HomeMy WebLinkAboutRes 2017-18RESOLUTION 2017-18
A RESOLUTION OF THE MAYOR AND COUNCIL OF THE TOWN OF
FOUNTAIN HILLS, ARIZONA, ADOPTING THE 2017 FOUNTAIN HILLS
STRATEGIC PLAN.
WHEREAS, the Mayor and Council of the Town of Fountain Hills (the "Town
Council"), has determined it is in the best interests of the Town of Fountain Hills (the "Town")
to maintain a strategic plan to provide guidance on a number of activities, including policy
recommendations, Town operations and capital improvements; and
WHEREAS, the Town first adopted its strategic plan in 2005 and has continually
maintained it and updated it; and
WHEREAS, the Strategic Planning Advisory Commission has prepared an update, the
Town of Fountain Hills 2017 Strategic Plan (the "2017 Strategic Plan"), for Town Council
Consideration.
NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND COUNCIL OF
THE TOWN OF FOUNTAIN HILLS, as follows:
SECTION 1. The recitals above are hereby incorporated as if fully set forth herein.
SECTION 2. The Town Council hereby adopts the 2017 Strategic Plan in substantially
the form and substance attached hereto as Exhibit A and incorporated herein by reference.
SECTION 3. The Mayor, the Town Manager, the Town Clerk, and the Town Attorney
are hereby authorized and directed to take all steps necessary to carry out the purpose and intent
of this Resolution.
PASSED AND ADOPTED by the Mayor and Council of the Town of Fountain Hills,
Arizona, May 18, 2017.
FOR THE TOWN OF FOUNTAIN HILLS:
RAW
•.Mayor
REVIEWED BY:
Grady E. Mille , To n Manager
ATTESTED TO:
��• 'Clerk
APPROVED AS TO FORM:
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Andrew J. McGuire, Town Attorney
EXHIBIT A
TO
RESOLUTION 2017-18
[2017 Strategic Plan]
See following pages.
Town of Fountain Hills
Strategic Planning Advisory Commission
2017 Strategic Plan
May 18, 2017
Contents
Mayor's Message........................................................................................................................................ 2
SPACChair Message....................................................................................................................................
3
Abstract.......................................................................................................................................................
4
Vision...........................................................................................................................................................
4
Values..........................................................................................................................................................
4
Background.................................................................................................................................................
4
Partnerships................................................................................................................................................
5
Core Responsibilities of the Town..............................................................................................................
5
Howthe Plan will be Used..........................................................................................................................
5
CommunicationPlan...................................................................................................................................
7
How We Prioritized the Goals and Objectives............................................................................................
8
StrategicGoals............................................................................................................................................
9
Appendix A: Town of Fountain Hills Updated SWOT Analysis..................................................................
15
Appendix B: Source Materials and Brainstorming Ideas..........................................................................
17
2017 Fountain Hills Strategic Plan
Mayor's Message
On behalf of the citizens and the Fountain Hills Town Council, I am pleased to introduce the Town of
Fountain Hills 2017 Strategic Plan.
The Town of Fountain Hills utilizes the strategic plan to provide guidance on a variety of town activities
including policy recommendations, town operations, and even capital improvement projects. From its
earliest beginnings, Fountain Hills has grounded the vision for its future on the input and aspirations of
its citizens. In 2004-2005 the first Strategic Plan was crafted over an 18 -month process involving
thousands of hours of work with volunteer professionals and the input of more than 2,000 residents
and stakeholders. This first formal Plan for the future of Fountain Hills called for the creation of the
Strategic Planning Advisory Commission to assure that the annual goals and priorities set by Council
and Town staff were consistent with the Strategic Plan, and to provide ongoing education and public
dialogue opportunities.
Prior to drafting the current strategic plan, Strategic Planning Advisory Commission members worked
closely with the Fountain Hills Cultural and Civic Association on a community survey and the Vision
Fountain Hills community event that took place in May 2016. The goals or strategic priorities outlined
in the new plan were the direct result of the Vision Fountain Hills visioning process that included more
than one hundred residents participating in the program. The Strategic Planning Advisory Commission
also conducted a SWOT Analysis of the previous 2010 Strategic Plan and determined which actions and
tasks were still relevant in the new plan. This coupled with the strategic priorities from the 2016 Vision
Fountain Hills process form the basis of the 2017 Fountain Hills Strategic Plan.
