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HomeMy WebLinkAbout080609PZ:\Council Packets\2009\R8-06-09\090806A.docx Last printed 8/4/2009 2:45 PM Page 1 of 4 REVISED: 8-4-09 NOTICE OF THE EXECUTIVE AND REGULAR SESSIONS OF THE FOUNTAIN HILLS TOWN COUNCIL TIME: 5:30 P.M. EXECUTIVE SESSION (Executive Session will be held in the Fountain Conference Room - 2nd floor) 6:30 P.M. - REGULAR SESSION WHEN: THURSDAY, AUGUST 6, 2009 WHERE: FOUNTAIN HILLS COUNCIL CHAMBERS 16705 E. AVENUE OF THE FOUNTAINS, FOUNTAIN HILLS, AZ 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 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 Jay T. Schlum Vice Mayor Mike Archambault Councilmember Ginny Dickey Councilmember Dennis Brown Councilmember Cassie Hansen Councilmember Dennis Contino Councilmember Henry Leger Z:\Council Packets\2009\R8-06-09\090806A.docx Last printed 8/4/2009 2:45 PM Page 2 of 4 EXECUTIVE SESSION AGENDA CALL TO ORDER 1. ROLL CALL AND VOTE TO GO INTO EXECUTIVE SESSION: Pursuant to ARIZ. REV. STAT. § 38-431.03(A)(4) Discussion or consultation with the attorneys of the public body in order to consider its position and instruct its attorneys regarding the public body’s position regarding contracts that are the subject of negotiations, in pending or contemplated litigation or in settlement discussions conducted in order to avoid or resolve litigation (Specifically, (i) the Fountain Hills Resort Development Agreement, and (ii) the Firerock tax litigation). 2. ADJOURN to Regular Session. REGULAR SESSION CALL TO ORDER AND PLEDGE OF ALLEGIANCE – Mayor Schlum INVOCATION – Fountain Hills’ Town Manager Rick Davis ROLL CALL – Mayor Schlum MAYOR’S REPORT - (i) Mayor Schlum will read a proclamation declaring August 2009 “Drowning Impact Awareness” Month. SCHEDULED PUBLIC APPEARANCES/PRESENTATIONS (i) Presentation by Don Rerick, Planning and Project Management Division with Maricopa County Flood Control District regarding public outreach and education. (ii) Department Division Information Overview of Services provided – Lori Gary, Economic Development Administrator. CALL TO THE PUBLIC Pursuant to A.R.S. §38-431-01(G), 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. CONSENT AGENDA 1. CONSIDERATION of approving the TOWN COUNCIL MEETING MINUTES from July 2, 2009. 2. CONSIDERATION of the FIRST AMENDMENT to the option and lease agreement between the Town of Fountain Hills and new Cingular Wireless PCS, LLC f/k/a/ AT&T Wireless PCS, LLC. Z:\Council Packets\2009\R8-06-09\090806A.docx Last printed 8/4/2009 2:45 PM Page 3 of 4 3. CONSIDERATION of approving a LIQUOR LICENSE APPLICATION submitted by John Vincent Giger, for J & S. Restaurants (dba Fountini’s Bar & Grill), located at 13407 N. La Montana Drive, Fountain Hills, AZ. This is for a series 12 license (Restaurant). 4. CONSIDERATION of approving a LIQUOR LICENSE APPLICATION submitted by Lauren Kay Merrett, for JALM, LLC (dba The Crossings, an Italian Cantina), located at 16852 E. Parkview Avenue, Fountain Hills, AZ. This is for a series 12 license (Restaurant). 5. CONSIDERATION of an EXTENSION OF TIME for an approved Utility Disturbance Permit for “La Bella Vita at Firerock”, at Parcel “B” of Firerock. Case #UDP2008-01. 6. CONSIDERATION of AMENDING the FY08-09 Nichols and Sons Landscape Maintenance Contract by approving change order #2009-01, in the amount of $3,736.95. 7. CONSIDERATION of APPOINTING Councilmember Brown, Councilmember Dickey, and Vice Mayor Archambault to serve on the Town Council Review Subcommittee for the purpose of reviewing applications, interviewing applicants, and submitting a recommendation to the Mayor for appointment to the Planning and Zoning Commission. 8. CONSIDERATION of APPOINTING Councilmember Hansen, Councilmember Contino, and Councilmember Leger to serve on the Town Council Review Subcommittee for the purpose of reviewing applications, interviewing applicants, and submitting a recommendation to the Mayor for appointment to the Public Safety Advisory Commission. REGULAR AGENDA 9. PRESENTATION by Audra Koester Thomas, Chair of the Strategic Planning Advisory Commission, and DISCUSSION of the Strategic Plan Update Working Paper #1: STRATEGIC PLAN GAP ANALYSIS. 10. CONSIDERATION of RESOLUTION, 2009-27, approving an Intergovernmental Agreement (IGA) with the Fort McDowell Yavapai Nation relating to 2008/09 Proposition 202 fundings in the amount of $183,998, and authorizing the expenditures to the following entities once the funds are received: (i) the River of Time Museum in the amount of $5,000, (ii) the Fountain Hills Chamber of Commerce Visitor’s Bureau in the amount of $70,000, and (iii) the Fountain Hills Unified School District #98 in the amount $108,998. 11. PUBLIC HEARING to receive comments on a proposed SPECIAL USE PERMIT to allow Alltel Wireless Communications, to allow the installation of a 65’ tall cellular monopalm tower at 17332 Rand Drive, located in a C-2 Zoning District. ( Case #SU 2009-01) 12. CONSIDERATION of a proposed SPECIAL USE PERMIT to allow Alltel Wireless Communications, to allow the installation of a 65’ tall cellular monopalm tower at 17332 Rand Drive, located in a C-2 Zoning District. ( Case #SU 2009-01) 13. CONSIDERATION of approving the CANCELLATION of the Fountain Hills Town Council September 3, 2009, regular meeting, due to the fact that the Council will be attending the League of Arizona Cities and Towns Annual Conference that is scheduled to be held September 1, 2009, through September 4, 2009. 14. QUARTERLY UPDATE by the Director of Planning and Zoning on activities and projects. Z:\Council Packets\2009\R8-06-09\090806A.docx Last printed 8/4/2009 2:45 PM Page 4 of 4 15. CONSIDERATION of AUTHORIZING the Mayor to execute a letter approving the Town Manager’s participation in peer review sessions in 2009 (i) in Clearfield, Utah and (ii) in Parkland, Florida. 16. QUARTERLY UPDATE by the Town Manager on implementing the Council Goals. 17. DISCUSSION WITH POSSIBLE DIRECTION TO STAFF relating to information to be gathered and topics to be covered at the September 8, 2009, Town Council Work Study Session, including discussion of officials’ respective roles under the Council-Manager form of government. 