Outages• Contains Automatic Ride-Through Control• Allows Restarting into Rotating Load upon Restoration
of AC Line Power Following Total Power Loss
TOSVERT-300MVi NPC ADJUSTABLE SPEED DRIVE
2000 HP 4.16 KVLeft Side View Right Side View
T300MVi Specifications
Highly Advanced Control Systems
The T300MVi drive includes advanced electronics to
reduce chip count and increase performance and reliability.
This feature alone makes this product the highest quality and
most reliable in the industry.
• Control Circuitry Includes Industry Leading Toshiba PP7
High Speed Processor Using 32-Bit CPU• Enhanced Reliability through Surface-Mount and Multi-Level
Printed Circuit Board Technology
Designed with the Customer in Mind
The T300MVi proves that medium voltage drive process control
programming does not have to be complex. The operator panel and
electronic interfaces combine to make programming processes quick,
simple, and easily modified.
Keypad and Display Include:
• Front-Mounted Control Panel with Eight-Line, Graphical, Nine-
Key, Large LCD for Monitoring Operations, Diagnostics, &
Trouble Shooting
Optional Electronic Interfaces:
• Utilize Fiber Optic and RS232 Ports for Data Transmission• Offer Toshiba Tosline®S-20 Communication Protocol• Offer DeviceNet®, Profibus®, or Other Communication Protocol
as Optional Connectivity Features
The T300MVi Medium Voltage Drive -- Capable of Using a Windows®
Interface for Easy Start-up and Monitoring
Menu-Driven, Windows®-Based:• Programming of Parameters Prior to and During Installation• Adjustment Support:
– Block Diagram Display (Adjustment, Maintenance, Diagnosis)
– Bar Graph Display
– Test Operation
– Report of Adjustment Data• Data Loading/Saving/Editing • Trouble-Shooting • Trace Back• On-Line Manual• Trend Display• First Fault Display• Trouble Record• Saving &
Loading Set Data
IGBT Technology: Tried and True
Over the years IGBT technology has proven to be the most
reliable and best performing means of speed control in low
voltage drives. Toshiba has mastered this technology, and
continues to excel at it. The T300MVi is designed using
both diodes and IGBTs in the main power circuit. We offer a
control circuit topology providing higher performance than our
competition while using fewer parts. What does this mean to
our customers? Plain and simple -- fewer parts equals lower
maintenance. This philosophy is integrated into our modular
vertical design to provide power module interchangeability and
smaller footprints than offered by competitors.
Other Advantages of IGBT Technology:
• Inherent Short Circuit & Ground-Fault Immunity at Output• Lower Gating Power Requirements• Small Snubber Circuitry Required
Multi-Level PWM Output Closely
Simulates True Sinewave
The T300MVi drive employs several layers of switching
devices to provide a smooth output wave to the motor.
The multi-step output closely simulates sine wave shape ,
virtually eliminating motor failures due to insulation stress and
long lead-length issues.
The T300MVi drive’s topology allows retrofitting to existing
medium voltage motors without upgrading motor insulation.
It also:•Eliminates Need for an Output Transformer,
Reducing Cost & Size•Allows Use of Standard Bearings Without Grounding
or Isolation Means•Operates Motor at Design Rating (Maximum)•Enables Easy Retrofit
All T300MVi drives
use a three-power
module design for
reduced MTTR.
The special racking
mechanism extends
from the drive
to allow module
inspection.
In addition, the
drive does not
contain fans,
contactors,
or large electrolytic
capacitors.
Toshiba guarantees the
T300MVi product line will meet or
exceed IEEE-519 standards at input
to the drive. As a result, the drive
appears to be a linear load to the
power system.
The T300MVi design eliminates the
need for costly and time-consuming
harmonic analysis.
Output Voltage
Output Current
INTEGRAL
TRANSFORMER
OIL FILLED CAPACITOR
DIODE
RECTIFIER IGBT CELL X3
Medium Voltage Motor
G7 Drive
*MVDT300Mvi080210*
ADJUSTABLE SPEED DRIVES MOTORS CONTROLS UPS INSTRUMENTATION PLC
INDUSTRIAL DIVISION
13131 West Little York Road, Houston, Texas 77041
Tel 713/466-0277 Fax 713/466-8773
US 800/231-1412 Canada 800/872-2192 Mexico 01/800/527-1204
www.toshiba.com/ind
Copyright 2/2008
Available Through:
TOSHIBA - Quality by Design
Our company culture and history are strongly rooted in quality. Our designs are
technologically innovative and our products are manufactured from start to end
using only the highest quality foreign and domestic parts.
Product Warranty
Toshiba offers a comprehensive warranty program on its full line of industrial
products. Consult your salesperson or the factory for specific information.
Need to Know More?
Be sure to visit our website located at www.toshiba.com/ind for the latest
information on Toshiba products.
Customer Support Services
Toshiba offers 24-hour service nationwide. For assistance of any type
call: 1-800-231-1412.
North American Headquarters & Manufacturing Facility (Houston, TX)
JK Series
POWER DISTRIBUTION
Solid
State Starters
Medium Volta
g
e
200-400-600
-
7
2
0
A
CTi Automation - Phone: 800.894.0412 - Fax: 208.368.0415 - Web: www.ctiautomation.net - Email: info@ctiautomation.net
The low voltage section is oversized and is at a
convenient height. This section is isolated from
the medium voltage section.
Digital Control Module
LCD Display (two lines) and Status LEDs
(Power, Run, Alarm, Aux. Relays)
Programming Keypad (Non-volatile Memory)
Isolated Low Voltage Compartment
Visible, Bolted Pressure, Isolation Switch
Less Resistance
Less Wear
Zero Insertion Pressure
Mechanical Interlocking System
Adjustments
Motor Full Load Ampere (FLA)
Dual Adjustments - Two independent settings
Initial Voltage 0 - 100% of nominal voltage
Current Limit 200 - 500% of motor FLA
Acceleration Time 1 - 120 seconds
Deceleration Time 1 - 60 seconds
Three custom Accel curves
Jog: 5 - 100% Volt., 1 - 20 sec., Current 100 - 500%
Kick Start: 10 - 100% Voltage, 0.1 - 2 sec.
Coast Down (Back Spin) Lockout Timer 1 - 60 min.
Starts-per-Hour Lockout Timer
1 - 10 successful starts per hour
1 - 60 min. between start attempts
Undercurrent 10 - 90% (with adjustable trip delay
1 - 60 sec.)
Overload Reset - Selectable Manual or Automatic
Two 4 - 20 mA Analog Outputs: Selectable from
Off, RPM, Hottest Non-Stator RTD, Hottest Stator
RTD, RMS Current, % of Motor Load
The JKSSS Series of motor starter is the result of
extensive research and development. This
streamlined, space saving design (only 30" wide)
provides the ultimate in maintenance ease and
safety features. These medium voltage solid state
starters are available for the control of induction,
wound rotor or synchronous motors, up to 6.9kV.
All starters are designed to meet NEMA Class E2
requirements.
Features
z Soft Start
z 125% Continuous Duty
z 500% - 60 Seconds, 600% - 30 Seconnds
z 30" Wide Footprint
z Digital Microprocessor Control
z LCD Display w/Programming Keypad
z Toshiba Medium Voltage Vacuum Contactors,
for Bypass and Input Isolation
z Incoming, 400A JK Disconnect Switch - Bolted
Pressure Switch Connections
z Current Limiting, High Interrupting Capacity,
"R" Rated Motor Starting Fuses
z Two Stage Solid State Motor Protection
Starting: Programmable for Class 5 through 30
Running: Programmable for Class 5 through 30
z Control Power Transformers with Primary and
Secondary Fuses
z NEMA Type 1 Enclosure
z Separate Medium and Low Voltage Compartments
z Mechanical and Electrical Interlocks
SOLID STATE STARTER
JKSSS4+ Series
Options
Maintenance Data
If UL or CUL is required, specify when ordering.
Consult Factory for applicable models and options.
z Drawout Input Isolation, Vacuum Contactor
z NEMA Type 12 or 3R Enclosure
z 1200 or 2000A Main Copper Bus
z Available in MCC Lineups with Other JK Series
Starters (FVNR, FVR, RVAT, Synchronous, Etc.)
z Available in MCC Lineups with Main Incoming
Disconnect Switch or Toshiba Vacuum
Circuit Breaker
z The soft start is available as a controller only for
users which already have an existing full voltage
starter (disconnect switch, main power fuses &
contactor) and wants to add reduced voltage
starting and soft stop features.
z PFC Contactor - Vacuum contactor for switching
Power Factor Correction Capacitor.
z Manual (Full Voltage) Bypass Selection with solid
state protection (2E) or bimetallic overload.
z Fault indications: Shorted SCR, Phase Loss, Shunt
Trip, Phase Imbalance, Phase Rotation, Overload,
Overtemp, Overcurrent, Short Circuit, Load Loss,
Ground Fault, Stator Phase Trip, RTD Trip, or Any Trip
z Coast Down Time
z Starts per Hour
z Time Between Starts
z Event History - Up to 60 events. Data includes
cause, date, time, phase and ground current.
Additional Features
Serial Communication Port:
RS485 or RS422 with Modbus RTU Protocol or
RS485 or RS422 with Windows Interface
Rugged Gate Firing Circuit Using Ring Transformer
Opto-isolated Inputs
Auxiliary Contacts - Form C, 5A @ 240Vac max.
CTi Automation - Phone: 800.894.0412 - Fax: 208.368.0415 - Web: www.ctiautomation.net - Email: info@ctiautomation.net
Toshiba's JKSSS4 series complies with EEMAC,
NEMA, UL and CSA standards and is available in
non-reversing and reversing, multi-speed, synchro-
nous and wound rotor configurations.
The JKSSS4 series is available in the following
enclosed ratings:
360 Amps Max.
2300-6900 Volts
Short Circuit & Withstand Capability
Approximate Maximum Horsepower Based on Continuous Current
SOLID STATE STARTER
JKSSS4+ Series
z Electronic Overload:
Retentive Thermal Memory
Dynamic Reset Memory
z Phase Imbalance/Single Phase
z Short Circuit
z Ground Fault - Optional
z RTD Temperature
z Phase Reversal/Phase Sequence
z Overcurrent
z Starts-per-Hour
z Shorted SCR
z Undercurrent/Loss of Load
z Starter Overtemperature
z Shorted SCR
z Undervoltage
z Overvoltage
Protective Features
Continuous Current
Enclosure Type Max. Continuous Amps*
90" One-High Controller
Type 1 Ventilated 360A
Type 12 Ventilated w/
Fans & Type 12 Filters 310A
Type 1 Non-Ventilated 300A
Type 12 & 3R 300A
Interrupting
Capacity
(Symmetrical
Amperes)
Interrupting
Capacity
(Symmetrical
MVA)
Short Time
Capability
30 Seconds
(Amperes)
Short Time
Capability
1 Second
(Amperes)
Dielectric
Withstand
1 Minute
(kVAC)
Impulse
Voltage
Withstand
(kV)
50,000
@ 2.3 - 6.6 kV
200 @ 2.3 kV
350 @ 4.0 kV
400 @ 4.6 kV
570 @ 6.6 kV
2400 6000 18.2 60
2300V 4200V 6600V
0.8 PF 1.0 PF 0.8 PF 1.0 PF 0.8 PF 1.0 PF
3601500 175015002500 300030004000 50004500
3201250 150012502250 250025003500 40004000
3001000 125010002000 250022503000 35003500
Synchronous
Motors Induction
Motors
Enclosed
Maximum
Continuous
Current
(Amperes)
Maximum Horsepower at Utilization Voltage
Synchronous
Motors Induction
Motors
Synchronous
Motors Induction
Motors If UL or CUL is required,
specify when ordering.
Consult Factory for
applicable models and
options.