The 2017 Fountain Hills Strategic Plan is based on the following key goals or strategic priorities:
■ Maximizing Economic Development Opportunities in Fountain Hills
■ Ensuring that Infrastructure in Fountain Hills is Well -Maintained and Safe
■ Attracting Families and Working Professionals
■ Ensuring that Fountain Hills Finances are Stable and Sustainable
■ Focusing on Strengthening the Community and Improving the Town's Quality of Life
The 2017 Strategic Plan honors and continues the Fountain Hills tradition of citizen -involved planning.
Fountain Hills is truly the best place to live in Arizona, and we are confident that the 2017 Strategic
Plan provides the roadmap for an even brighter future for our Town.
Thanks to all who participated in this important planning process and for their efforts to help ensure a
brighter future for the Town of Fountain Hills.
Mayor Linda M. Kavanagh
Strategic Planning Advisory Commission Page 2 18 May 2017
2017 Fountain Hills Strategic Plan
SPAC Chair Message
On behalf of hundreds of involved citizens and the Fountain Hills Strategic Planning Advisory
Commission (SPAC), I am pleased to provide the Town of Fountain Hills 2017 Strategic Plan.
As with the original 2000 Strategic plan and its subsequent revisions, this 2017 version provides a
destination, as well as the road map to that destination. However, this plan was derived with far
greater community input. SPAC joined forces in 2016 with a concerned group of community volunteers
who formed what became Vision FH. This partnership enabled SPAC to benefit from a much more
comprehensive set of survey and workshop data from which to author this 2017 Strategic Plan.
Over 2,000 residents took part in a community wide survey conducted by Vision FH whose leadership
included three SPAC members. The survey was followed up with a full-day workshop focused on each
of the five Strategic Priorities:
1. Economic Development
2. Town Infrastructure
3. Attract Families and Working Professionals
4. Financial Stability and Sustainability
5. Community/ Quality of Life
That group of 100+ citizens along with the survey results guided SPAC's development of this Strategic
Plan. It differs from previous plans in that it is much more prescriptive and contains specific outcomes
for the Town Council and staff to work toward as they implement the details of the plan.
The time and dedication of SPAC members has been outstanding. Even though the process exceeded
our original 2016 timeframe, the results from the additional time have significantly enhanced the value
of this document.
On behalf of the SPAC members below, I wish to thank the thousands of Fountain Hills residents who
helped in this process and hope that we witness the fruits of that labor over the coming years. It is our
hope that the investment SPAC members have provided will result in a community that each of us
envision as the best place in Arizona to call home.
Dana Saar, Chair
Town of Fountain Hills Strategic Planning Commission
SPAC Members:
Peter Bordow — Vice Chair
Tammy Bell — Commissioner
John Craft Jr. — Commissioner
John McHugh — Commissioner
Gerard Bisceglia — Commissioner
Bernie Hoenle — Commissioner
Strategic Planning Advisory Commission Page 3 18 May 2017
2017 Fountain Hills Strategic Plan
Abstract
The Fountain Hills Strategic plan is designed to empower every Town staff, Town Council, and Strategic
Advisory Planning Commission member to ensure that efforts to complete and track progress of the
Strategic Plan continue over its five-year life span regardless of position changes, elections, etc. This is
a living document, intended to endure in principal and evolve in goals, objectives, and approach.
Vision
Fountain Hills is a distinctive community with long term -economic sustainability and vitality anchored
with an active and vibrant town citizenship that serves to invigorate a rich cultural, social and economic
quality of life.
Values
The following core values are a set of important and lasting beliefs and ideals shared by the members
of our community. Our stated values influence and serve as broad guidelines in all situations to
determine if we are on the right path and fulfilling our strategic goals; creating an unwavering and
unchanging guide.
Preserve the health, well-being and safety of all our residents and visitors;
Champion the diversity of experiences our residents bring to our community and rely on this
depth of experience to innovatively address our challenges and continually improve our
community;
Take responsibility for our Town's success by building partnerships and investing in our talent
and resources;
Steward this unique enclave, dedicated to preserving the environment and visual aesthetic and
to living in balance with the Sonoran Desert.
Encourage a strong community that meets the needs of a growing, balanced demographic.
Background
This is the third major revision of the Fountain Hills Strategic Plan. The plan is substantially revised
every five years, and for the 2015 refresh cycle, the Strategic Planning Advisory Commission departed
from the historical structure and tone of the previous two revisions; opting instead to focus on specific,
measurable goals and objectives.
At the 2015 onset of the development of this plan, the Strategic Planning Advisory Commission
facilitated a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis report. That report
helped provide context and focus for the resulting content. A full copy of that report is included in
Appendix A of this document.
Every goal and objective in this document is the result of numerous forums, engagements, discussions,
polls, and presentations — all designed and intended to have this plan be the product of the
community.