18. DISCUSSION WITH POSSIBLE DIRECTION to the Town Manager, Town Attorney and Litigation Counsel regarding the Firerock tax litigation. 19. COUNCIL DISCUSSION/DIRECTION to the Town Manager. Items listed below are related only to the propriety of (i) placing such items on a future agenda for action or (ii) directing staff to conduct further research and report back to the Council: A. None. 20. SUMMARY of COUNCIL REQUESTS and REPORT ON RECENT ACTIVITIES by the Town Manager. 21. ADJOURNMENT. DATED this 3rd day of August, 2009 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. Z:\Council Packets\2009\R8-06-09\090806A.docx Last printed 8/4/2009 2:45 PM Page 1 of 4 REVISED: 8-4-09 NOTICE OF THE EXECUTIVE AND REGULAR SESSIONS OF THE FOUNTAIN HILLS TOWN COUNCIL TIME: 5:30 P.M. EXECUTIVE SESSION (Executive Session will be held in the Fountain Conference Room - 2nd floor) 6:30 P.M. - REGULAR SESSION WHEN: THURSDAY, AUGUST 6, 2009 WHERE: FOUNTAIN HILLS COUNCIL CHAMBERS 16705 E. AVENUE OF THE FOUNTAINS, FOUNTAIN HILLS, AZ 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 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 Jay T. Schlum Vice Mayor Mike Archambault Councilmember Ginny Dickey Councilmember Dennis Brown Councilmember Cassie Hansen Councilmember Dennis Contino Councilmember Henry Leger Z:\Council Packets\2009\R8-06-09\090806A.docx Last printed 8/4/2009 2:45 PM Page 2 of 4 EXECUTIVE SESSION AGENDA CALL TO ORDER 1. ROLL CALL AND VOTE TO GO INTO EXECUTIVE SESSION: Pursuant to ARIZ. REV. STAT. § 38-431.03(A)(4) Discussion or consultation with the attorneys of the public body in order to consider its position and instruct its attorneys regarding the public body’s position regarding contracts that are the subject of negotiations, in pending or contemplated litigation or in settlement discussions conducted in order to avoid or resolve litigation (Specifically, (i) the Fountain Hills Resort Development Agreement, and (ii) the Firerock tax litigation). 2. ADJOURN to Regular Session. REGULAR SESSION CALL TO ORDER AND PLEDGE OF ALLEGIANCE – Mayor Schlum INVOCATION – Fountain Hills’ Town Manager Rick Davis ROLL CALL – Mayor Schlum MAYOR’S REPORT - (i) Mayor Schlum will read a proclamation declaring August 2009 “Drowning Impact Awareness” Month. SCHEDULED PUBLIC APPEARANCES/PRESENTATIONS (i) Presentation by Don Rerick, Planning and Project Management Division with Maricopa County Flood Control District regarding public outreach and education. (ii) Department Division Information Overview of Services provided – Lori Gary, Economic Development Administrator. CALL TO THE PUBLIC Pursuant to A.R.S. §38-431-01(G), 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. CONSENT AGENDA 1. CONSIDERATION of approving the TOWN COUNCIL MEETING MINUTES from July 2, 2009. 2. CONSIDERATION of the FIRST AMENDMENT to the option and lease agreement between the Town of Fountain Hills and new Cingular Wireless PCS, LLC f/k/a/ AT&T Wireless PCS, LLC. Z:\Council Packets\2009\R8-06-09\090806A.docx Last printed 8/4/2009 2:45 PM Page 3 of 4 3. CONSIDERATION of approving a LIQUOR LICENSE APPLICATION submitted by John Vincent Giger, for J & S. Restaurants (dba Fountini’s Bar & Grill), located at 13407 N. La Montana Drive, Fountain Hills, AZ. This is for a series 12 license (Restaurant). 4. CONSIDERATION of approving a LIQUOR LICENSE APPLICATION submitted by Lauren Kay Merrett, for JALM, LLC (dba The Crossings, an Italian Cantina), located at 16852 E. Parkview Avenue, Fountain Hills, AZ. This is for a series 12 license (Restaurant). 5. CONSIDERATION of an EXTENSION OF TIME for an approved Utility Disturbance Permit for “La Bella Vita at Firerock”, at Parcel “B” of Firerock. Case #UDP2008-01. 6. CONSIDERATION of AMENDING the FY08-09 Nichols and Sons Landscape Maintenance Contract by approving change order #2009-01, in the amount of $3,736.95. 7. CONSIDERATION of APPOINTING Councilmember Brown, Councilmember Dickey, and Vice Mayor Archambault to serve on the Town Council Review Subcommittee for the purpose of reviewing applications, interviewing applicants, and submitting a recommendation to the Mayor for appointment to the Planning and Zoning Commission. 8. CONSIDERATION of APPOINTING Councilmember Hansen, Councilmember Contino, and Councilmember Leger to serve on the Town Council Review Subcommittee for the purpose of reviewing applications, interviewing applicants, and submitting a recommendation to the Mayor for appointment to the Public Safety Advisory Commission. REGULAR AGENDA 9. PRESENTATION by Audra Koester Thomas, Chair of the Strategic Planning Advisory Commission, and DISCUSSION of the Strategic Plan Update Working Paper #1: STRATEGIC PLAN GAP ANALYSIS. 10. CONSIDERATION of RESOLUTION, 2009-27, approving an Intergovernmental Agreement (IGA) with the Fort McDowell Yavapai Nation relating to 2008/09 Proposition 202 fundings in the amount of $183,998, and authorizing the expenditures to the following entities once the funds are received: (i) the River of Time Museum in the amount of $5,000, (ii) the Fountain Hills Chamber of Commerce Visitor’s Bureau in the amount of $70,000, and (iii) the Fountain Hills Unified School District #98 in the amount $108,998. 11. PUBLIC HEARING to receive comments on a proposed SPECIAL USE PERMIT to allow Alltel Wireless Communications, to allow the installation of a 65’ tall cellular monopalm tower at 17332 Rand Drive, located in a C-2 Zoning District. ( Case #SU 2009-01) 12. CONSIDERATION of a proposed SPECIAL USE PERMIT to allow Alltel Wireless Communications, to allow the installation of a 65’ tall cellular monopalm tower at 17332 Rand Drive, located in a C-2 Zoning District. ( Case #SU 2009-01) 13. CONSIDERATION of approving the CANCELLATION of the Fountain Hills Town Council September 3, 2009, regular meeting, due to the fact that the Council will be attending the League of Arizona Cities and Towns Annual Conference that is scheduled to be held September 1, 2009, through September 4, 2009. 