CTi Automation - Phone: 800.894.0412 - Fax: 208.368.0415 - Web: www.ctiautomation.net - Email: info@ctiautomation.net
The new JKSSS7+ Series of motor starter is the
result of extensive research and development.
These medium voltage solid state starters are
available for the control of induction, wound rotor
or synchronous motors up to 4.8kV. All control-
lers are designed to meet NEMA Class E2
requirements.
Features
Isolated Low Voltage Compartment
SOLID STATE STARTER
JKSSS7+ Series
Options
z Soft Start
z 125% Continuous Duty
z 500% - 60 Seconds, 600% - 30 Seconds
z Digital Microprocessor Control
z LCD Display w/Programming Keypad
z Toshiba Medium Voltage Vacuum Contactors,
for Bypass and Input Isolation
z Incoming, 720A JK Disconnect Switch - Bolted
Pressure Switch Connections
z Current Limiting, High Interrupting Capacity,
"R" Rated Motor Starting Fuses
z Two Stage Solid State Motor Protection -
Starting: Programmable for Class 5 through 30
Running: Programmable for Class 5 through 30
z Control Power Transformers with Primary and
Secondary Fuses
z NEMA Type 1 Enclosure
z Separate Medium and Low Voltage Compartments
z Mechanical and Electrical Interlocks
z NEMA Type 12 or 3R Enclosure
z 1200 or 2000A Main Copper Bus
z Available in MCC Lineups with Other JK Series
Starters (FVNR, FVR, RVAT, Synchronous, Etc.)
z Available in MCC Lineups with Main Incoming
Disconnect Switch or Vacuum Circuit Breaker
z The soft start is available as a controller only for
users which already have an existing full voltage
starter (disconnect switch, main power fuses &
contactor) and wants reduced voltage starting
and soft stop features.
z PFC Contactor - Vacuum contactor for switching
Power Factor Correction Capacitor.
z Manual (Full Voltage) Bypass Selection with solid
state protection (2E) or bimetallic overload.
The low voltage section is oversized and is at a
convenient height. This section is isolated from
the medium voltage section.
Digital Control Module
LCD Display (two lines) and Status LEDs
(Power, Run, Alarm, Aux. Relays)
Programming Keypad (Non-volatile Memory)
Visible, Bolted Pressure, Isolation Switch
Less Resistance
Less Wear
Zero Insertion Pressure
Mechanical Interlocking System
Maintenance Data
z Fault indications: Shorted SCR, Phase Loss, Shunt
Trip, Phase Imbalance, Phase Rotation, Overload,
Overtemp, Overcurrent, Short Circuit, Load Loss,
Ground Fault, Tach Accel Trip, Stator Phase Trip,
RTD Trip, or Any Trip
z Coast Down Time
z Starts per Hour
z Time Between Starts
z Any Lockout
z Event History - Up to 60 events. Data includes
cause, date, time, phase and ground current.
Adjustments
Motor Full Load Ampere (FLA)
Dual Adjustments - Two independent settings
Initial Voltage 0 - 100% of nominal voltage
Current Limit 200 - 500% of motor FLA
Acceleration Time 1 - 120 seconds
Deceleration Time 1 - 60 seconds
Three custom Accel curves
Jog: 5 - 100% Volt., 1 - 20 sec., Current 100 - 500%
Kick Start: 10 - 100% Voltage, 0.1 - 2 sec.
Coast Down (Back Spin) Lockout Timer 1 - 60 min.
Starts-per-Hour Lockout Timer
1 - 10 successful starts per hour
1 - 60 min. between start attempts
Undercurrent 10 - 90% (w/1 - 60 sec trip delay)
Overload Reset - Selectable Manual or Automatic
Two 4 - 20 mA Analog Outputs: Selectable from
Off, RPM, Hottest Non-Stator RTD, Hottest Stator
RTD, RMS Current, % of Motor Load
CTi Automation - Phone: 800.894.0412 - Fax: 208.368.0415 - Web: www.ctiautomation.net - Email: info@ctiautomation.net
Toshiba's JKSSS7 series complies with EEMAC,
NEMA, UL and CSA standards and is available for
induction, synchronous and wound rotor configurations.
The JKSSS7 series is available in the following en-
closed ratings:
600 & 720 Amps, 2300-4800 Volts, Up to 6,000 HP
Continuous Current
Short Circuit & Withstand Capability
Approximate Maximum Horsepower Based on Continuous Current
SOLID STATE STARTER
JKSSS7+ Series
Protective Features
z Electronic Overload:
Retentive Thermal Memory w/Dynamic Reset Memory
z Phase Imbalance/Single Phase
z Short Circuit
z Ground Fault - Optional
z RTD Temperature
z Phase Reversal/Phase Sequence
z Overcurrent
z Starts-per-Hour
z Shorted SCR
z Undercurrent/Loss of Load
z Starter Overtemperature
z Shorted SCR
z Undervoltage
z Overvoltage
Microprocessor Digital Control Unit (DCU) **
Programming Keypad:
Operator Control
System/Motor Protection
Serial Communication (RS485)
Statistical Data
LCD status and alarm display with Twelve LEDs
POWER - Indicates control power is present
RUN - Indicates unit/motor is running
ALARM - Lights in conjunction with AUX 2 to
indicate event or warn of possible critical condition
TRIP - Lights in conjunction with AUX 1 to
indicate a critical condition has occurred.
AUX 1-8 - Auxiliary unit relays
** Standard on all JKSSS4+ & JKSSS7+ models, 200-720A, 2300-6900V
Metering **
Percent of FLA
Phase Current (A, B & C)
Average Current
Ground Fault Current (w/Optional GF
Protection)
Remaining Thermal Register
Thermal Capacity to Start
Average Start Time
Average Start Current
Measured Capacity to Start
Time Since Last Start
Line Frequency
Phase Order
Motor RPM
kW, kVA, kVAR, PF, MWHr
kW Demand, kVA Demand, kVAR
Demand, Amps Demand - (All Date/
Time Stamped)
** Standard on all JKSSS4+ & JKSSS7+
models, 200-720A, 2300-6900V
Additional Features
Serial Communication Port:
RS485 or RS422 with Modbus RTU Protocol or
RS485 or RS422 with Windows Interface
Rugged Gate Firing Circuit Using Ring Transformer
Opto-isolated Inputs
Enclosure Type
Maximum Continuous
Amperes*
One-High Controller
Type 1 Ventilated 720
Type 1 Non-Ventilated 650
Type 12 & 3R 600
Interrupting
Capacity
(Symmetrical
Amperes)
Interrupting
Capacity
(Symmetrical
MVA)
Short Time
Capability
30 Seconds
(Amperes)
Short Time
Capability
1 Second
(Amperes)
Dielectric
Withstand
1 Minute
(kV)
Impulse
Voltage
Withstand
(kV)
50,000
@ 2.3 - 4.6 kV
200 @ 2.3 kV
350 @ 4.0 kV
400 @ 4.6 kV
4320 10,800
AC 13.25
DC 19 60
Maximum Horsepower at Utilization Voltage
2300 Volts, 3 Phase4200 Volts, 3 Phase
0.8 PF 1.0 PF 0.8 PF 1.0 PF
7203000 350030005500 60005500
6502750 300027505000 55005000
6002500 275025004500 50004500
Enclosed
Maximum
Continuous
Current
(Amperes)
Induction
Motors
Synchronous
MotorsInduction
Motors
Synchronous
Motors
CTi Automation - Phone: 800.894.0412 - Fax: 208.368.0415 - Web: www.ctiautomation.net - Email: info@ctiautomation.net
Typical Dimensions and Mechanical Layout for 2300-4200V, 360A Max. Starter
Dimensions are for reference only.CTi Automation - Phone: 800.894.0412 - Fax: 208.368.0415 - Web: www.ctiautomation.net - Email: info@ctiautomation.net
Typical Dimensions and Mechanical Layout for 2300-4200V, 600A & 720A Starter
Dimensions are for reference only.CTi Automation - Phone: 800.894.0412 - Fax: 208.368.0415 - Web: www.ctiautomation.net - Email: info@ctiautomation.net
Medium Voltage Motor
G7 Drive
ADJUSTABLE SPEED DRIVES MOTORS CONTROLS UPS INSTRUMENTATION PLC
Available Through:
TOSHIBA - Quality by Design
Our company culture and history is strongly rooted on quality. Our designs
are technologically innovative and our products are manufactured from start to
end using only the highest quality foreign & domestic parts.
Product Warranty
Toshiba offers a comprehensive warranty program on its full line of industrial
products. Consult your salesperson or the factory for specific information.
Customer Support Services
Toshiba offers 24 hour service nationwide. For assistance of any type,
North America Headquarters & Manufacturing Facilities (Houston, TX)
CTi Automation - Phone: 800.894.0412 - Fax: 208.368.0415 - Web: www.ctiautomation.net - Email: info@ctiautomation.net
Created with 3D Lift Plan www.3dliftplan.com
Crane
Grove GMK6350
179' Main Boom at 33°
Base: 100% Outriggers
Counterweight: 220,400 lbs
145' Lift Radius (360°)
Crane Capacity at 145' = 28,800 lbs
Load
Hook 1,350 lbs
Sling (2)
Spreader Bar
Sling (4)
Rigging 350 lbs
Total Rigging Weight 1,700 lbs
Load 19,800 lbs
Total Load 21,500 lbs
75% of capacity
08/18/2016
Title Lift Plan
Project Fountain Hills Pump Building
Customer Omega Morgan
Description
Drawn By Robert Zola
NOT ISSUED FOR CONSTRUCTION
Not issued for construction. For pre-planning only.
Page 1 of 13D Lift Plan
8/18/2016http://www.3dliftplan.com/Print/LiftPlan.aspx
Created with 3D Lift Plan www.3dliftplan.com
Crane
Grove GMK6350
179' Main Boom at 33°
Base: 100% Outriggers
Counterweight: 220,400 lbs
145' Lift Radius (360°)
Crane Capacity at 145' = 28,800 lbs
Load
Hook 1,350 lbs
Sling (2)
Spreader Bar
Sling (4)
Rigging 350 lbs
Total Rigging Weight 1,700 lbs
Load 19,800 lbs
Total Load 21,500 lbs
75% of capacity
08/18/2016
Title Lift Plan
Project Fountain Hills Pump Building
Customer Omega Morgan
Description
Drawn By Robert Zola
NOT ISSUED FOR CONSTRUCTION
Not issued for construction. For pre-planning only.
Page 1 of 13D Lift Plan
8/18/2016http://www.3dliftplan.com/Print/LiftPlan.aspx
Created with 3D Lift Plan www.3dliftplan.com
08/18/2016
Title Lift Plan
Project Fountain Hills Pump Building
Customer Omega Morgan
Description
Drawn By Robert Zola
NOT ISSUED FOR CONSTRUCTION
Not issued for construction. For pre-planning only.