Strategic Planning Advisory Commission Page 4 18 May 2017
2017 Fountain Hills Strategic Plan
During the 2015 to 2017 update effort, the Strategic Planning Advisory Commission worked closely
with a number of community organizations to facilitate input from the residency on priorities and
goals. The Vision FH organization in particular provided enormous support and partnership, also
serving as liaison to many other local organizations and groups. And while overall update process
exceeded our original 2015/2016 timeframe, we believe the results from the additional time have
significantly enhanced the value of this document.
Partnerships
A key success criteria to fulfilling the vision of the 2017 Fountain Hills Strategic Plan is the Town's long-
term collaboration and partnership with those whom the goals and objectives were developed. Many
local groups and organizations directly and indirectly contributed to this content. Significant
contributors included:
Vision Fountain Hills
Fountain Hills Chamber of Commerce
Fountain Hills Business Alliance
1umpStart Business Incubator
Fountain Hills Civic and Culture Association
Fountain Hills Unified Schools District
Town of Fountain Hills Department Heads.
Core Responsibilities of the Town
In the context of this Strategic Plan it's important to note that the Town Government has a number of
specific, adjudicated core responsibilities:
Administration
Infrastructure
Public Safety
Parks and Recreation
And, while the community input for the content of this plan included a very broad and rich source of
information and priorities, the goals and objectives included in this plan have been distilled from that
input such that they are within the legal and logistical scope of the core responsibilities of the Town.
A large part of the balance of the input we received from the community has been shared and taken on
by our partner organizations. Appendix B includes a summary of that collateral.
How the Plan will be Used
In a municipal setting, staff and partner organizations use the strategic plan to develop proposals and
initiatives that implement elements of the strategic plan; Council uses the strategic plan to evaluate all
proposals.
Strategic Planning Advisory Commission Page 5 18 May 2017
2017 Fountain Hills Strategic Plan
While a full update of a Strategic Plan is recommended periodically (every five years), the Strategic
Plan should be reviewed annually and adjustments made as necessary. The following cycle outlines the
annual use of the Strategic Plan:
Fall
Winter
Spring
SPAC reviews previous fiscal year achievements, recommends any potential Strategic Plan
revisions to Council, and provides recommendations for future goals/action plan
Council considers revisions to Strategic Plan
Council sets annual goals
Staff outlines annual action plan based on Council goals
Council passes budget based on action plan
Summer
Staff monitors implementation of Strategic Plan
Staff develops annual achievements report reflecting implementation of the Strategic Plan
(based on previous year budget/action plan/goals)
IP
Annual
Strategic
Planning
Process
40
Strategic Planning Advisory Commission Page 6 18 May 2017
2017 Fountain Hills Strategic Plan
Communication Plan
The Communications Plan for the 2017 Fountain Hills Strategic Plan is designed to empower SPAC
Commissioners, town staff members and Town Council members to ensure that efforts to complete
the Strategic Plan continue over the five-year scope regardless of position appointment changes,
elections, staff changes, etc.
The Strategic Planning Advisory Commission applied significant focus and effort to methods and
modalities of communicating the overall plan and reporting the regular and specific progress of each
goal and objective.
At the time of the writing of this plan, specific communication methods and modalities are still being
evaluated and will be presented to the Town Council for consideration and approval. Following are the
elements of the communication framework to be finalized.
Our Commitment
Our commitment to communication is intended to ensure transparency and accountability for the
goals and initiatives within the plan, as well as to help in identifying possible course corrections, as we
analyze where efforts are being taken and document results or lack thereof.
Status Updates
We will communicate progress and status of the Plan's goals, milestones, and initiatives, on a regular
basis in clear, easy -to -understand language and easily accessible methods.
Audience — Who is the Strategic Plan Written for?
Town Council and Mayor
Fountain Hills Residents
Our Local Partner Groups
Modalities — Methods We Will Use to Communicate
The Strategic Planning Advisory Commission recommends the Town present status updates in a variety
of ways. Specifically, we suggest a mixture of traditional and online modalities that include:
Published and downloadable documents:
o Word Document
o PowerPoint
o Executive Summary document
Online/web version:
o Mobile Application
o Social media
o Fountain Hills Town website
In print —Fountain Hills Times
Public forums
Strategic Planning Advisory Commission Page 7 18 May 2017
2017 Fountain Hills Strategic Plan
Content - What We Will Communicate
Near term outcomes (Plan launch thru first 12 months)
Long term outcomes (13 months — year 5)
Metrics/milestones for monitoring and reporting
Guidelines - How Will it be Communicated?