14. QUARTERLY UPDATE by the Director of Planning and Zoning on activities and projects. Z:\Council Packets\2009\R8-06-09\090806A.docx Last printed 8/4/2009 2:45 PM Page 4 of 4 15. CONSIDERATION of AUTHORIZING the Mayor to execute a letter approving the Town Manager’s participation in peer review sessions in 2009 (i) in Clearfield, Utah and (ii) in Parkland, Florida. 16. QUARTERLY UPDATE by the Town Manager on implementing the Council Goals. 17. DISCUSSION WITH POSSIBLE DIRECTION TO STAFF relating to information to be gathered and topics to be covered at the September 8, 2009, Town Council Work Study Session, including discussion of officials’ respective roles under the Council-Manager form of government. 18. DISCUSSION WITH POSSIBLE DIRECTION to the Town Manager, Town Attorney and Litigation Counsel regarding the Firerock tax litigation. 19. COUNCIL DISCUSSION/DIRECTION to the Town Manager. Items listed below are related only to the propriety of (i) placing such items on a future agenda for action or (ii) directing staff to conduct further research and report back to the Council: A. None. 20. SUMMARY of COUNCIL REQUESTS and REPORT ON RECENT ACTIVITIES by the Town Manager. 21. ADJOURNMENT. DATED this 3rd day of August, 2009 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. Comprehensive Services in Flood Hazard Protection: Protecting the Town of Fountain Hills Don Rerick, P.E. August 6, 2009 Flood Control District of Maricopa County Mission: Provide flood hazard identification, regulation, remediation, and education to the people in Maricopa County so that they can reduce their risks of injury, death, and property damage due to flooding while enjoying the natural and beneficial values served by floodplains. Vision: The people of Maricopa County and future generations will have the maximum amount of protection from the effects of flooding through fiscally responsible flood control actions and multiple-use facilities that complement or enhance the beauty of our desert environment. Purpose of the District Identification of flood hazards and problems Regulation of floodplains and development County water course and drainage planning Education for flood prevention and safety Construction of flood control structures and facilities Flood warning and early detection Maintenance and operation of completed structures Saguaro Boulevard August 1997 Strategic Programs Education Identification Regulation Remediation District / Town Partnerships Golden Eagle Park Dam Fountain Hills Area Drainage Master Plan Fountain Hills North Floodplain Delineation Study Fountain Hills South Floodplain Delineation Study Golden Eagle Park Dam Rehabilitated 2002 Engineering Services Technical support Library resources www.fcd.maricopa.gov/Pub/pub.aspx On-Line rainfall, stream flow and other weather related data www.fcd.maricopa.gov/Rainfall/rainfall.aspx Alert Stations Floodplain Management Services Flood Zone determinations Flood insurance information Technical support for communities enrolled in the National Flood Insurance Program (NFIP) Community Rating System (CRS) program Floodprone Properties Assistance Program (FPAP) Public Outreach and Education Flood Hazard Safety Awareness Information Televised Public Service Announcements Support of All Programs through Public Meetings Any Questions? “We are your Flood Control District” Town of Fountain Hills Economic Development Division August 6, 2009 Economic Development What it is & what it does for a community. What this position does. How is impacts your goals for the community. Economic Development Need for Community Sustain economic health, tax base, and quality of life . Invest in attraction of companies generating revenue Invest in retention Creating competitive advantages Provide financial strength to support and service the community needs. Economic Development Program Three Areas of Focus: Business Attraction Business Retention Business Vitality Business Attraction Identifying community needs (gap analysis) Identifying target business sectors Preparing outreach strategies to targets Preparing information and materials Implementing outreach Business Retention Identification business sectors and businesses critical to the Town’s success. Development of business visitation program. Compilation and analysis of feedback. Identification of items the Town may consider to assist businesses (e.g. policy or procedural related). Business Vitality Work and partner with local groups & organizations to support success of local businesses. Town Center Group Business Vitality Action Committee Fort McDowell Yavapi Nation Fountain Hills Chamber of Commerce Fountain Hills & Fort McDowell Visitors Bureau Economic Development Goals Job Creation Job Retention Tax Base Diversification Increase in Property Values Expansion of Wealth Economic Stability Economic Self-Sufficiency Enhance the Quality of Life for Citizens Strategic Plan Update: 2009-2010 August 6, 2009 Presentation to Council Strategic Planning Advisory Commission Phase I: Strategic Plan Audit Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Tonight‟s Presentation •What is a Strategic Plan •Strategic Plan 2006-2010 •Strategic Planning Advisory Commission (SPAC) •Strategic Plan Update Process •Phase I: Strategic Plan Audit •Next Steps Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit What is a Strategic Plan? •Process by which an organization or municipality envisions its future and develops goals, objectives and strategies to achieve that future. –Vision:the ideal desired condition of the community at some future point in time. –Goals, objectives, policies:ways to achieve the vision. Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit How is a Strategic Plan Used? Integrated into the day-to-day organizational operations of the Town •Council: uses the Plan to provide strategic direction, prioritize expenditures and evaluate proposals •Staff: uses the Plan to develop action plans and budget proposals A Strategic Plan must remain current and relevant through regular review and updates. Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Strategic Plan 2006-2010: Development •2004: Fountain Hills Civic Association and Town move forward on a citizen participation plan •2005: Plan Development –Technical Advisory Committee oversee citizen-driven process (over 1,600 participants) –Plan adopted and Strategic Planning Advisory Commission created by Council in December •2006: Began Implementation •2009-2010: Plan Update Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Strategic Plan 2006-2010: Format •Focus Areas:topical areas to „group‟ key issues •Strategic Priorities:actions to be implemented –1-2 Year Priorities (2006 and 2007) –3-5 Year Priorities (2008 –2010) •Activities:policies, programs or projects to implement Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Strategic Planning Advisory Commission •Plan initiative to create an appointed commission of citizens to: –Provide continuing public education relative to the Plan‟s on-going implementation –Maintain and update the Strategic Plan Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit SPAC Members •Audra Koester Thomas, Chair •Curt Dunham, Vice Chair •Mike Dooley •Alan Magazine •Charlotte McCluskey •Rich Schultz •Allen Siebel •Katie Myhr, Youth Commissioner Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Strategic Plan Update •Why:Planning horizon of 2010 •How:Citizen-driven, volunteer effort by SPAC •When:June 2009 –March 2010 Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Strategic Plan Update Process •Phase I:Strategic Plan Audit (June –July 2009): Strategic Plan Gap Analysis •Phase II:Education and Affirmation (August – November 2009): Strategic Vision •Phase III:Construction (November 2009-February 2010): Draft Plan Update •Phase IV:Plan Adoption (February –March 2010) Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Phase I Purpose •Evaluate current Strategic Plan –Status of strategic activities –Evaluation of tool –Revisit Plan values –Revisit Plan priorities • Identify „gaps‟ of Strategic Plan –Implementation of strategic activities –Usefulness as a tool –Relevance of values and priorities Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Phase I Process Activities •Council interviews •Feedback Session #1 •Meetings and presentations with organizations •Resident interviews •Planning Team Meeting #1 and #2 •Executive staff interviews •SPAC Meetings Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Phase I Product: Working Paper #1 •Background •Strategic Plan Audit –Implementation Status –Use as a Tool •Insights into Community Values –What we value – What we don‟t like –Changes –Challenges •Filling the Gaps •Appendix (instruments and data) Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Working Paper #1: Implementation Status •Focus Area •Strategic Actions •Status (Consumer Reports style) •Accomplishments and notes Table 2: 3-5 Year Strategic Priorities Audit (cont.) Focus Area Strategic Action Status Accomplishments and Notes Increase use of "striped" crosswalks, pedestrian signals and traffic controls New crosswalk at Saguaro and El Lago; Avenue of the Fountains and Saguaro; Palisades and Sunridge; Alamosa and Four Peaks School; Avenue of the Fountains and La Montana. Add pedestrian signals and traffic controls Saguaro and El Lago in 2006; three-way stop at Ave of the Fountains and Saguaro in 2007; Palisades and Sunridge in 2008-09. Build more sidewalks each year 400 feet added in 2006, including handicap ramps at four intersections; 850 feet in 2007; 3,440 feet ADA compliant in 2008; 5,420 feet projected in 2009. Municipal Government Services Increase the frequency of street resurfacing 15 miles in 2006; 30 total miles in 2007; 30 miles in 2008; 38 miles projected in 2009; Saguaro Boulevard maintenance unresolved. Increase availability of on-line classes Increase learning opportunities for seniors Senior Net offers 10-12 classes/month and other classes offered; Fountain Hills Public Forum created in 2008. Education Provide access to college courses with accreditation SCC revoking non-credit classes due to budget cuts; no classes with accreditation offered currently. Establish restricted view corridors P&Z conducted research; potential to draft regulations. Educate public on promoting safety without creating light pollution Articles published in AveNEWS and Dark Skies video made available. Increase frequency of wash maintenance 52 acres in 2006; 60 acres in 2007; 63 acres in 2008; 52 acres in 2009. Improve street sweeping program and equipment Purchased PM-10 sweepers via grant in 2006 and 2007. Monitor/maintain McDowell Mountain preserve trails Maintained by volunteer "Trailblazers" and working on future connection to McDowell Mountain Regional Trail across from Preserve's North Trail. Preservation of the Environment Start proactive code enforcement to ensure the Town has a well-maintained and clean environment Vast education process; provide paper shredding and recycling program; offer hazardous waste program; joined Water Use It Wisely consortium; hosted Water Festival; intergovernmental agreement with MAG on PM-10 measures; enforcing recently adopted regulations on leaf blowers, travel on unpaved surfaces. Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Working Paper #1: Implementation Status •Great strides in implementation •Implementation gaps –Long-term revenue shortfall –Amend Wash ordinance to allow trails –Bike lanes connecting trails and pathways –Expansion of community events, such as 4th of July –Online and continuing education –Establishing view corridors –Wash maintenance Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Working Paper #1: Use as a Tool •Used during annual Council goal setting •Serve as the foundation for long term planning •Update opportunities: –Simplify, streamline, refine to a user-friendly document –Long-term, vision-based Plan –Institutionalize Plan process, roles and responsibilities –Refrain from specific task lists or price tags –Organize initiatives by Town operating units Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Working Paper #1: Value Most •Natural desert beauty, views and terrain • “Sense of community”, “small town feel”, “quality of life” •Other values –Location to the Valley –Friendly population –Fountain Park and other community amenities –Safety and security –Quality design and diversity of housing Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Working