Page 1 of 13D Lift Plan
8/18/2016http://www.3dliftplan.com/Print/LiftPlan.aspx
Load Chart
Project Fountain Hills Pump Building
Customer Omega Morgan
Description
Grove GMK6350
Boom: Main Boom
Jib:-
Base:100% Outriggers
Counterweight: 220,400 lbs
Range: 360°
Capacity: 85% Cap
Chart ID:
Boom Section
Percentages
Boom Length
(ft)Boom Angle Jib Length
(ft)Jib Offset Tip Height
(ft)
Lift Radius
(ft)
Capacity
(lbs)Note
50-100-100-100 179 79.3°--187.4 30 75,000
50-100-100-100 179 77.7°-- 186.2 35 75,000
50-100-100-100 179 76°-- 184.9 40 75,000
50-100-100-100 179 74.3°-- 183.5 45 75,000
50-100-100-100 179 72.7°-- 181.9 50 75,000
50-100-100-100 179 71°-- 180.1 55 72,000
50-100-100-100 179 69.3°-- 178.1 60 68,000
50-100-100-100 179 67.5°--176 65 64,000
50-100-100-100 179 65.8°-- 173.7 70 60,000
50-100-100-100 179 64°-- 171.2 75 56,000
50-100-100-100 179 62.1°-- 168.5 80 53,000
50-100-100-100 179 60.3°-- 165.6 85 50,000
50-100-100-100 179 58.4°-- 162.5 90 47,000
50-100-100-100 179 56.5°-- 159.1 95 45,000
50-100-100-100 179 54.5°-- 155.5 100 42,800
50-100-100-100 179 52.5°-- 151.6 105 40,600
50-100-100-100 179 50.4°-- 147.4 110 38,800
50-100-100-100 179 48.2°-- 142.9 115 37,200
50-100-100-100 179 46°--138 120 35,400
50-100-100-100 179 43.7°-- 132.7 125 34,000
50-100-100-100 179 41.2°--127 130 32,600
50-100-100-100 179 38.7°-- 120.7 135 31,200
50-100-100-100 179 35.9°-- 113.8 140 30,000
50-100-100-100 179 33°-- 106.1 145 28,800
50-100-100-100 179 29.8°--97.4 150 27,200
50-100-100-100 179 26.2°--87.4 155 25,600
50-100-100-100 179 22.1°--75.5 160 24,400
This data is for reference use only. Operator must refer to in-cab charts to determine allowable lifting capacities.
Page 1 of 13D Lift Plan
8/18/2016http://www.3dliftplan.com/Print/PrintLoadChart.aspx
,!
•••.•.. • •.• . . • .•.-...-•..,.:.'.•
7&WN of TcmwrjAiwmills
T'ROCLJAMJATiOO^
Whereas,play is a crucial factor in the overall well-being of children,and
Whereas,playspaces and playgrounds within walking distance of children's homes are missing
from many communities and neighborhoods,and
Whereas,unstructured,unplanned,spontaneous,and self-motivated play is on the decline, and
Whereas,fewer children spend time outside at parks and playgrounds,and
Whereas,recess is being shortened or removed from school curriculums,and
Whereas,children who play are healthier and suffer less obesity and obesity-related health
problems such as diabetes and heart disease,and
Whereas,children who play do better in school and develop cognitive skills that are linked to
learning and academic performance,and
Whereas,children who play learn the social skills that help them become happy and well-
adjusted adults,and
Whereas,parents,schools,child care centers,nonprofit organizations,businesses,churches,
synagogues,mosques,and all interested parties wish to raise this community's children to
become healthy,happy,and successful adults,
Now,therefore,I,Linda M.Kavanagh,Mayor of the Town of Fountain Hills, Arizona, do hereby
proclaim September 17, 2016 as "Play Day"in the Town of Fountain Hills, Arizona, and I urge
all Town citizens to celebrate Play Day and support efforts to build and maintain playspaces and
playgrounds in our community and neighborhoods for the well-being of this and future
generations.
IN WITNESS WHEREOF,I have hereunto set my hand and caused to be affixed the official
seal of the Town of Fountain Hills,Maricopa County,Arizona this 22nd day of March,2016.
Ida M.Kavanagh,Mayor
Attest:
Bevelyn J.
)LhdjJLl
VM
2016 Legislative Overview
League of Arizona Cities and Towns
Session at a Glance
•Adjourned sine die on May 7, 2016 (117th day, 81
days in 2015)
•General Effective Date: August 6, 2016
•1,247 bills introduced (1,163 bills in 2015)
•388 bills sent to the Governor – 281 passed the
last week of session (344 bills to Governor in
2015)
•374 bills signed (324 in 2015)
•14 Vetoes (20 in 2015)
•League staff signed in on 90 bills; tracked 256
League Focus
•Local Control
•Protection of Shared Revenue
•Resolutions
•Pre-Session Work-Census bill, PSPRS Reform
Supremacy Bills
•HB 2024 immigration enforcement; attorney fees-failed
•HB 2026 municipal tax exemption; residential lease-failed
•HB 2130: municipalities; counties; energy use; reporting-signed
•HB 2131: municipalities; counties; auxiliary containers; prohibitions-signed
•HB 2223: prohibited money transfers; information sharing-failed
•HB 2384 S/E: incorporation; urbanized areas (HB 2385 same)-failed
•HB 2440 municipal improvement districts; formation election-signed
•HB 2478 licensing; waiver of rights; prohibition (introduced, now a striker on different
subject)-failed
•HB 2566 pawnbrokers; transaction fee prohibited-failed
•HB 2690 pawnbroker licensure; DPS-failed
•SB 1248 pet store operators; dealers; regulations-passed
•SB 1257 misconduct involving weapons; public places-failed
•SB 1266 firearms; state preemption; penalties-signed
•SB 1350 online lodging; administration; definitions-signed
•SB 1378 prohibited money transfers; immigration; violations-failed
•HB 1487 state laws; local violations; penalties-signed
•SB 1449 prohibited operations; unmanned aircraft-signed
•SB 1523 truth in taxation; levy increases-signed
•SB 1524: regulatory actions; limitation-signed
Highest Profile Issues
•PSPRS reform –SB 1428, SB 1429, SCR1019
•HB 2026 residential rental-failed
•HB 2483 municipal population estimates; use-
passed
•HB 2568 community facilities districts-vetoed
•SB 1350 online lodging; administration;
definitions-signed
•SB 1487 state law local violations; penalties-
signed
Supremacy Bills
•HB 2024 immigration enforcement; attorney fees-failed
•*HB 2026 municipal tax exemption; residential lease-
failed
•HB 2130: municipalities; counties; energy use; reporting-
signed
•HB 2131: municipalities; counties; auxiliary containers;
prohibitions-signed
•HB 2223: prohibited money transfers; information
sharing-failed
•HB 2384 S/E: incorporation; urbanized areas (HB 2385
same)-failed
Supremacy Bills
•HB 2440 municipal improvement districts; formation
election-signed
•HB 2478 licensing; waiver of rights; prohibition
(introduced, now a striker on different subject)-failed
•HB 2566 pawnbrokers; transaction fee prohibited-failed
•HB 2690 pawnbroker licensure; DPS-failed
•SB 1257 misconduct involving weapons; public places-
failed
•SB 1266 firearms; state preemption; penalties-signed
Supremacy Bills
•SB 1248 pet store operators; dealers; regulations-
passed
•*SB 1350 online lodging; administration; definitions-
signed
•SB 1378 prohibited money transfers; immigration;
violations-failed
•*HB 1487 state laws; local violations; penalties-
signed
•SB 1523 truth in taxation; levy increases-signed
•SB 1524: regulatory actions; limitation-signed
Budget
•No changes to shared revenue distribution formulas
•No new rate cuts to personal or business income tax
•HB 2695 general appropriations
–$96 million from HURF (the same amount swept last year)
•HB 2708 revenue; budget reconciliation
– $30 million from GF to be distributed as HURF; $16 million to
cities and towns
–$10 million DOR assessment continues; one-time special
assessment imposed on self-collecting cities has lapsed
•SB 1527 appropriations; capital outlay-SR 189 funding
•$26 million in tax cuts in various forms-bonus depreciation for
business, TPT exemptions, state’s portion of utility taxes
League Resolutions and Good Bills -
Passed
•*PSPRS reform –SB 1428, SB 1429, SCR1019
•*HB 2483 municipal population estimates; use
•HB 2107 structured sober living homes
•HB 2076 annexation; single property owner;
exception
•HB 2301 bonding; sale; premiums; refunding;
refinance
Opposed - Failed
•HB 2398 fireworks; definition
•HB 2602 fireworks; permitted uses; regulation
•HB 2540 prohibition; photo radar
•SCR 1010 photo radar prohibition
•HB 2402 bonds; disclosure; notice
•HB 2570 local government bonds; ballot
statement
Bills We Helped Fix
•HB 2391 municipalities; water rates;
requirements
•HB 2486 telecommunications utilities; relocation;
reimbursement
•HB 2497 equipment; permits; local government
•*SB 1350 online lodging; administration;
definitions
•SB 1449 prohibited operations; unmanned
aircraft
•*SB 1524 regulatory actions; limitation
Firearms Bills
•HB 2224 private firearm transactions; prohibited
encumbrances-signed
•HB 2300 firearms; prohibited governmental activities-
failed
•HB 2446 prohibited weapon; exclusions; definition-
signed
•HB 2524 uniform firearms transfer compact-vetoed
•*SB 1257 misconduct involving weapons-failed
•*SB 1266 firearms; state preemption; penalties-signed
TPT Exemptions-passed
•HB 2025: utilities TPT; sales of propane
•HB 2133: TPT; exemption; aerial applicators
•HB 2533: charter aircraft; tax exemption
•HB 2536: fine art; TPT exemption
•HB 2674: TPT exemption; amateur races
•SB 1310: TPT exemption; billboard rentals
•SB 1505: natural gas delivery; tax exemption
Elections-passed
•SB 1516 campaign finance amendments
•HB 2296 charitable organizations; campaign
finance disclosure
•HB 2297 political advertisements; contributors;
disclosure
•HB 2023 delivery; early ballots; limitation
•HB 2049 municipal, precinct office; online
signatures
•HB 2429 local financial disclosure; electronic
filings
Other Bills of Note
•HB 2123 corporation commission; conflict of
interest
•HB 2350 traumatic events counseling
•HB 2537 supreme court justices; number
Next Session
•Budget
•Local decision making preemption
•Construction Sales Tax
•Elections/Campaign Finance
•New members/Leadership
How To Impact Legislation
Count Your Votes
Establish Relationships With Legislators
Become A Resource
Keeping In Contact
Meeting Do’s and Don’ts
Committee Testimony
How can you
get involved
•Bulletin
•Monday Call
•Intergov
•RTS
Learning More
League of Arizona Cities and Towns
www.azleague.org
State Legislature
www.azleg.gov
Secretary of State
www.azsos.gov
Arizona Capitol Times
www.azcapitoltimes.com
1820 W. Washington Street
Phoenix, AZ 85007 Phoenix, AZ 85007
www.azleague.org
602-258-5786
@AZCities
Questions?
Arizona Parks and Recreation Association
Outstanding Sports Program Award
presented to:
Town Recreation Coordinator Anjelica Giardino
and Archery Instructor Bill Gerchar
TOWN OF FOUNTAIN HILLS
TOWN COUNCIL
AGENDA ACTION FORM
Meeting Date:9/1/2016 Meeting Type:Regular Session
Agenda Type:Consent Submitting Department:Administration
Staff Contact Information:Bevelyn J.Bender,Town Clerk;480-816-5115;bbender@fh.az.gov
Council Goal:
Strategic Values:Civic Responsibility C3 Solicit feedback in decision-making
REQUEST TO COUNCIL (Agenda Language):CONSIDERATION of approving the TOWN COUNCIL MEETING
MINUTES from August 18,2016.
Applicant:NA
Applicant Contact Information:
Property Location:
Related Ordinance,Policy or Guiding Principle:A.R.S.§38-431.01
Staff Summary (background):The intent of approving previous meeting minutes is to ensure an accurate
account of the discussion and action that took place at that meeting for archival purposes.Approved minutes
are placed on the Town's website in compliance with state law.