Presentation of updates regarding progress of the Strategic Plan should meet the following
requirements:
Easy to read and understand at a short glance (dashboard).
Include an easy guide on how to read the status updates.
Visually consistent between and among all Strategic Goals and Objectives.
Presentable in a variety of mediums such as online, published in hard copy, etc.
Should include detailed data behind a summary view so the viewer may choose to "drill down"
into the details behind that summary view.
Tasks/Milestones should be refreshed/updated as required by the milestone completion date.
How We Prioritized the Goals and Objectives
Every strategic goal and objective included in this Strategic Plan is important and considered
achievable by the Strategic Planning Advisory Commission, Town Council, and Town Manager.
Having stated that, the Strategic Planning Advisory Commission, together with the Town Manager,
assigned high-level priorities to each of the objectives within the strategic goals. This prioritization
process is intended to reflect a narrow set of operating constraints and assumptions. The priorities:
Reflect the voice of the residents that participated in the groups and public forums and their
view of importance,
Offer a potential context for funding prioritization,
Are not "set in stone", i.e., the dependency among items may shift or influence the stated
priorities,
Do not necessarily imply a chronological order of completion.
Strategic Goals
The following section presents the specific target strategic goals and objectives of the 2017 Fountain
Hills Strategic Plan. For every strategic goal, the individual objectives each include the high-level
priority, task description, lead responsible resource and project completion date.
Strategic Planning Advisory Commission Page 8 18 May 2017
2017 Fountain Hills Strategic Plan
VISION
Fountain Hills is a distinctive
community with long term
economic sustainability and
vitality anchored with an
active and vibrant town
citizenshp that serves to
invigorate a rich cultural,
social and economic quality of
life
VALUES
Preserve the health, well being
and safety of all residents and
visitors
Champion the diversity of
experiences our residents
bring to our community and
rely on this depth of
experience to innovatively
address our challenges and
continually improve our
community
Take responsibility for our
Town's success by building
partnerships and investing in
our talent and resources
Steward this unique enclave,
dedicated to preserving the
environment and visual
aesthetic and to living in
balance with the Sonoran
Desert
Encourage a strong comn
that meets the needs of a
growing, balanced
demographic
1 Economic
Growth
1.1 Market Fountain Hills
1.1a Develop a community
brand/vision/marketing
plan
1.1b Develop a new business
resource package
1.1c Increase funding for
business accelerator
programs
1.1d Explore higher education
opportunities in
Fountain Hills
Sustain Commercial
1.2 Businesses
1.2a Rezone undeveloped
commercial property to
residential where
feasible
1.2b Adopt a text
amendment that allows
residenial uses on
commercially rezoned
properties
1.2c Rezone uplatted land for
greater density and
affordable family homes
Promote Tourism
1.3
1.3a Create and expand
destination events
2017 STRATEGIC PLAN
STRATEGIC GOALS
Infrastructure Financial Stability and Community and
2 Maintenance 3 Demographic Balance 4 Sustainability 5 Quality of Life
STRATEGIC OBJECTIVES AND TASKS
2.1 Invest in Fountain Hills 3,1 Attract Demographic 4,1 Identify Sources of
2.1a Develop and
implement an
investment plan to
bring streets, buildings
and parks up to
established standards
2.1b Commission a study to
identify gap between
actual and subdivision
ordinance
specifications and
determine cost of
meeting ordinance
specifications
Promote Environmentally
2,2 Friendly Initiatives
2.2a Develop and adopt a
comprehensive
environmental plan
2.2b Research and report on
economic and logistic
feasibility of electric car
charging stations
3.1a Work with State Land
Trust to increase
residential density
3.2 Market and Promote
3.2a Distribute Town's
marketing plan to local
businesses
3.2b Expand use of social
media and on-line
messaging
3.2c Include family
branding in marketing
plan
3.2d Organize a young
professionals group or
organization
3.2e Organize specialty
youth camps
3.2f Support youth club
sports
4.1a Adequately fund all
identified reserve funds
Identify revenue
4.1b options
Increase revenues to
4.1c meet community
needs including
addressing projected
operating shortfall
5.1 Promote Education System
5.1a Include local school
strengths in marketing
plan
5.1b Work with FHUSD to
maximize property
values
5.1c Explore selling/leasing
unused properties