Paper #1: Dislikes •Incomplete Downtown and disjointed commercial/retail development •Lack of quality restaurant, retail and entertainment options •Lack of affordability for families, young professionals • Lack of lifespan activities and amenities; just “not enough to do” •Increase in traffic, crime •Negativity of Town, leadership, politics Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Working Paper #1: Changes •Growth: more homes, more people, more development •Global economic crisis •Aging of community and infrastructure •Divergent viewpoints: –Continually evolving for the better –Not changing at all Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Working Paper #1: Challenges •Fiscal health and stability of Town •Economic development, Downtown vitality, job creation •Others challenges: –Schools, families and youth –Crime, traffic and public safety –Infrastructure and redevelopment –Events, amenities and activities Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Working Paper #1: 2005 Values •Strong, continued support –Preserve small town character –Community participation, involvement and volunteerism –Environment –Public safety •Need more study –Cultural diversity –Recreational opportunities –Education Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Working Paper #1: Emerging Values? •Economic vitality:Is there a need for quality commercial, retail and employment opportunities to become a sustainable, full-service community? •Health and welfare:Do we value more than personal safety, such as our health and happiness? •Environmental stability:Does our value for “environment” include resource management and sustainability? Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Working Paper #1: Gaps •Analyzing unimplemented strategic actions •Retooling Plan format •Refine values •Identify priorities Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Next Step: Phase II •Purpose:Education and Vision •Product:Strategic Vision for Fountain Hills •Issue Forums: –Sense of Community – Answering “Not enough to do” –Environmental Sustainability –Financing our Future –Downtown Vitality (partner with Swaback?) •Planning Team meetings, Feedback Sessions, organizational presentations, etc. Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Questions and Comments Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Presentation Appendix SPAC Biographies Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Audra Koester Thomas, Chair Audra Koester Thomas is senior associate with Partners for Strategic Action, Inc., a strategic planning firm based in Fountain Hills, Arizona. PSA specializes in land use planning and strategic plans for local and regional governments in the Southwest. Audra has recently worked on the Pinal County (Arizona) Comprehensive Plan, the Gila River Indian Community (Arizona) Seven Districts Master Plan, and Tomball (Texas) Comprehensive Plan. Prior to joining PSA, Audra worked for The Woodlands, Texas, an international award-winning, master-planned community of 95,000 north of Houston. In The Woodlands, Audra served as project manager for the historic governance project that would provide the unincorporated community the opportunity to eventually incorporate. Audra has B.S. in Agricultural Leadership and Development from Texas A&M University, as well as a M.A. in Public Administration, a M.A. in Political Science and is finishing her PhD in Political Science, all from the University of Houston. Audra is originally from Dennison, Minnesota where she grew up on a farm and continues to hold interest in the family‟s cattle business. Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Curt Dunham, Vice Chair Curt Dunham is CEO and co-founder of Partners for Strategic Action, Inc. (PSA) a Fountain Hills-based consulting firm established in 1992. PSA specializes in strategic planning and public engagement for communities and government agencies throughout the western United States. Curt is an urban planner who specialties in economic development and research, strategic planning, community development finance, and community consensus building. Curt is a charter member and past Chairman of the Fountain Hills SPAC and was active in the development of the Town‟s Strategic Plan. Curt is a Certified Planner from the American Institute of Certified Planners. Curt holds a BS Degree in Business from Arizona State University and has lived in Fountain Hills since 1995. Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Mike Dooley, Commissioner Mike Dooley mostly recently worked for Phoenix Children's Hospital responsible for new business planning, marketing and communications. He worked on several business plans and long range strategic plan. Prior to coming to Arizona, Mike worked in Children's Hospitals and Clinics in Minneapolis as Director of Marketing and Communications. In that capacity, he did environmental assessments, planning, as well as Web development and advertising. Before that, Mike was VP of Account Services at an ad agency where conducted market research and wrote marketing plans. Mike has an MBA from the University of Wisconsin, and a BA from the University of Notre Dame. Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Alan Magazine, Commissioner Alan Magazine has lived in Fountain Hills for four years, first as a half –time resident, and now full-time. Prior to moving to Fountain Hills, he spent his entire career in the Washington, D.C. area. His positions included: eight years as a member of the Fairfax County Virginia Board of Supervisors; President of the Health Industry Manufacturers Association; Founding President of the Council On Competitiveness; Director of Intergovernmental Relations at the U.S. Environmental Protection Agency, and Senior Consultant with the Real Estate Research Corp. Additionally, he has served as an independent consultant specializing in economic development. Magazine holds a Ph.D. in government and politics from the University of Maryland, an MPA (public administration) from Kent State University, and a BA in English and political science from Monmouth College (Illinois.) Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Charlotte McCluskey, Commissioner Charlotte McCluskey has spent the majority of her career developing and implementing new managed care insurance products. She was President of Contact, Inc, the Mental Health division of Samaritan Healthcare, and grew the company for 36,000 to 300,000 covered lives in three years. She then spent the next 20 years as Vice President of Marketing for three national Healthcare companies, developing PPO and HMO products for national distribution. She managed a 27-state conversion to DOT regulated testing and treatment for the employees of the Burlington Northern Santa Fe Railroad. In 1997 in Fountain Hills, she operated a successful Salon and Skin Care business, which she sold in 2005. With partner Francesca Carozza, she co-founded Image Weavers, a marketing and PR Business. Image Weavers managed the communications process for the Town of Fountain Hills 2005 Strategic Plan. Charlotte then established Fresh Ideas, LLC in 2008, and she serves 3 major clients and 3 non-profit organizations in Arizona, providing communications and marketing services. Charlotte has a BS and M.Ed. from Arizona State University specializing in English and Behavioral Psychology. Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Rich Shultz, Commissioner Rich Schultz attended the California Polytechnic San Luis Obispo and earned a BS in Recreation Administration with concentration in Early Childhood Development in 1982. After graduation, he joined the YMCA of Denver as the Director of Childhood Development. He spent a year in Colorado and then in 1993 joined the YMCA of Orange County as Associate Executive Director handling licensed childcare, youth sports and fitness. During his five year tenure at the YMCA of Orange County, he managed over a 100 program, a two million dollar budget and the strategic planning of the branch. In 2000, he moved his family Fountain Hills to become the Sr. Branch Director for the Boys & Girls Clubs of Greater Scottsdale –McKee Branch. He has served as a SPAC commissioner since the inception of the commission, and has been an active participant in Chamber of Commerce and other community activities. Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Allen Siebel, Commissioner Allen Siebel‟s background is in the field of public accounting and corporate financial management. Before moving to Fountain Hills, in 2002, he served in various capacities at C & H distributors of Milwaukee, WS. C & H is a distributor of industrial distributor of material handling equipment, and Richard was Vice President and Treasurer of C & H Corporation, when he retired after serving the company for thirty-four years. He became interested in the Town of Fountain Hills strategic planning process after attending the public meetings, and applied to serve as a commissioner to assist in the Plan update process. He graduated from the University of Wisconsin-Whitewater with a degree in accounting and economics. Strategic Plan Update: 2009-2010 Phase I: Strategic Plan Audit Katie Myhr, Youth Commissioner Katie Myhr is a junior at Fountain Hills High School, studying French as her language specialization and continuing with more advanced Math and English classes. She plays on both the Varsity Basketball team and the Varsity Softball team. She participated in Student Government during her Sophomore year, and plans to keep up with their the activities and school spirit events. She has been accepted into Falcon Leadership at the Fountain Hills High School, which is a program where upper-classmen mentor freshmen students to help with their transition into high school. Katie also volunteers at the River of Time Museum store on Saturdays. Katie is excited to have the opportunity to get other teens interested in helping the community and sharing their ideas to help the Town grow. Working Paper #1: Strategic Plan Gap Analysis Strategic Planning Advisory Commission Strategic Plan Update July 2009 Working Paper #1: Strategic Plan Gap Analysis Table of Contents Background Strategic Plan 2006-2010......................................................................................................................1 2009-2010 Strategic Plan Update.......................................................................................................1 What is the Gap Analysis?......................................................................................................................2 Strategic Plan Audit Implementation Status..............................................................................................................................3 Use as a Tool.............................................................................................................................................6 Insights into Community Values What we value most about Fountain Hills............................................................................................8 What we do not like about Fountain Hills............................................................................................8 How is Fountain Hills changing? ...........................................................................................................9 What are our future challenges?...........................................................................................................9 Have our values changed?......................................................................................................................9 Have our priorities changed?...............................................................................................................10 Interview and Feedback Session Demographics..............................................................................12 Divergent Viewpoints............................................................................................................................13 Filling the Gaps Next Steps, Next Questions.................................................................................................................14 Appendix Feedback Session #1: Instrument....................................................................................Appendix A-1 Resident Interview Script...................................................................................................Appendix B-1 Council/Staff Interview Script..........................................................................................Appendix C-1 Feedback Session #1 Responses.....................................................................................Appendix D-1 Resident Interview Summary............................................................................................Appendix E-1 Council Interview Summary...............................................................................................Appendix F-1 Staff Interview Summary.................................................................................................Appendix G-1 Fountain Hills Strategic Plan Update Working Paper #1: Strategic Plan Gap Analysis Background Strategic Plan 2006-2010 Strategic planning is a disciplined process by which an organization envisions its future and develops strategies, goals, objectives and action plans to achieve that future. Thus, strategic planning is a decision-making process. In late 2004 the Town of Fountain Hills embarked on a strategic planning process that involved its citizenry to a very high degree. This decision was consistent with Fountain Hills’ history. Throughout the 1980s and early 1990s, the Fountain Hills Civic Association sponsored a series of Town Hall meetings where citizens were asked their opinions about potential policies, amenities and facilities. The last such effort, in 1995, resulted in a list of over 20 Town improvement projects, most of which were accomplished as funds became available. In the early fall of 2004 about 40 citizens and a number of Town Council Members met to discuss the idea of creating a strategic plan. Participants generally favored the idea, and Town Manager recruited a committee of highly-experienced citizen volunteers, and Council designates Ed Kehe and Kathleen Nicola to design and oversee the process. The volunteers—who became the Technical Advisory Committee—developed a citizen participation plan outlining key events that would seek out opinions of the Town’s citizens. The Town Council approved the citizen participation plan on December 16, 2004. In late January 2005 the Town contracted with a project manager, and in February it contracted with a communications company to help educate the public and get out the word about the strategic planning events. The Fountain Hills Strategic Plan 2006-2010 is organized by “Focus Areas” to group key issues. The “Action Plan” outlines “Strategic Priorities” for implementation in two categories: within the first two years (2006 and 2007) and within three to five years (2008 to 2010.) One of the action plan initiatives was to create a Strategic Planning Advisory Commission (SPAC) of appointed citizens. The SPAC would be responsible for continuing public education relative to the Plan’s on-going implementation, and for maintaining and updating the strategic plan. With the input of over 1,600 residents and stakeholders, Council officially adopted the Strategic Plan and established the SPAC on December 1, 2005. 2009-2010 Strategic Plan Update In early 2009, SPAC recognized the forthcoming planning horizon of the Strategic Plan and submitted a public involvement plan to Council for the update of its Strategic Plan. SPAC’s public involvement plan outlined an update process that offered meaningful opportunities for residents and stakeholders while using minimal Town resources. The Strategic Plan Update would largely be a grassroots effort, led by SPAC, and using various input opportunities, including: • Creation of a Planning Team to review milestone Strategic Plan Update products • Presentations to organizations and groups in Fountain Hills • Use of Feedback Sessions (on paper and online) to receive feedback from residents efficiently July 2009 Page 1 Fountain Hills Strategic Plan Update Working Paper #1: Strategic Plan Gap Analysis • Interviews with Council, executive staff and residents • Educational forums and public open houses The Strategic Plan Update would ensue in a four-phased program: Phase 1: Strategic Plan Audit (June – July 2009): Evaluate the current Fountain Hills Strategic Plan and conduct a gap analysis. Phase II: Education and Affirmation (August – November 2009): Educate residents and leaders on the changing realities facing Fountain Hills. Phase III: Construction (November 2009 – February 2010): Reconstruct a Strategic Plan that addresses the vision of Fountain Hills. Phase IV: Plan Adoption (February – March 2010): Provide to Council a citizen-endorsed Strategic Plan Update that addresses the vision and values of Fountain Hills. The end product would be an update of the Town’s Strategic Plan, grounded in a citizen- driven Vision, and crafted in a way that proves to be a useful tool for Council. What is the Gap Analysis? The purpose of this report is to outline potential ‘gaps’ of the 2006-2010 Strategic Plan in order to craft its Update. The “Strategic Plan Audit” section of this paper outlines gaps in implementation and Plan format. The “Insights into Community Values” section outlines gaps in community values and priorities. This working paper concludes with a section titled “Filling the Gaps”, where SPAC’s next steps in the Update process are outlined. July 2009 Page 2 Fountain Hills Strategic Plan Update Working Paper #1: Strategic Plan Gap Analysis Strategic Plan Audit Phase I of the Strategic Plan Update was for SPAC to complete an audit of the Strategic Plan. The audit would include a review of the Strategic Plan implementation and interviews to understand how Council and staff were using the Strategic Plan. Implementation Status Together with staff, SPAC reviewed the Strategic Plan to evaluate the implementation of its strategies. SPAC evaluated each strategic activity and assigned the following scale to the list of accomplishment supplied by staff. It should be emphasized that implementation status is simply illustrative and not a quantitative analysis