Risk Analysis (options or alternatives with implications):
Fiscal Impact (initial and ongoing costs;budget status):
Budget Reference (page number):
Funding Source:NA
If Multiple Funds utilized,list here:
Budgeted;if No,attach Budget Adjustment Form:NA
Recommendation(s)by Board(s)or Commission(s):
Staff Recommendation(s):Approve
List Attach me nt(s):None
SUGGESTED MOTION (for Council use):Move to approve the consent agenda as listed
Prepared by:Approved:
Bevelyn Bender,Town Clerk 8/22/2016 Grady E.Milleryfown IvWiager 8/23/2016
5-.Wm^
Page 1 of 1
TOWN OF FOUNTAIN HILLS
TOWN COUNCIL
AGENDA ACTION FORM
Meeting Date:9/3/2015 Meeting Type:Regular Session
Agenda Type:Consent Submitting Department:Community Services
Staff Contact Information:Rachael Goodwin,Recreation and Tourism Supervisor,480-816-5135
Strategic Planning Goal:Not Applicable (NA)Operational Priority:Not Applicable (NA)
REQUEST TO COUNCIL (Agenda Language):CONSIDERATION of approving a SPECIAL EVENT LIQUOR
LICENSE APPLICATION for Fountain Events,Inc (Samuel Coffee)in conjunction with the 2016 Oktoberfest event to
be held at Fountain Park,located at 12925 N.Saguaro Blvd,on Friday,September 30 and Saturday,October 1 , from 5:00
pmto 11:00 pm.
Applicant:Samuel Coffee
Applicant Contact Information:
Property Location:12925 N.Saguaro Blvd,Foutain Hills, AZ 85268
Related Ordinance,Policy or Guiding Principle:A.R.S.§4-203.02;4-244;4-261 and R19-1-228,R19-1-
235,and R19-1-309
Staff Summary (background):The purpose of this item is to obtain Council's approval regarding the special
event liquor license applications submitted by Samuel Coffee representing Fountain Events,Inc.for submission
to the Arizona Department of Liquor.The special event liquor license applications were reviewed by staff for
compliance with Town ordinances and staff unanimously recommends approval of this special event liquor
license application as submitted.
Risk Analysis (options or alternatives with implications):N/A
Fiscal Impact (initial and ongoing costs;budget status):N/A
Budget Reference (page number):N/A
Funding Source:NA
If Multiple Funds utilized,list here:
Budgeted;if No,attach Budget Adjustment Form:NA
Recommendation(s)by Board(s)or Commission(s):N/A
Staff Recommendation(s):Approve
List Attachment(s):Applications
SUGGESTED MOTION (for council use):Move to approve the Special Event Liquor Licenses as presented.
Page 1 of 2
TOWN OF FOUNTAIN HILLS
TOWN COUNCIL
AGENDA ACTION FORM
Meeting Date:September 1,2016 Meeting Type:Regular
Agenda Type:Regular Submitting Department:Development Services
Staff Contact Information:Bob Rodgers,Senior Planner,480-816-5138,rrodgers(a)fh.az.gov
Strategic Planning Goal:Not Applicable (NA)Operational Priority:Not Applicable (NA)
REQUEST TO COUNCIL (Agenda Language):
PUBLIC HEARING to receive comments on a proposed SPECIAL USE PERMIT by Fearless Kitty Cat Rescue
to allow indoor kennels at 16832 E.Avenue of the Fountains,located in the "C-2"zoning district.
Case #SU 2016-03
CONSIDERATION of a proposed SPECIAL USE PERMIT by Fearless Kitty Cat Rescue to allow indoor
kennels at 16832 E.Avenue of the Fountains,located in the "C-2"zoning district.Case #SU 2016-03
Applicant:
Applicant Contact Information:
Owner:
Owner Contact Information:
Property Location:
Kim Kamins,Fearless Kitty Rescue
16913 E.Enterprise Drive,Fountain Hills, AZ 85268
(623)466-5946
Stephen D.Buck
N.120th Street,Scottsdale,AZ 85259
16832 E.Avenue of the Fountains,Fountain Hills,AZ 85268
(APN's:176-06-078, 176-06-079,176-06-80,176-06-081)
Related Ordinance,Policy or Guiding Principle:
1.Zoning Ordinance -Section 2.02 Special Use Permits
2.Zoning Ordinance -Section 12.05.K Uses Subject to Special Use Permits in C-2 Zoning
Districts Only
Staff Summary (background):
EXISTING CONDITIONS:
The subject property consists of one commercial building occupying four commercial parcels at 16832 E.
Avenue of the Fountains.The building is an existing single-story commercial building located in Plat 208,
facing the Avenue of the Fountains,and across a courtyard area from the Sofrita restaurant.The property is
approximately 5,257 square feet in total size and is in the C-2 zoning district.
Parking is provided on the Avenue of the Fountains as well as within the common Plat 208 parking lots.
Pa»e l of 4
16832 E. Avenue of the Fountains
Planning & Zoning Commission
Approve the Special Use Permit
Staff
Approve the Special Use Permit
For
Fearless Kitty Rescue
at
16832 E. Avenue of the Fountains
Subject to the stipulations outlined in the Staff Report.
Recommendations
TOWN OF FOUNTAIN HILLS
TOWN COUNCIL
AGENDA ACTION FORM
Meeting Date:September 1,2016 Meeting Type:Regular
Agenda Type:Regular Submitting Department:Development Services
Staff Contact Information:Bob Rodgers,Senior Planner,480-816-5138,rrodgers(5).fh.az.gov
Strategic Planning Goal:Not Applicable (NA)Operational Priority:Not Applicable (NA)
REQUEST TO COUNCIL (AgendaLanguage):
PUBLIC HEARING of ORDINANCE #16-05,to amend Article II,Section 2.07 of the Fountain Hills Subdivision
Ordinance to allow the ADMINISTRATIVE APPROVAL OF MINOR REPLATS such as lot line adjustments,lot
splits and lotjoins.Case#S2016-14
CONSIDERATION of ORDINANCE #16-05,to amend Article II,Section 2.07 of the Fountain Hills Subdivision
Ordinance to allow the ADMINISTRATIVE APPROVAL OF MINOR REPLATS such as lot line adjustments,lot
splits and lotjoins.Case #S2016-14
Applicant:Town of Fountain Hills
Applicant Contact Information:Planning &Zoning Division
Property Location:Town-Wide
Related Ordinance,Policy or Guiding Principle:
Fountain Hills Subdivision Ordinance Section 2.07 Replats
Staff Summary (background):
This is a text amendment to the Subdivision Ordinance that will allow for administrative staff review and
approval of minor re-plats such as lotline adjustments,lotsplits, lotjoins, and similar re-plats that will not result
in more than two lots or any new roads being created.
This amendment is designed to allow for a quicker turnaround of minor re-plats by eliminating the requirement
that the re-plat be submitted to Town Council, typically as a consent agenda item, for final approval.
Staff will still be required to ensure that all zoning requirements are met and that the re-plats will still be
recorded as required.
Risk Analysis (options or alternatives with implications):
Approval ofthis text amendment will allowstaff to administratively approve minor re-plats.
Page 1 of3
Meeting Date:9/1/2016
Agenda Type:Regular
Staff Contact Information:Grady E. Miller
Town Manager
Strategic Planning Goal:Not Applicable (NA)
TOWN OF FOUNTAIN HILLS
TOWN COUNCIL
AGENDA ACTION FORM
Meeting Type:Regular Session
Submitting Department:Administration
Operational Priority:Not Applicable (NA)
REQUEST TO COUNCIL (Agenda Language):That the Mayor and Council consider approving the amended and restated
Settlement Agreement between the Town of Fountain Hills and MCO Properties,Inc relating to the Adero Canyon
Trailhead project.
Applicant:N/A
Applicant Contact Information:N/A
Owner:N/A
Owner Contact Information:N/A
Property Location:N/A
Related Ordinance,Policy or Guiding Principle:N/A
Staff Summary (background):In 2011 the Town of Fountain Hills and MCO Properties entered into the first
amendment of a settlement agreement relating to the development of approximately 431.20 acres of real
property known as Adero Canyon.As part of its grading and construction activities in the Adero Canyon
master planned community,MCO Properties recently excavated soils that the Town desired to use as
construction fill material at the trailhead site.Staff anticipates construction of the trailhead site to begin in 2017,
at which time the fill material will be required.MCO Properties agreed that the Town may utilize approximately
12,000 cubic yards of excavated fill material in the Adero Canyon Trailhead construction.The Town has
determined that the fill material will result in an estimated cost savings of $90,000 for the trailhead project.The
fill material will also result in a reduction in the number of truck trips through Fountain Hills that would have
been necessary to dispose of the fill material outside of the Town.
In the previous settlement agreement,MCO Properties had agreed to provide the temporary utilities to the
trailhead site.Since the fill material and temporary utilities are approximately the same dollar value,town staff
recommends removing the obligation of MCO Properties to provide the temporary utilities at the Adero Canyon
trailhead site.After the road and permanent utilities are installed near the Adero Canyon trailhead property,
the Town will extend utilities to the site.
Staff is requesting that the Mayor and Council adopt Resolution 2016-16 approving the Amended and Restated
Settlement Agreement between the Town of Fountain Hills and MCO Properties.The agreement has been
Page 1 of 3
TOWN OF FOUNTAIN HILLS
TOWN COUNCIL
AGENDA ACTION FORM
Meeting Date:9/1/2016 Meeting Type:Regular Session
Agenda Type:Regular Submitting Department:Community Services
Staff Contact Information:Grace Guetter guetter@fh.az.gov 480-8165165
Strategic Planning Goal:Not Applicable (NA)Operational Priority:Not Applicable (NA)
REQUEST TO COUNCIL (Agenda Language):PRESENTATION of the TOURISM PROGRAM and CONSIDERATION
of a TOURISM STRATEGIC PLAN for 2016-2019.
Applicant:NA
Applicant Contact Information:
Owner:
Owner Contact Information:
Property Location:
Related Ordinance,Policy or Guiding Principle:
Staff Summary (background):The Tourism staff will present an update on the Tourism Program efforts since
the last council update.Staff will also present for consideration and direction the Tourism Strategic Plan for
2016-2019.
Risk Analysis (options or alternatives with implications):NA
Fiscal Impact (initial and ongoing costs;budget status):
Budget Reference (page number):
Funding Source:NA
If Multiple Funds utilized,list here:
Budgeted;if No,attach Budget Adjustment Form:na
Recommendation(s)by Board(s)or Commission(s):
Staff Recommendation(s):Staff recommends approval of the Strategic Plan
List Attachment(s):PowerPoint and the 2016-2019 Strategic Plan
SUGGESTED MOTION (for council use):Move to approve the Tourism Strategic Plan for 2016-2019.
Page 1 of 2
TOURISM UPDATE
SEPTEMBER 1, 2016
Town of Fountain Hills
Growth in
2015
How has the tourism
industry grown in the
past year and what kind
of impact does it leave
in Town?
The Town of Fountain Hills saw
an 18% increase in gross hotel
room sales tax in FY 14/16
compared to FY 15/16
Making us eligible for more funding from
the Prop 302 Tourism Fund.
Online rules
the world
Where do we currently
stand?
Audience
Reach/Engagement
Facebook
•“Likes” up 14% from June 2015 to June
2016
•Engagement: 630,253 impressions made
by 386,649 users from June 2015-June
2016
Experiencefountainhills.org
•June 2014-2015 : 23,835 page views & an
average of 1:10 per session
•June 2015-2016 : 608,051 page views & an
average of 1:46 per session
•This is an increase of 255%
•Most popular cities: Phoenix, Scottsdale,
Mesa, Los Angeles, Tempe, Chandler,
Gilbert and New York
Marketing
Strides
How has our marketing
plan reached the
outside
community/valley?
Cub Spring Training
Advertisements
A crowd of 15,331 at Sloan Park was a
Spring Training record for both the
Cactus League and Grapefruit League
Total attendance at Sloan Field for the
season was 226,163
Crowds saw our Full page ad in the Cubs
Spring Training program
Fountain Hills sponsored all Home Runs
for the entire Cubs Spring Training
season!
New and
returning
events coming
this Fall!
Take a look at some of
the new events coming
this Fall!
Slide the City – Returns
September of 2016
Road Runner Sports: Craft Classic
half marathon & 5K -debuts
October 2016
CopperWynd Tennis Tournament
–Returns October 2016
Don’t Forget! 2016 Dining
Guides are out and 2016 Visitor
Guides will be published in
August!