Utilize Intergovernmental
5.2 Relations to Achieve Priorities
5.2a Increase community
efforts to lobby for
municipal issues
Leverage the Talents of Residents
5.3 to the Town's Advantage
5.3a Utilize effective
volunteer skills and
talents
Strategic Planning Advisory Commission Page 9 18 May 2017
2017 Fountain Hills Strategic Plan
Goal # 1 — Economic Growth: Maximize Economic Development Opportunities in Fountain Hills
Priority
Tasks
Lead Responsibility
Projected Completion Date
M
Develop a community brand/vision/marketing plan for Fountain Hills
Scott Cooper
June 2019
L
Develop a new business resource package
Scott Cooper
June 2017
L
Increase funding for business accelerator programs
Scott Cooper
July 2018
H
Explore higher education opportunities in Fountain Hills
Scott Cooper
December 2019
Priority Tasks Lead Responsibility
M Rezone undeveloped commercial property to residential where feasible Scott Cooper/
Bob Rodgers
M Adopt a text amendment that allows residential uses on commercially Bob Rodgers
zoned properties
M Rezone unplatted land for greater density and affordable family homes Bob Rodgers
Priority Tasks
L Create and expand destination events
Lead Responsibility
Rachael Goodwin/
Grace Rodman-Guetter
Projected Completion Date
Ongoing
June 2017
Ongoing
Projected Completion Date
June 2019
Strategic Planning Advisory Commission Page 10 18 May 2017
2017 Fountain Hills Strategic Plan
Goal # 2 — Infrastructure Maintenance and Evolution: Ensure the Infrastructure in
Fountain Hills is Well -Maintained and Safe
Priority Tasks Lead Responsibility
H Develop and implement an investment plan to bring streets, buildings, Grady Miller
and parks up to established standards
L Commission a study to identify gap between actual and subdivision
ordinance specifications and determine cost of meeting ordinance
specifications
Priority Tasks
M Develop and adopt a comprehensive environmental plan
for Fountain Hills
PW Director/
Bob Rodgers
Lead Responsibility
PW Director
Projected Completion Date
June 2019
June 2019
Projected Completion Date
June 2019
L Research and report on economic and logistic feasibility of PW Director June 2018
electric car charging stations
Strategic Planning Advisory Commission Page 11 18 May 2017
2017 Fountain Hills Strategic Plan
Goal # 3 — Demographic Balance: Attract Families and Working Professionals to Fountain Hills
ObFountain
Priority Tasks Lead Responsibility Projected Completion Date
M Work with State Land Trust to increase residential density Council/Staff December 2018
Priority Tasks
L Distribute town's marketing plan to local businesses
M Expand use of Social Media and on-line messaging
L Include family branding in marketing plan
L Organize a young professionals group or organization
L Organize specialty youth camps (robotics, coding, arts, etc.)
L Support youth club sports
Lead Responsibility
Scott Cooper
Grace Rodman-Guetter
Grace Rodman-Guetter/
Scott Cooper
Scott Cooper
CS Director/
Rachael Goodwin
CS Director
Projected Completion Date
July 2019
Ongoing
June 2019
June 2018
Summer 2018
Ongoing
Strategic Planning Advisory Commission Page 12 18 May 2017
2017 Fountain Hills Strategic Plan
Goal # 4 — Financial Stability and Sustainability: Ensure the Town's Finances are
Stable and Sustainable
Objective #1 — Identify Sustainable Sources of Revenue to Sustain Funding of Town Core Services
Priority Tasks Lead Responsibility Projected Completion Date
H Adequately fund all identified reserve funds Town Council/Town Manager December 2027
H Identify revenue options Town Staff/Town Manager/Town Council September 2017
H Increase revenues to meet community needs including Town Manager/Town Council November 2018
addressing projected operating shortfall
Strategic Planning Advisory Commission Page 13 18 May 2017
2017 Fountain Hills Strategic Plan
Goal # 5 - Community: Focus on Strengthening the Community and Improving
Town's Quality of Life
Priority Tasks
M Include local school strengths in marketing plan
L Work with FHUSD to maximize its property values
L Explore selling/leasing unused properties
Lead Responsibility
Scott Cooper/Grace Rodman-Guetter
Town Staff/Council/FHUSD
Town Staff/Council/FHUSD
Priority Tasks Lead Responsibility
L Increase community efforts to lobby for municipal issues Town Manager/Town Council
Priority Tasks
L Utilize effective volunteer skills and talents
Lead Responsibility
Heather Ware
Proiected Completion Date
June 2019
December 2017
December 2017
Proiected Completion Date
January 2018
Projected Completion Date
Ongoing
Strategic Planning Advisory Commission Page 14 18 May 2017
2017 Fountain Hills Strategic Plan
Appendix A: Town of Fountain Hills Updated SWOT Analysis
Strengths
- Environmental setting — Lush suburban setting with mountain views.
Community brand— World famous fountain. Recognized as one of the most livable
communities in Arizona.
Operationally lean local government — Efficient and within budgetary constraints.
Safe community— Low crime rate. Responsive emergency services.
Abundant amenities — The arts, theatre, recreation, sports, medical services etc.
Proximity to Phoenix Sky Harbor Airport — 30 -minute drive.
- Data infrastructure — Connectivity for local business and homes.
- Numerous special events —Art fairs, concerts, community gatherings.
- Robust volunteer program —Active and organized community -wide.
Available office space
- Collaboration and support from local civic and fraternal groups.
Weaknesses
Fiscal sustainability — Sales and income tax revenues have been declining while operating costs,
particularly for emergency services, continue to increase.
Demographic imbalance — The age group 55 — 74 years saw the biggest increase since 2005 and
now represents the largest age group in town. Almost 2/3 of the local households have only
two (2) persons in residence. Enrollment in our schools is declining. Ideally there should be
balance among the age groups in order to sustain and support community amenities, schools
and non -retail business operations.
Aging infrastructure — Resulting in most of our roads, Fountain Park and government buildings
facing increased maintenance and repair costs.
- Land locked — Limited room for new home or industrial space expansion. Presently only 2000
remaining plats for home sites. Future revenue growth from traditional sources will therefore
be limited.
Limited youth programs - By comparison with other bedroom communities, FH has a shortfall in
youth programs and services. Coupled with housing costs and schools, youth programs are
critical factors among young families considering relocation to an area.
Lack of available industrial space — Limits our town's ability to attract employers.
Affordable housing — The median value home is now $363,000 compared to $248,000 in 2004.
Affordable housing is critical to attracting young families to the area.
Town government is understaffed
Strategic Planning Advisory Commission Page 15 18 May 2017
2017 Fountain Hills Strategic Plan
With so much of the town's revenues committed to funding emergency services, other
department staffs have been seriously cut back.
- Seasonal residents — Significant number of winter visitors who require local services and utilize
local amenities, but not 'invested' in Fountain Hills' future.
Opportunities
Rebrand the community — Would require local support in identifying, developing and promoting
a unique niche that would attract visitors and/or new residents.
- Extend residential density— New, affordable family housing.
- Focused economic development program —To increase use of available commercial space and
increase revenues to the town.
- Future technology preparedness
Threats
General resistance by community to changes/investments proffered by local government.
Impact of certain legislation by state on local government's ability to manage the community's
evolving needs.
Lack of funds to address the town's aging infrastructure.
Sustainability of our school system with continued declining enrollment.
Strategic Planning Advisory Commission Page 16 18 May 2017
2017 Fountain Hills Strategic Plan
Appendix B: Source Materials and Brainstorming Ideas
Following is the raw material produced from various workgroups and brainstorming sessions during
the development of this plan.
Economic Growth
Consider:
Floor space
IT Infrastructure
Location
Employees
Public transportation (?)
Tax breaks, incentives (?)
Volunteer organizations
Part time residents (services/needs) view seasonal residents as benefit
Resources for support: (organizations already meeting with range of talent)
Vision FH
Chamber of Commerce
Tourism/marketing effort
FH Economic Dev (Scott Cooper)
Realtors association
Kiwanis/Rotary/AMVets, etc
Yavapai Nation — Casino & We Ko Pa resort/conference center
Association of Mayors (is there one?)
Men's/Women's clubs
Identify target business opportunities — products & services
Call Centers and/or remote office work facilities, web hosting
Camps & retreats (big in Prescott, Sedona)
Variety of medical needs continue —building more "senior" facilities - Concern about becoming
Sun City "East"
Medical, and possible recreational marijuana sales/production
Auditorium mixed use facility similar to Highland Church (www.songkick.com) - Schools,
community concerts, name entertainers, theater performances, etc
Seek out private/public partnerships:
Peaks Athletic for "community pool", YMCA, shuttle transportation
School programs, competitive training (triathlon)
Theater
Strategic Planning Advisory Commission Page 17 18 May 2017
2017 Fountain Hills Strategic Plan
Dinner theater options
Adult education, partnerships with extended campus ASU, UA, tech & others
Negotiations with EVIT
Focus on specialty: Business, Music, Resource Conservation, Wildlife Management
Could FH become a 1St class destination in one of these areas — what would it take
Work with Hot Rod fabrication shop, body shops, bike shops (what else do we already make in
FH) - Idea is to teach skills
Golf cart public transportation for local errand support (Scottsdale model, tips?) - Start part
time, weekends, special events
Review the Fountain Hills Visitors Guide
Does it match what expected
Improved, some disconnects, update .pdf not fully automated, Grab a Bite needs work
Improve/increase multimedia marketing efforts, social media, and "other AZ and Phoenix
guides"
Activities/events, some missed opportunities to grow revenue: food, t shirts, mugs, posters, pins, etc
Silver Car Auction — link up related or partnership events
Phil's weekly car show
The Concours
Tour de Scottsdale, Cyclo Mesa & other events transiting FH (Bikefest step in good direction)
Artists series at several Churches — could benefit from larger venue (Auditorium)
Several nearby lakes (day at the Lake activities), we reference the lakes, but how about a boat
show...