Economic
Impact Study
Here are the survey
results for our Fourth at
the Fountain
Celebration
Economic
Impact Study
Here are the survey
results for our Fourth at
the Fountain
Celebration
Economic
Impact Study
Here are the survey
results for our Fourth at
the Fountain
Celebration
Economic
Impact Study
Here are the survey
results for our Fourth at
the Fountain
Celebration
Dollars and
Cents
What does this data
mean for money spent
in Town?
The following data is based on the
two attendance estimation ranges
8,000 –10,000 in attendance Out of Town event
population
37% indicated spending $50 or more
translating to $81,000 -$101,000 spent in
town
33% indicated spending $35.5 translating to
$51,000 -$64,000 spent in town
For a total of $132k –165k
Tourism Division
Five Year Strategic Plan
2016-2020
Tourism
Division
Strategic Plan
The plan is a diverse
roadmap that accounts
for many external
influences.
VISION
MISSION
STATE WIDE ECONOMIC IMPACT AND
TRAVEL TRENDS
MARKETING AND COMMUNICATIONS IN
THE TOURISM INDUSTRY
SOCIAL AND CULTURAL TRENDS
CHANGING CONSUMER TASTES
TECHNOLOGY TRENDS
SWOT ANALYSIS (STRENGTHS, WEAKNESSES,
OPPORTUNITIES & THREATS)
Goal #1
Communication
and Outreach
The plan accounts for
six strategic goals that
include multiple action
items for each
Action Steps
Develop periodic stakeholder surveys to assess the
perception of Town tourism programs and efforts.
Develop periodic outreach programs and forums that
allow stakeholders to ask questions, voice concerns and
make suggestions
Provide accurate and consistent information on tourism
related issues to all stakeholders through a variety of
communication vehicles.
Develop and support programs that increase pride and
involvement from all stakeholders.
Provide support for new and existing activities that are
interesting for both residents and visitors that encourage
interaction between them.
Continually educate policymakers as to the economic and
quality of life value that tourism has for the Town of
Fountain Hills.
Maintain a presence at key special events throughout the
year to encourage interaction and accessibility to division
staff
Goal #2
Destination
Marketing and
Promotion
The plan accounts for
six strategic goals that
include multiple action
items for each
Action Steps
Promote the iconic branding to effectively differentiate
the Town of Fountain Hills.
Create awareness for Fountain Hills by effectively
positioning the destination as an events and leisure
location with the valley.
Implement experience specific itineraries to assist in
promoting the Town of Fountain Hills attractions and
activities in an effort to extend visitor stays and generate
additional revenue.
Continually support the visitor center in an effort to
provide a quality experience and additional length of
stay.
Work to develop a year-round special events strategy that
identifies events for shoulder seasons.
Develop a strategy to link events in an effort to create
incremental return visits.
Goal #3 -
Research,
Planning and
Measurement
The plan accounts for
six strategic goals that
include multiple action
items for each
Action Steps
Develop a macro level measurement approach to help
quantify the value and ROI of events and programs held
within Fountain Hills.
Continue to implement a strategic approach to research,
planning and measurement, allowing funding to refine
marketing efforts.
Continually refine program level measurements to
provide as much insight as possible for refining
marketing programs.
Develop an ongoing rotation of marketing research that
includes visitor profile information and out of market
perceptions of Fountain Hills.
Integrate surveys and other feedback mechanisms to gain
visitor insight and perspective.
Develop a comprehensive system to disperse research in
a tailored and targeted way to different constituent
groups.
Goal #4 -
Industry
Education,
Training, and
Recognition
The plan accounts for
six strategic goals that
include multiple action
items for each
Action Steps
Maintain communication and education with stakeholders
regarding the needs, trends, changes, etc. of the local tourism
industry.
Maintain industry-related trainings through conferences,
webinars, etc. in order to stay on top of the shifting dynamics of
Arizona tourism.
Develop specific training for non-profits (museums, special
events, etc.), small businesses, and other stakeholders on how to
integrate into the Town of Fountain Hills tourism industry.
Increase training in technology marketing so as to improve the
overall competitiveness of the destination. Ongoing topics could
include but are not limited to:
Tourism product distribution
Social marketing
Trip Advisor and Yelp strategy
Trends in technology marketing
Continue to reinforce the value of innovation among the staff.
Review outside non-tourism organizations to understand “how
they do it”.
Periodically visit other destinations to review methods and
practices.
Research and apply for industry awards and honors
Goal # 5 -
Tourism
Product
Development
The plan accounts for
six strategic goals that
include multiple action
items for each
Action Steps
Support new and existing recreation and special event
programming.
Look to develop tourism product experiences that
generate ongoing repeat visitors, specifically through
special events and annual activities.
Look to develop 3-5 niche opportunities like biking,
sustainable dining movements, golf and spa packages,
and outdoor adventure for potential long-term market
development.
Goal # 6 -
Strategic
Alliances
The plan accounts for
six strategic goals that
include multiple action
items for each
Action Steps
Continue to work with and develop key strategic alliances
within the tourism industry to promote all there is to see
and do in Fountain Hills.
Proactively work with other regional tourism destinations
to help in implement cross-marketing opportunities to
better promote visitation in the northeast area of the
valley.
Identify potential areas to share costs in an effort to
improve efficiencies and promote collaboration (ex: joint
research, special event strategies, etc.).
Continue to Work Together-The Town of Fountain Hills
is a destination that works well with others. The division
has fostered a can do spirit and continues to take on
challenging issues. It is important for the council and
staff to continue their approach to work and support the
goals of the division.
Community-Critical to the destination’s success is the
continuation of efforts to educate and involve the
community in tourism. It is important that the local
community understand the importance of tourism in the
Town of Fountain Hills and the industry’s role in
generating employment and local tax revenue.
Culture of Innovation-The Fountain Hills Tourism
Division must continue to innovate and reposition to
meet the changing dynamics of the industry in order to
continually increase the awareness and desirability of
Fountain Hills as a destination.
Success
Factors and
Measurability
The Strategic Plan will
be reviewed annually
with a measure of
achievement on each of
the action items.
The Strategic Plan will
be reviewed annually
with a measure of
achievement on each of
the action items.
It’s All in the Numbers-Success is not defined by a single
yes or no, by a check list, or by a first place finish. Success
for the Tourism Division is an ongoing sum of all the
parts. Statistical analysis, digital metrics, visitor
attendance, increased tax revenue, heads in beds, click
thrus, “Likes,”, engagements and any number of other
measurable bits and pieces will determine the
effectiveness of the division. Each of these measurements
are brush strokes that will paint the picture of tourism in
Fountain Hills. Staff will regularly monitor vital statistics
in order to steer the program and correct course as
needed. This information will be included in the semi-
annual updates to the Council.
Quality over Quantity-Numbers and statistics only tell
one side of the story. Numbers are hard facts, but the
quality of the program is just as valuable. Staff will
regularly engage in customer and stakeholder feedback,
using it as a temperature gauge for the program and its
success rate.
Success
Factors and
Measurability
2016:
Adopt Strategic Plan via Mayor and Council
2018 -2020:
Present semi-annual updates to Council and
Stakeholders, featuring program highlights, challenges,
and new initiatives
Annual Marketing Plan review, subject to grant funding,
co-op opportunities, etc.
Annually review Strategic Plan to ensure vision and
goals continue to meet the needs of the Town of
Fountain Hills.
2020:
Review Strategic Plan to consider completion of
identified goals and future planning. Update the
Strategic Plan to reflect changing trends, economics,
and other external factors.
2021:
Adopt and implement future plan.
Timeline
Tourism Video
Presentation of the Tourism Video
QUESTIONS?
2
T ABLE OF C ONTENTS
A MESSAGE FROM DIVISION STAFF .................................................................................................. 4
OVERVIEW OF THE DIVISION .............................................................................................................. 5
TOURISM DEFINITIONS ......................................................................................................................... 6
VISION .......................................................................................................................................................... 6
STATE WIDE ECONOMIC IMPACT AND TRAVEL TRENDS ........................................................... 6
Social and Cultural Trends – Consumers Keep Changing ....................................................................................... 7
Changing Consumer Tastes ............................................................................................................................................. 7
Marketing and Communications in the Tourism Industry ..................................................................................... 8
Technology Trends ............................................................................................................................................................ 9
RESPECT ................................................................................................................................................... 10
SWOT ANALYSIS ...................................................................................................................................... 10
STRATEGIC GOALS ................................................................................................................................ 12
Goal #1 - Communication and Outreach .................................................................................................................... 12
3
Goal #2 - Destination Marketing and Promotion ..................................................................................................... 13
Goal #3 - Research, Planning and Measurement ...................................................................................................... 14
Goal #4 - Industry Education, Training, and Recognition ..................................................................................... 15
Goal # 5 - Tourism Product Development .................................................................................................................. 16
Goal # 6 - Strategic Alliances ......................................................................................................................................... 17
SUCCESS FACTORS AND MEASURABILITY ................................................................................... 19
TIMELINE .................................................................................................................................................. 20
STRATEGIC GOALS TASK LIST - QUICK REFERENCE ................................................................ 21
Goal #1 - Communication and Outreach .................................................................................................................... 21
Goal #2 - Destination Marketing and Promotion ..................................................................................................... 24
Goal #3 - Research, Planning and Measurement ...................................................................................................... 26
Goal #4 - Industry Education, Training, and Recognition ..................................................................................... 28
Goal # 5 - Tourism Product Development .................................................................................................................. 30
Goal # 6 - Strategic Alliances ......................................................................................................................................... 31
4
A MESSAGE FROM DIVISION S TAFF
Dear Fountain Hills,
As so many residents and visitors already know, our painted skies, exhilarating outdoor recreation and luxury spas make Fountain Hills a
natural travel destination. The effortless beauty and topography of Fountain Hills, the Fort McDowell Yavapai Nation, and the Salt River
Pima Indian Community make visiting Fountain Hills the obvious choice for travel and leisure. And your Tourism Division is dedicated to
promoting Fountain Hills as a premier destination not only within Arizona, but within the greater southwest region.
Arizona itself is a unique destination that caters and appeals to visitors and residents alike. Our rich culture, sunny climate, and
abundance of recreational attractions help to separate Arizona from any other travel destination. The Tourism Division under stands the
needs of both visitors and residents, motivating us to create an innovative and interactive experience every time you visit Fountain Hills.
This Strategic Plan gives us the opportunity to showcase all of our goals, visions, and ambitions for highlighting the Town of Fountain Hills
as a premiere destination. The following four year plan challenges our staff to be forward thinking, imaginative, and responsive as we work
to implement economic impact strategies, industry partnerships, and further promote Fountain Hills throughout Greater Phoenix and
beyond.
The vitality of Fountain Hills is at the forefront of everything this division stands for. It is our great honor to advocate for this great Town.
To say that we pour our hearts into this division would be a great understatement. Please join us as we move into the second chapter of the
Fountain Hills Tourism story.
Sincerely,
Rachael Goodwin | Tourism Supervisor
Grace Rodman-Guetter | Tourism Coordinator
5
OVERVIEW OF THE DIVISION
The Fountain Hills Tourism Division, within the Community Services Department, began January, 2014 when the Town of Fountain Hills
tourism responsibilities transferred from the Chamber of Commerce to the Town of Fountain Hills. During that transition time, a new full-
time staff position was created to support the Tourism Division’s daily operations. As the program reached a two-year mark, staff has
diligently observed the industry trends and has begun to cultivate a foundation for the tourism program. Staff has begun to recruit new
events and have been recognized on both state and national levels for the development of innovative events and marketing efforts. As the
program has gathered momentum, it is now time to harness that energy and focus the next four years on the growth and blossoming of the
division.