McDowell Mt Park events, better coordination, they have multiday events
Park Place is on the way, need to help reduce the negative comments and try to determine positive
benefits to the community. There doesn't appear to be a consolidated effort to fill the business space.
Brokers Alliance is a prime example of how things "can" work, yet there are still challenges
o first being affordable housing as stated by employees and potential new hires.
0 other challenge is finding the required IT savvy workforce locally to grow the companies
Communications and Social Media, increased attention to the visitor guide & tourism with marketing.
Scottsdale, Phoenix, Los Angeles provide most access to town site, followed by FH residents. Town
working position description for full time equivalent be Public Info Officer.
New business, Lai Mai Thai restaurant doing well by all reports (may be too small) and Dead Heat
Brewery approved for location near Fry's to open in December.
Develop a community brand
o adventure center- natural environment
o fine arts center
■ arts
Strategic Planning Advisory Commission Page 18 18 May 2017
2017 Fountain Hills Strategic Plan
■ music
■ theater
o environmentally conscious
Retain current business
o showcase
o business specific
■ financial
■ training
■ increased traffic
Create comprehensive resources package
o town, county, state...
o consolidation effort and content currency
Develop a business accelerator
financial incentives or services discounts
Showcase successful businesses
marketing - visibility inside & outside community
linking on social media
Re -development
o impact of latest development projects on Ave of Fountains
o town parking plan - vertical vs horizontal
o town efficiency, use of solar and other energy saving actions
Measurements of success
jobs created
capital investment
revenue generated
Strategy, milestones (PERT/Gant), return on investment (dollars/benefits) hard/soft
Jobs created
Capital invested
Revenue generated
Demographic Balance
need for better child care options
recreation - wide variety from adult leagues to family oriented functions, typical sports to sand
volleyball, kite flying, robot competition, drone flying competition, paint ball, battle zone, laser
tag.
socializing for young mothers - exercise with strollers like Mall walking (our daughter-in-law had
a jogging stroller) might work around the fountain
Strategic Planning Advisory Commission Page 19 18 May 2017
2017 Fountain Hills Strategic Plan
entertainment - feedback from ballet was great performance, but mixed with little children and
glow sticks was very distracting (we were at the HS football game and they had a special family
carnival type event before the game - seemed well attended), nice comments about theater &
youth theater
FH Village concept for living - separate apartments linked up with community center, dining
area, etc. Somewhat a professional dorm approach with privacy.
Access to public transportation, limited use of motor vehicles, rent cars like Zip, and even rent
bikes
More purchases of hybrid or electric vehicles - look for charging stations near a Starbucks
Recycle and renewable energy continues to grow - Facebook last week, where do I take
recyclables since our condo doesn't do it
Trend toward living in smaller square footage
Live music ' there are a lot of bands, plus ASU has an outstanding school of music & ensembles
Restaurants with "natural foods" - One input requested late night - date night dining
Relative to announcement about new micro brewery
Micro brewery & wine bars (sort of removed from center of town by being near Fry's) spin off
could be golf cart provided transportation to/from the brewery so folks
don't drive or have to call Uber (carts for tips in old town Scottsdale)
Cart idea might even work for assisted living for those that want to get out
additional background notes:
Input on the environment from the community center planning workshop, contacts in FH, plus our own
adult children with families: environmentally conscious, drive hybrids, eat from farmers market coop,
rent vs buy housing, into triathlons, if possible - go wireless. Grandkids are growing up with iPads and
Kindles. We text first, then email, then FaceTime, finally talk on phone. Favorite media sites, Facebook
minimal use.
Link up with McDowell Mountain Park events
Spartan Races (multi day MTB events)
Multi day music festival
Mountain to Fountain 5K race
Fountain Hills Bike Fest (Apr 2017), bringing in support from CA for drag races
o That was original plan, found out the drag race event was going to be too expensive
o trying to find another contractor
Increase events for town family gatherings like:
Chili/bbq cook off
Taste of Fountain Hills
A real Art Gallery, revolving exhibits, etc.
Movies in the park, nice idea
Better environment needed beyond popcorn and blanket
Restaurant — at least one Fire Rock type, but available to the public in town
Casablanca Rooftop, Grass Roots, Culinary Drop Out (examples)
Tough to get nice glass of wine or a craft beer after 9:00 pm
Young professionals... (5t" and Camelback area), socializing spot
Old Town Scottsdale in general social mix of college and young professionals
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2017 Fountain Hills Strategic Plan
Irish Pubs, Scottsdale/Tempe
International or theme other than pizza
Social atmosphere — micro brewery, joint wine tasting w/several vineyards participating
Rotate hosting wine pairing meals
Takes business investment
Progressive dinner party hosted by local restaurants
Multimedia marketing (current/correct information) everything on the net
Put all government services on the net
Slide the city is one day per year, need a Cracker.lax like facility
Skate board park, BMX bike park
Copper Wynds international tennis (should have related activities in town)
Hold invitational tournaments— golf, softball, soccer, pickelball, etc
School age travel teams, track meets, swim meets
Sponsor science fair with a focus — water/solar/renewable energy
Regional, state, SouthWest... science/technology fairs can be a draw
Solar powered vehicles (ASU & UofA), be great to see them tackle these hills
Move beyond two art fairs as the main draw and short term money maker for non -profits
Name performers in the fountain park
Generate atmosphere leaning towards innovation, students left area for robot competition
How about drone competition
Host a real "farmers market"
Segway touring, Zip car location, Zip type bike location (rentals)
Day care, child care services/facilities
How to better engage numerous resources associate with local churches
Demographic balance (residential full/part time, tourism)
o Build upon commute/accessibility to surrounding communities
o Increase awareness of current assets
o Family oriented
o active Boys & Girls club
o Work environment
o assisted living advantages/convenience
Contributing factors for attracting younger residents/visitors
o housing environment (not just affordable - own/rent)
o transportation around town (sidewalks, bike lanes, walking corridors)
■ walking
■ bikes
■ skate boards
■ hiking
■ neighborhood playgrounds
■ child care
Increase Fountain Hills as "destination"
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2017 Fountain Hills Strategic Plan
Dining experiences
Recreational activities
o professional sports
o car shows
o school aged tournaments
Cultural activities
o arts
o sister cities
o library, kid's museum or activity center
Entertainment
participative and spectator
Schools/education/training
o advanced or unique programs
o recruit talent for leadership credentials
o facilities (pool, auditorium, sound/tv studio)
o key sports teams
Measurement and KPIs
Measurement Terms Defined:
Strategic Goals — these are the stated desired end state condition over the 5 -year strategic plan;
e.g., demographic balance will be...
Tasks/Milestones — These are specific measurable actions to be taken to reach the Strategic
Goals. They should be granular, tactical steps each with a specific "by when" completion date.
State desired Strategic Goals — what is the end game over 5 years? What does it "look like" in 5
years.
Strategic Goals — these are the specific stated desired end state conditions/results for the 5 -
year strategic plan that support the overriding Strategic Priorities developed in collaboration
with VisionFH. Consider;
o What is the end game over 5 years?
o What does it "look like" in 5 years —what has changed and what has been created?
You should create two to four Strategic Goals for each Key Strategic Priority: Economic Growth,
Infrastructure Maintenance and Evolution, Demographic Balance, Financial Stability and
Sustainability, and Community.
Outcomes — These are indicators of progress toward the Strategic Goals and will help
determine whether the subsequent tasks/milestones are on track to achieving the Strategic
Goals or if the tasks/milestones should be adjusted (course correction). You can create several
of these over the five-year plan at different intervals. There are essentially markers of success,
over a period of time, toward the strategic goals. One or more Outcomes should generally be
provided for the following periods:
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2017 Fountain Hills Strategic Plan
o Short-term (1 year or less)
o Mid-term (2 to 3 years)
o Long-term (3 to 4 years)
Tasks/Milestones — These are specific, measurable actions to be taken to reach the Strategic
Goals. They should be granular, quantifiable tactical steps; each with the following specific
attributes:
o What, specifically, is the task? — must be measureable as completed or not.
o Who is responsible for the task?
o By when will it be complete?
o What other resources are required?
o Is there a risk or mitigating circumstance?
o What is the cost/price of completing the task/milestone?
o Prioritizing is extremely important when creating tasks/milestone.
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