The tourism strategy of Fountain Hills is centered on this four year strategic plan encompassing a sophisticated and dynamic multi-media
marketing plan, industry partnership goals, and economic impact drivers outlined later in this report. The Fountain Hills strategic plan
utilizes multiple platforms to reach our target consumer through recreational and leisure medias encouraging them to visit and
“Experience” all that Fountain Hills has to offer.
Cornerstone Marketing Message: “Get out of the Valley and into the Hills!”
Mission
The Fountain Hills Tourism Division is dedicated to promoting Fountain Hills and the surrounding regional area as a recreation, leisure,
and outdoor adventure destination.
“We could tell you about our neighborhood restaurants, our hidden adventure, our small town charm and our stunning views – but come see
for yourself. We’ll save you a seat!”
6
TOURISM D EFINITION
The Fountain Hills Tourism Division def ines “Tourism” as the following:
Tourism is defined as the cultural, social and economic movement of people outside of their usual environment or routine. The Town caters
to potential tourists through specific tourism drivers such as: special events, golfing, hiking, biking, outdoor adventure and dining. These
attractions and more encourage guests to “Get out of the Valley and into the Hills!”
VISION
The vision of the Tourism Division is to draw more visitors to the area by way of special events and activities. The short-term benefits of
this campaign will be seen in guest spending within the area at restaurants, hotels, retail establishments, gas stations, etc . The long-term
benefits will result in a new perception of Fountain Hills, notoriety as an event destination, increased residency, and increased business
recruitment. These elements will combine for a strong tax base and robust local economy, while offering a high quality of living for our
residents.
STATE W IDE E CONOMIC IMPACT AND T RAVEL TRENDS
Tourism is big business in Arizona, really big. No other Arizona industry produces the same economic impact and directly impacts all 15
counties. Ranked #1 among Arizona’s export-oriented industries - Microelectronics, Aerospace, Agriculture and Mining - the travel and
tourism industry’s total economic impact of $18.3 billion generated more than 157,700 jobs, and when combined with indirect e mployment
impacts nearly 300,000 jobs statewide. Federal, state and local taxes of $2.7 billion directly generated by tourism in 2011, saves each
Arizona household $1,030 of additional taxes annually. In terms of domestic U.S. visitation in comparison to other states, Ar izona ranks
#15 with 2.8 percent of the market share.
Travel and tourism are critical to the Arizona economy. No other Arizona industry produces the same economic impact as the tr avel and
tourism industry and directly impacts all 15 counties. As Arizona’s and the U.S. economy begins to improve, it i s more crucial than ever for
Arizona to be competitive with marketing efforts that inspire visitors to come here and that speak directly to the needs and wants of target
customer segments.
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While the Arizona Office of Tourism continues to provide annual research measuring our advertising effectiveness, the economic impact of
the travel industry to Arizona’s economy and tracking tourism indicators, much needed consumer research related to our market ing efforts
has not taken place for several years due to funding cuts. The evolution of the way visitors approach their travel combined with the series of
economic shocks that have impacted our industry’s performance has created a critical need for timely, quality research such a s consumer
focus groups, behavioral research and niche audience surveys to better understand how to reach our visitors and guide our marketing
decisions. (Arizona Office of Tourism, 2014)
Social and Cultural Trends – Consumers Keep Changing
In addition to the changing economic and demographic situation within Arizona, several social trends are also impacting travel and
tourism throughout the country, as identified by the Travel Industry Association. Below are the primary trends having the mos t significant
strategic impact on tourism in our state and specifically in Fountain Hills.
Changing Consumer Tastes
Consumers as destination brand ambassadors - Social media + mobile technology = empowered visitors. Visitors are now brand
ambassadors for destinations. Constant updates about the experience (both good and bad), along with posted photographs can ma ke
the consumer an ever more important promoter and potential influencer of a destination.
Outdoor recreation - According to the recently published Outdoor Recreation Economy Report, outdoor recreation spending is
approximately $646 billion in the United States and generates 6.1 million American jobs. Of that $646 billion fully $524 billion was
spent on trips and travel related spending.
The Outdoor Recreation Economy Report, Outdoor Industry Association,
http://www.outdoorindustry.org/images/researchfiles/OIA_OutdoorRecEconomyR eport2012.pdf
Health and wellness - Consumers are increasingly integrating health and wellness into their lifestyles and in so doing look for
destinations that enhance those opportunities through wellness vacations and wellness travel. A wellness vacation is about being
proactive in discovering new ways to promote a healthier, less stressful lifestyle. Wellness Travel is the pause that reenergizes and
rejuvenates each traveler. The wellness vacation is considered an occasional break for the body, mind, and soul.
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Purpose driven travel - As consumers continually see vacation time reduced, there is a heightened need for purpose driven travel
e.g. a specific special event, hiking a specific location, etc. These trips are also driven by consumers who self- identify with a
particular event or activity. For example, certain consumers may see themselves as foodies, wine aficionados, or are avid cyc lists or
golfers. As such, the ability to reach and communicate with niches based on activities is increasingly important for a destination.
Culinary tourism - Many consumers today are looking for expanded culinary experiences while on vacation. In interacting with the
local food, Fountain Hills visitors are dipping into the area’s agricultural history.
Cultural tourism - Cultural offerings and experiences continue to provide destination visitors with an opportunity to access the
authenticity of a destination through such offerings as art, entertainment, architecture, history, events and food. Those experiences
available in Town of Fountain Hills provide visitors with an excellent opportunity to understand the cultural interests of the area.
Environmental issues remain a priority - Environmental issues continue to play an important role in the selection of a destination
as well as the selection of activities while on vacation. Those destinations that place a strong emphasis on the environment will
have a competitive advantage over those that do not.
Despite increases in travel – value still prevails - There can be no doubt about the shift in the marketplace towards value, and this
trend continues throughout all aspects of the industry. As such it is critical for Fountain Hills to effectively communicate the value
it offers.
Marketing and Communications in the Tourism Industry
Traveler flexibility and control – research everything - With the continued growth of online and mobile resources, consumers
looking for flexibility and control of their vacation decisions have the ability to research everything and often do it not only in pre-
trip planning but once a trip is underway.
Social media more important as travelers resist more formal marketing - As consumers continue to resist traditional marketing
efforts they are relying more and more on social media to research destinations and activities. As such the Town of Fountain Hills
needs to ensure it provides updated content and information to meet those needs.
Greater degree of personalization - Facilitated by increased data mining capabilities, marketing efforts will lead to much more
customization for each consumer. Traditional demographic segmentation and targeting will no longer be enough as cutting edge
DMOs (Destination Marketing Organizations) will focus more and more on customized targeting and offers.
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Time poverty/hectic lives = shorter trips - Time continues to be the new currency due to the hectic nature of consumers’ lives, and
the impact is seen on vacation and travel. As such, vacation trips have become significantly shorter in duration. Thus, consumers
are looking for hassle free vacations, placing greater importance on methods of direct access information.
Technology Trends
Digital users are everywhere, but hard to pin down exactly where - Consumers are accessing the web through a variety of devices
(mobile, tablet, desktop) and operating systems (iOS, Android, etc). Along with mobile app and mobile web, this makes it more
challenging to identify target audience behavior. Multi-screen multitasking (think using a smart phone while watching TV) is no
longer unusual consumer behavior. As a result, identifying where a target audience spends time is not as simple as it used to be.
Destinations need to recognize consumers as individuals or “micro-audiences”.
It’s all about mobile - Time spent on the mobile web is growing at 14 times the rate of desktop internet usage essentially dethroning
the “regular” internet and crowning mobile as the new leader. Therefore, a mobile marketing strategy is no longer optional for
destinations but essential to maintain marketplace share.
Content is King - Marketers are now publishers, using content to drive a variety of interactions throughout (and beyond) the AIDA
(Awareness, Interest, Desire, Action) funnel. Content includes paid, earned and owned content, as well as images, video and words.
It is absolutely critical to have a content marketing strategy to effectively reach passion based target segments.
Social driven engagement drives preferences - User reviews are a key influence in consumer decision making (71% of people say
reviews from family members or friends influence purchase decisions) 7 . Look for continued increase and applications in use from
many social marketing sources as users are exposed to the thoughts, opinions and recommendations of friends, families and
influencers – a group of people that is growing wider through social media. As a result, the online reputation management and
social media monitoring are long term critical elements for Fountain Hills tourism.
Big Data isn’t just jargon - Large amounts of data are now generated with every interaction on every digital platform. This presents
a real opportunity for destinations…if harnessed effectively. Fountain Hills will seek to improve how we collect and use customer
information to provide a better experience for potential visitors before, during and after their visit.
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RESPECT
The Town of Fountain Hills works to support the continued care of and respect for the natural topography of our lands. We will
demonstrate respect for each other, for our State, its lands and its people.
SWOT A NALYSIS (STRENGTHS, WEAKNESSES, OPPORTUNITIES & THREATS)
SWOT's primary objective is to help organizations develop a full awareness of all the factors impacting an institution. In December of 2015,
staff completed a SWOT analysis of the current standing of the Tourism Program. Completed by the Tourism Supervisor and the Tourism
Coordinator, with insight from the Economic Development Specialist, the study enabled the tourism division to identify both internal and
external influences affecting the program and help paint a full and accurate picture of the division .
This process served as a precursor to the strategic plan and offered insight into the vision , such as exploring new initiatives, making
decisions about new policies, identifying possible areas for change, or refining and redirecting efforts. The analysis is a reflection of time
spent at events, communications with visitors and residents, goals for upcoming years, and weaknesses identified as opportunities for
growth and change. The next page shows the results of the analysis:
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Strengths Weaknesses
Hiking and Biking -
Recreation Attractions
Community Support
Great topography to
support events
Funding resources
Natural beauty/weather Staff workloads
World Famous Fountain Lack of summer activities
and access
Awarded by industry peers Previous strained
relationships with industry
partners (Pre transition of
program to Town)
Grant winners
Opportunities Threats
Events with variable age
appeal
Competing messages &
marketing committees
New marketing makes us
easy to brand - Blank slate
neighboring communities
with larger budgets and
more exposure
Seek more recognition
through industry awards
and grants
Perception of Fountain Hills
being a retirement
community
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STRATEGIC GOALS
Goal #1 - Communication and Outreach
Tourism is a key part of the Town of Fountain Hills economic profile. As such, everyone is a stakeholder, including local residents, private
businesses, government agencies as well as visitors. To ensure long term success all stakeholders need to continually feel their issues and
perspectives are understood and that each understands the issues of other stakeholders. Creating and maintaining positive stakeholder
attitudes are critical to the success of the Town of Fountain Hills tourism efforts. Local residents may not have a clear understanding of the
benefits of tourism and its economic and sustainable quality of life benefits. It is critical to communicate the benefits and economic impacts
of tourism for the Town. The challenge often becomes how to do it more effectively and ensure timely and accurate information is
disseminated through proper and successful channels.
Action Steps
1. Develop periodic stakeholder surveys to assess the perception of Town tourism programs and efforts.
2. Develop periodic outreach programs and forums that allow stakeholders to ask questions, voice concerns and make suggestions
3. Provide accurate and consistent information on tourism related issues to all stakeholders through a variety of communication vehicles.
4. Develop and support programs that increase pride and involvement from all stakeholders.
5. Provide support for new and existing activities that are interesting for both residents and visitors that encourage interaction betwe en
them.
6. Continually educate policymakers as to the economic and quality of life value that tourism has for the Town of Fountain Hi lls.
7. Maintain a presence at key special events throughout the year to encourage interaction and accessibility to division staff.
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Goal #2 - Destination Marketing and Promotion
Destination marketing and promotion are at the heart of Fountain Hills tourism’s mission. As such these marketing programs are integral
to developing a sustainable tourism economy. Fountain Hills currently promotes a variety of destination elements including the following:
Reason for visiting:
Outdoor Adventure
Special Events
Heritage
Arts and culture
Golf/ Spa retreat
Winter Respite
All of these activities are set within the iconic southwest beauty of Fountain Hills and the Sonoran Desert. As the tourism program
continues to advocate for Fountain Hills, staff will focus on specific target markets that show the most growth potential as well as expressed
need from stakeholders. Target segments including the following:
Leisure – This segment includes visitors who have chosen the Greater Phoenix Metro area as their vacation destination and are looking to
explore the different facets the valley has to offer. The key focus for attracting this segment is special events, outdoor recreation and
adventure, and arts and culture.
Recreation – This segment is one of the area’s strongest group segments, attracting visitors primarily for hiking and biking.
Special Events – The segment will focus on both visitors and residents of the Valley. Offering more than 50 special events a year, we
intend to promote Fountain Hills as a destination that embraces a full spectrum of events representing across sections of interests, hobbies,
cultures and heritages.
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Action Steps
1. Promote the iconic branding to effectively differentiate the Town of Fountain Hills.
2. Create awareness for Fountain Hills by effectively positioning the destination as an events and leisure location with the valley.
3. Implement experience specific itineraries to assist in promoting the Town of Fountain Hills attractions and activities in an effort
to extend visitor stays and generate additional revenue.
4. Continually support the visitor center in an effort to provide a quality experience and additional length of stay.
5. Work to develop a year-round special events strategy that identifies events for shoulder seasons.
6. Develop a strategy to link events in an effort to create incremental return visits.
Goal #3 - Research, Planning and Measurement
Ongoing destination research, planning and measurement are imperative for the long term competitive advantage of the Fountain Hills
market. The ability to be at the front of changing market conditions and communicate those changes to the local tourism industry is key to
keeping our tourism experience relevant. This information needs to be continually integrated into adaptive marketing plans and strategies.
Likewise the ability to continually improve the organization’s measurements and effectiveness over the long term is a necessi ty, especially
to be able to provide specific Return on Investment information to funding organizations.
Action Steps
1. Continue to implement a strategic approach to research, planning and measurement, allowing funding to refine marketing effort s.
2. Develop a macro level measurement approach to help quantify the value and ROI of events and programs held within Fountain Hills.
3. Continually refine program level measurements to provide as much insight as possible for refining marketing programs.
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4. Develop an ongoing rotation of marketing research that includes visitor profile information and out of market perceptions of Fountain
Hills.
5. Integrate surveys and other feedback mechanisms to gain visitor insight and perspective.
6. Develop a comprehensive system to disperse research in a tailored and targeted way to different constituent group s.
Goal #4 - Industry Education, Training, and Recognition
Industry trends and technology, including social media applications, are constantly changing and Fountain Hills can play an important role
educating and training the local tourism industry in order to improve coordination and effectiveness with the organization’s programs.
Additionally, Fountain Hills is poised to make great strides within the tourism and event industry and should look for recognition
opportunities through industry awards and honors.
Action Steps
1. Maintain communication and education with stakeholders regarding the needs, trends, changes, etc. of the local tourism industry.
2. Maintain industry-related trainings through conferences, webinars, etc. in order to stay on top of the shifting dynamics of Arizona
tourism.
3. Develop specific training for non-profits (museums, special events, etc.), small businesses, and other stakeholders on how to integrate
into the Town of Fountain Hills tourism industry.
4. Increase training in technology marketing so as to improve the overall competitiveness of the destination. Ongoing topics could
include but are not limited to:
a. Tourism product distribution
b. Social marketing
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c. Trip Advisor and Yelp strategy
d. Trends in technology marketing
5. Continue to reinforce the value of innovation among the staff.
6. Review outside non-tourism organizations to understand “how they do it”.
7. Periodically visit other destinations to review methods and practices.
8. Research and apply for industry awards and honors.
Goal # 5 - Tourism Product Development
The “Tourism Product” includes a number of key components including the physical aspects and emotional elements that combine to
provide a unique travel experience. The physical elements of the tourism product include the natural setting, the infrastructure and super
structure of a destination the emotional components of the tourism product includes industry employees, cultural and historical resources
and overall destination hospitality. These elements combine to provide an overall tourism experience including everything from events and
activities to dining, shopping, etc.
With regard to physical product development Fountain Hills can and should be supportive (where appropriate) of infrastructure that can
enhance and improve the local tourism economy. For example, there has been an identified need to relocate and/or enhance the Visitors
Center in conjunction with the Chamber of Commerce. This effort is designed to increase visibility of the Visitor Center and upgrade the
experience for the guests of Fountain Hills.
At the same time the emotional components of the destination can continually change and improve. It is the ongoing role of Fountain Hills
Tourism to support the tourism product improvements that in the end will provide visitors with a range of experiences that the
organization can effectively promote.
Action Steps
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1. Support new and existing recreation and special event programming.
2. Look to develop tourism product experiences that generate ongoing repeat visitors, specifically through special events and annual
activities.
3. Look to develop 3-5 niche opportunities like biking, sustainable dining movements, including vegan, paleo, etc. for potential long-
term market development.
Goal # 6 - Strategic Alliances
Fountain Hills continues to build and develop its strategic alliances within the industry. These alliances include those within our
community, within the valley, as well as those around the state. Identified partners include:
Arizona Office of Tourism - The Arizona Office of Tourism has been a significant partner for the Tourism Division with the
education and support they provide to entities of all sizes whose goal is to contribute to and thrive within the tourism sect or of this
state. AOT (Arizona Office of Tourism) offers its annual AOT Governor’s Conference on Tourism, weekly industry updates, and co-
op marketing opportunities. Tourism policy and advocacy at the state level, representation on a global scale within the travel
industry and Proposition 302 funding to Destination Marketing Organizations (DMOs) within Maricopa County
Fountain Hills Chamber of Commerce - The Fountain Hills Chamber of Commerce is an integral partner with the Tourism Division
because of their participation and advocating of town businesses and events. The Chamber of Commerce currently houses the
Fountain Hills Visitor Center which is stocked with printed marketing collateral by the Tourism Division. This partnership is
crucial to the successful promotion of Fountain Hills.
Fort McDowell - The partnership with Fort McDowell and the Yavapai Nation is a living, growing, and thriving relationship as both
entities work to promote this regional area as a world class recreation, leisure, and outdoor adventure destination. Each entity
heavily promotes the natural beauty and topography that make Fountain Hills and Yavapai Nation an obvious choice for travel and
leisure. There is a great potential for an even greater partnership with Fort McDowell.
Salt River Pima Indian Community - The fall of 2015 introduced a new partnership with the Town of Fountain Hills and the Salt
River Pima Indian Community. This partnership was first forged via the Proposition 202 grant funds and look to be a promising
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union. We anticipate this partnership to continue far into the future as we work together bringing attention to the vast travel
opportunities that this region offers.
Fountain Hills Artists Gallery - The Town of Fountain Hills and the Fountain Hills Artist Gallery have developed a cooperative
relationship to better promote public art and our blossoming artist community. This partnership also prompted the complete
redesign of the Art Walk Guide, featuring a calendar listing all the Artist Gallery and Art Walk joint events.
Recreational Partners/Participants - As we have highlighted, Fountain Hills is home to many outdoor recreational activities. The
Tourism Division has actively cultivated many recreational partners who align with the goal of attracting adventure-minded
visitors. These partners include but are not limited to:
McDowell Mountain Regional Park
McDowell Mountain Cycles
Desert Belle River Boat Tours
Desert Dogs ATV Tours
Fountain Hills Bikes
Sami’s Amethyst Mine Tour
Action Steps
1. Continue to work with and develop key strategic alliances within the tourism industry to promote all there is to see and do i n
Fountain Hills.
2. Proactively work with other regional tourism destinations to help in implement cross-marketing opportunities to better promote
visitation in the northeast area of the valley.
3. Identify potential areas to share costs in an effort to improve efficiencies and promote collaboration (ex: joint research, special event
strategies, etc.).
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SUCCESS FACTORS AND MEASURABILITY
Continue to Work Together- The Town of Fountain Hills is a destination that works well with others. The division has fostered a
can do spirit and continues to take on challenging issues. It is important for the council and staff to continue their approach to work
and support the goals of the division.
Community- Critical to the destination’s success is the continuation of efforts to educate and involve the community in tourism. It is
important that the local community understand the importance of tourism in the Town of Fountain Hills and the industry’s role in
generating employment and local tax revenue.
Culture of Innovation- The Fountain Hills Tourism Division must continue to innovate and change to meet the changing dynamics
of the industry in order to continually increase the awareness and desirability of Fountain Hills as a destination.
It’s All in the Numbers- Success is not defined by a single yes or no, by a check list, or by a first place finish. Success for the Tourism
Division is an ongoing sum of all the parts. Statistical analysis, digital metrics, visitor attendance, increased tax revenue, heads in
beds, click thrus, “Likes,”, engagements and any number of other measurable bits and pieces will determine the effectiveness of the
division. Each of these measurements are brush strokes that will paint the picture of tourism in Fountain Hills. Staff will regularly
monitor vital statistics in order to steer the program and correct course as needed.
Quality over Quantity- Numbers and statistics only tell one side of the story. Numbers are hard facts, but the quality of the
program is just as valuable. Staff will regularly engage in customer and stakeholder feedback, using it as a temperature gauge for
the program and its success rate.
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TIMELINE
2016: Adopt Strategic Plan via Mayor and Council
2018 - 2020: Present semi-annual updates to Council and Stakeholders, featuring program highlights, challenges, and new
initiatives
Annual Marketing Plan review, subject to grant funding, co-op opportunities, etc.
Annually review Strategic Plan to ensure vision and goals continue to meet the needs of the Town of Fountain Hills.
2020: Review Strategic Plan to consider completion of identified goals and future planning. Update the Strategic Plan to
reflect changing trends, economics, and other external factors.
2021: Adopt and implement future plan.
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STRATEGIC GOALS TASK LIST - QUICK REFERENCE
Goal #1 - Communication and Outreach
Tourism is a key part of the Town of Fountain Hills economic profile. As such, everyone is a stakeholder, including local residents, private
businesses, government agencies as well as visitors.
Objective #1 – Create and maintain positive stakeholder relationships, interactions, and partnerships.
Tasks Lead Responsibility Status/Completion Date
□ Hold semi-annual stakeholder meetings. Tourism Coordinator Semi-Annual
□ Develop periodic stakeholder surveys to assess the perception of
Town tourism programs and efforts.
Tourism Coordinator Annual
□ Develop periodic outreach programs and forums that allow
stakeholders to ask questions, voice concerns and make suggestions.
Tourism Coordinator On-Going
□ Provide accurate and consistent information on tourism related
issues to all stakeholders through a variety of communication vehicles such as: Tourism Survey Website e-mail blasts Website information updates
Tourism Coordinator On-Going
□ Pass along data from consortium committees, state reports, etc. to all
stakeholders through updates/reports provided at semi-annual stakeholder meetings.
Tourism Coordinator Semi-Annual
□ Develop and support programs that increase pride and involvement
from all stakeholders through: Stakeholder presentations Website updates
Tourism Supervisor/Tourism Coordinator On-Going
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Stakeholder partnerships i.e. events and co-op agreements
□ Provide support for new and existing activities that are interesting
for both residents and visitors that encourage interaction between them through: Marketing support Social Media Promotions Website listings Highlights or features in itineraries
Tourism Coordinator On-Going
□ Provide support for special events i.e. tabling, providing collateral,
marketing and press release distribution. Collateral includes but is not limited to: Visitors Guide Dining Guides Calendar of Events Itineraries Hiking Maps Stickers Town Kiosks
Tourism Coordinator On-Going
□ Regularly educate policymakers as to the economic and quality of life
value that tourism has for the Town of Fountain Hills.
Tourism Coordinator On-Going
□ Maintain a presence at key special events throughout the year to
encourage interaction, collection of visitor data and accessibility to division staff.
Tourism Coordinator On-Going
□ Work to develop learning and collaboration opportunities with the
Chamber of Commerce
Tourism Supervisor/ Tourism Coordinator/ Chamber of Commerce CEO
2017
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Objective #2 - Table at key special events providing collateral and face time with public. – Visitors Guides, Dining Guides, Calendars of
Events, Valley Maps, bumper stickers and wristbands.
Tasks Lead Responsibility Status/Completion Date
□ Table at Oktoberfest Tourism Coordinator Annual Basis
□ Table at Ballet Under the Stars Tourism Coordinator Annual Basis
□ Table at CopperWynd Pro Challenge Tennis Tournament Tourism Coordinator Annual Basis
□ Table at Fountain Festival of Arts and Crafts Tourism Coordinator Annual Basis
□ Table at Turkey Trot Tourism Coordinator Annual Basis
□ Table at Concours in the Hills Tourism Coordinator Annual Basis
□ Table at The Great Fair Tourism Coordinator Annual Basis
□ Table at St. Patrick’s Day at the Fountain Tourism Coordinator Annual Basis
□ Table at Fountain Hills Music Festival Tourism Coordinator Annual Basis
□ Table at Fourth at the Fountain Tourism Coordinator Annual Basis
□ Table at New Events TBD 2016-2020 Tourism Coordinator Annual Basis
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Goal #2 - Destination Marketing and Promotion
Destination marketing and promotion are at the heart of Fountain Hills tourism’s mission. The following marketing programs are integral
to developing a sustainable tourism economy. Fountain Hills currently promotes a variety of destination elements including the following:
Reason for visiting:
Outdoor Adventure
Special Events
Heritage
Arts and culture
Golf/ Spa retreat
Winter Respite
Objective #1 – Market Fountain Hills as a premier Destination and therefore function as a Destination Marketing Organization (DMO).
Tasks Lead Responsibility Status/Completion Date
□ Promote the iconic branding to effectively differentiate the Town of
Fountain Hills. Promotions include but are not limited to: Print Online Digital Retargeting Social Media
Tourism Coordinator On-Going
□ Brand all publications and initiatives with tourism logo for
consistent and recognizable identity.
Tourism Coordinator On-Going
□ Create awareness for Fountain Hills by effectively positioning the Tourism Coordinator On-Going
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destination as an events and leisure location with the valley. Marketing promotions in print, online, digital retargeting and social platforms.
□ Continue to work with event organizers to foster event friendly
environment.
Tourism Coordinator On-Going
□ Continually enhance the visitor center in an effort to provide a
quality experience and additional length of stay. Stock on a monthly basis with: Visitors Guide Dining Guides Calendar of Events Hiking Maps Art Walk Guides Photos for Welcome Center Television slide show
Tourism Coordinator/ Chamber of Commerce Monthly
□ Promotional Film/Commercial for Tourism Tourism Supervisor/ Tourism Coordinator 2016
Objective #2 - Implement experience specific itineraries to assist in promoting the Town of Fountain Hills attractions and activities in an
effort to extend visitor stays and generate additional revenue.
Tasks Lead Responsibility Status/Completion Date
□ Publish seasonal itineraries highlighting program initiatives and
activities.
Tourism Coordinator Seasonal
□ Itineraries include but are not limited to:
Arts & Culture, Foodie, Outdoor Adventure, Around the Fountain and Hiking & Biking
Tourism Coordinator Seasonal
□ Itinerary introduction to website Tourism Coordinator 2016
□ Itinerary enhancement and promotion Tourism Coordinator 2017
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Objective #3 - Work to develop a year-round special events strategy that identifies events for shoulder seasons.
Tasks Lead Responsibility Status/Completion Date
□ Work with special events committee to vet out new special events
that will boost tourism initiatives.
Tourism Supervisor/ Tourism Coordinator On-Going
□ Develop a strategy to link events in an effort to create incremental
return visits by having an onsite event presence to promote future visitation opportunities.
Tourism Coordinator On-Going
□ Facilitate publishing of events calendar to give incentive for visitors
to return on a regular basis.
Tourism Coordinator Semi-Annual
Goal #3 - Research, Planning and Measurement
Ongoing destination research, planning and measurement are imperative for the long term competitive advantage of the Fountain Hills
market. The ability to be at the front of changing market conditions and communicate those changes to the local tourism industry is key to
keeping our tourism experience relevant.
Objective #1 – Remain competitive within the tourism industry, researching and implementing trending market initiatives and
phenomenon.
Tasks Lead Responsibility Status/Completion Date
□ Continue to implement a strategic approach to research, planning
and measurement, allowing funding to refine marketing efforts.
Tourism Supervisor/ Tourism Coordinator On-Going
□ Continued maintenance of collateral database, advertising reach and
survey demographics to help guide purchasing decisions as provided
Tourism Coordinator Monthly
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through: Arizona Office of Tourism International Festivals and Events Association Arizona Lodging and Tourism Association
□ Develop a macro level measurement approach to help quantify the
value and ROI of events and programs held within Fountain Hills.
Tourism Supervisor/ Tourism Coordinator 2017
□ Use of tourism economic impact calculator to help quantify ROI. Tourism Supervisor/ Tourism Coordinator Annually
□ Partnership with Economic Impact calculation partner Tourism Coordinator 2016
Objective #2 - Develop an ongoing rotation of marketing research that includes visitor profile information and out of market perceptions of
Fountain Hills.
Tasks Lead Responsibility Status/Completion Date
□ Regularly refine program level measurements to provide as much
insight as possible for refining marketing programs. Measurements include but are not limited to: Tourism Survey Post Program Evaluations Website Analytics Social Media impressions, reach and engagement
Tourism Coordinator On-Going
□ Service and collection of official tourism survey to help complete
tourism economic impact studies.
Tourism Coordinator On-Going
□ Integrate surveys and other feedback mechanisms to gain visitor
insight and perspective.
Tourism Supervisor/ Tourism Coordinator On-Going
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□ Disbursement of completed economic impact study to Town Council
and stakeholders upon completion.
Tourism Supervisor/ Tourism Coordinator Annually
Goal #4 - Industry Education, Training, and Recognition
Industry trends and technology, including social media applications, are constantly changing and Fountain Hills can play an important role
educating and training the local tourism industry in order to improve coordination and effectiveness with the organiz ation’s programs.
Objective #1 – Seek education and training to gain perspective and ability for implementation of any and all industry trends.
Tasks Lead Responsibility Status/Completion Date
□ Maintain communication and education with stakeholders regarding
the needs, trends, changes, etc. of the local tourism industry.
Tourism Coordinator On-Going
□ Develop specific training for non-profits (museums, special events,
etc.), small businesses, and other stakeholders on how to integrate into the Town of Fountain Hills tourism industry.
Tourism Coordinator Semi-Annually
□ Maintain attendance at industry-related trainings through
conferences, webinars, etc. in order to stay on top of the shifting dynamics of Arizona tourism.
Department Director/Tourism Supervisor On-Going
□ Attendance of Arizona tourism conferences such as but not limited to
the Arizona Governors Conference on Tourism.
Department Director/Tourism Supervisor On-Going
□ Attendance and completion of the International Festivals and
Events Association Event Management School
Tourism Coordinator 2018/2019
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Objective #2 - Increase training in technology marketing so as to improve the overall competitiveness of the destination. Ongoing topics
could include but are not limited to:
Tourism product distribution
Social marketing
Trip Advisor and Yelp strategy
Trends in technology marketing
Tasks Lead Responsibility Status/Completion Date
□ Attend seminars, trainings and webinars for social media platforms
to stay up-to-date with all technology platforms.
Tourism Coordinator On-Going
□ Continue to reinforce the value of innovation among the staff by
supporting the pursuit of higher education in all industry related forums.
Tourism Supervisor On-Going
Objective #3 - Review outside non-tourism organizations to understand “how they do it”.
Tasks Lead Responsibility Status/Completion Date
□ Research marketing and outreach initiatives to remain competitive
within industry when serving our “product” through: Aggressive and specific marketing Identity Branding Website Call to Actions Social Engagements Fostering of Brand Ambassadors
Tourism Coordinator On-Going
□ Periodically visit other destinations to review methods and practices. Tourism Supervisor/ Tourism Coordinator On-Going
□ Network with other destinations for idea sharing, collaboration and
learning opportunities.
Tourism Supervisor/ Tourism Coordinator On-Going
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Objective #4 - Research and apply for industry awards, honors and grants.
Tasks Lead Responsibility Status/Completion Date
□ Maintain industry connections and relationships with boards who
seek to honor those performing at the top of the industry. Actively apply for awards. Includes but is not limited to: Arizona Office of Tourism International Festivals and Events Association Arizona Lodging and Tourism Association
Tourism Coordinator Annually
□ Apply for grant funding from tourism or tourism related
organizations who seek to honor those performing at the top of their industry.
Tourism Coordinator Annually
Goal # 5 - Tourism Product Development
The “Tourism Product” includes a number of key components including the physical aspects and emotional elements that combine to
provide a unique travel experience. The physical elements of the tourism product include the natural setting, the infrastructure and super
structure of a destination the emotional components of the tourism product includes industry employees, cultural and historical resources
and overall destination hospitality. These elements combine to provide an overall tourism experience including everything from events and
activities to dining, shopping, etc.
Objective #1 - Support new and existing recreation and special event programming.
Tasks Lead Responsibility Status/Completion Date
□ Continue to table at special events; handing our collateral and
talking with the public.
Tourism Coordinator On-Going
□ Interact with the public in a way that makes them feel as though
they have been served by the tourism product.
Tourism Coordinator On-Going
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Objective #2 - Look to develop 3-5 niche opportunities like biking, sustainable dining movements, including vegan, paleo, etc. for potential
long-term market development.
Tasks Lead Responsibility Status/Completion Date
□ Work with outstanding stakeholders who provide specific products or
activities that can easily be partnered with and promoted through the tourism vehicle including but not limited to: Marketing co-ops Sponsorships Social Media Promotion of official Photography Web page listings Events Hosting
Tourism Coordinator On-Going
□ Work with Chamber of Commerce to introduce the Fountain Hills
Bike Fest
Tourism Supervisor/ Tourism Coordinator/ Chamber of Commerce
2016/2017
Goal # 6 - Strategic Alliances
Fountain Hills continues to build and develop its strategic alliances within the industry. These alliances include those within our
community, within the valley, as well as those around the state.
Objective #1 - Continue to work with and develop key strategic alliances within the tourism industry to promote all there is to see and do
in Fountain Hills.
Tasks Lead Responsibility Status/Completion Date
□ Continued fostering of networking relationships with state, regional
and local stakeholders/partners, including but not limited to: Hoteliers Restaurants Recreation activity providers Chamber of Commerce
Tourism Supervisor/ Tourism Coordinator On-Going
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Consortium partners Phoenix CVB Scottsdale CVB Mesa CVB
□ Participation in co-operative partnering opportunities with regional
tourism destinations. Identify potential areas to share costs in an effort to improve efficiencies and promote collaboration (ex: joint research, special event strategies, etc.).
Tourism Supervisor/ Tourism Coordinator On-Going
□ Facilitation of co-operative agreements and partnerships with
tourism partners, activities and programs.
Tourism Supervisor/ Tourism Coordinator On-Going
□ Proactively work with other regional tourism destinations to help
implement cross-marketing opportunities to better promote visitation in the northeast area of the valley.
Tourism Supervisor/ Tourism Coordinator On-Going
□ Explore a cross-functional Visitor’s Center with Chamber of
Commerce
Tourism Supervisor/ Tourism Coordinator/ Chamber of Commerce CEO
On-Going
□ Work with Chamber of Commerce to continue to facilitate and
present the Tourism Award of the Year
Tourism Supervisor/ Tourism Coordinator/ Chamber of Commerce CEO
On-Going