of the Strategic Plan example strategic activities. ● Strategic activity completed. ◕ Strategic activity largely completed. ◒ Strategic activity partially completed. ◔ Strategic activity largely incomplete. ○ Strategic activity not yet begun or no longer relevant. Table 1: 1-2 Year Strategic Priorities Audit Focus Area Strategic Action Status Accomplishments and Notes Educate public about the potential long-term shortfall ● The Informed Choices workshops started a dialogue with citizens about the financial issue facing the Town. Using the input from the Informed Choices workshops, staff broadened the range of financial options and prepared a series of eight in-home meetings. Revenue Shortfall Resolve long-term shortfall ◒ Revenue Solutions Project. Council called for property tax election in May 2008; initiative failed. Education Integrate the Town and schools more closely ● The Town of Fountain Hills and School District staff has formed a joint committee to increase communication and foster better utilization of resources. The partnership has resulted in a number of on-going projects, such as the development of more joint-use parks space, the hosting of the Lori Piestewa National Native American Games, and the co- hosting in the Fall of 2008 of the area-wide Project Wet Water Festival. Require new developments to use native vegetation ● Town adopted Low-Water Use Landscaping Ordinance on December 7, 2006 and conducted subsequent education program. Strictly enforce General Plan and Zoning ordinances ● Updates and clarifications made; currently updating General Plan. Establish controls over commercial architectural compatibility ● On December 8, 2006, the Town Council approved the Commercial/Multi-Family Architectural Design Review Guidelines. Physical Planning Annex State Trust Land ● Officially annexed June 5, 2006. July 2009 Page 3 Fountain Hills Strategic Plan Update Working Paper #1: Strategic Plan Gap Analysis Table 2: 3-5 Year Strategic Priorities Audit Focus Area Strategic Action Status Accomplishments and Notes Build additional environmentally-sensitive hiking trails in major washes ○ Needs voter approval to amend Wash Ordinance to permit hiking trails. Develop pedestrian-friendly pathways/walking trails ◒ In the course of reviewing site plans for subdivisions and non- residential projects, P&Z encourages design that promotes safe pedestrian walkways that connect to the larger system of trails and sidewalks. Expand bike lanes connecting hiking/walking trails ◒ Bike lanes continue to be added to promote connectivity. Increase the frequency of concerts and movies in Fountain Park ● Concert series was expended from just a Fall series to include a Spring series. Beginning in 2008, concerts were moved to Saturdays to help support downtown businesses. Movies were also expanded to regular series. Parks and Recreation Increase programs to bring together people with different backgrounds ◕ Special events were expanded in scope and number of events. The St. Patrick’s Day event was expanded in 2008 and 2009. The Eggstravaganza event was expanded in 2009. The joint Health Fair was cancelled for 2009 due to budget constraints. Promote citizen involvement in Town celebrations and community dialogue ◕ Town kiosks installed; public engagement on property tax initiative; citizen input on 2008 Town Manager search; Master Gardener program; expanded press releases; use of 'huts' in Fountain Park; WUIW workshops; coordination with Chamber Web site; new Town Web site; numerous departmental project meetings; partnership with FHHS on homecoming parade; etc. Less success with increased celebration activities including: White Castle Day, Soap Box Derby, Founders Day, Independence Day fireworks, Pony Express Days, etc. Partner with Ft. McDowell on local events ● Cross-promotion of press releases; Lori Piestewa Native American Games partnership; utilize regional facilities; monthly coordination meetings; participation in hazardous waste collection. Welcome and mentor new residents ● Provide AveNEWS to Chamber; supply Welcome Lady with key information for distribution; Senior Center provide info to those in need; offer programs including Senior Expo, Arts shows, etc. Establish a "one stop shop" for Town information ● New kiosks being used; hired full-time PIO; add programming to Channel 11; created AveNEWS; use 'huts' at Fountain Park. Emphasize the Fountain as Town icon ● Fountain featured in Town publications; picture library built; focal point on new Town Web site; marketing materials and info pieces contain fountain; new resident 'blue bag' has seal with fountain. Small Town Atmosphere and Town Identity Add new fountain features at key points ◔ 2007 development fees collected; 2008 signage eliminated due to budget cuts; no funding identified in 2009. July 2009 Page 4 Fountain Hills Strategic Plan Update Working Paper #1: Strategic Plan Gap Analysis Table 2: 3-5 Year Strategic Priorities Audit (cont.) Focus Area Strategic Action Status Accomplishments and Notes Increase use of "striped" crosswalks, pedestrian signals and traffic controls ● New crosswalk at Saguaro and El Lago; Avenue of the Fountains and Saguaro; Palisades and Sunridge; Alamosa and Four Peaks School; Avenue of the Fountains and La Montana. Add pedestrian signals and traffic controls ● Saguaro and El Lago in 2006; three-way stop at Ave of the Fountains and Saguaro in 2007; Palisades and Sunridge in 2008-09. Build more sidewalks each year ● 400 feet added in 2006, including handicap ramps at four intersections; 850 feet in 2007; 3,440 feet ADA compliant in 2008; 5,420 feet projected in 2009. Municipal Government Services Increase the frequency of street resurfacing ◒ 15 miles in 2006; 30 total miles in 2007; 30 miles in 2008; 38 miles projected in 2009; Saguaro Boulevard maintenance unresolved. Increase availability of on- line classes ○ Increase learning opportunities for seniors ● Senior Net offers 10-12 classes/month and other classes offered; Fountain Hills Public Forum created in 2008. Education Provide access to college courses with accreditation ○ SCC revoking non-credit classes due to budget cuts; no classes with accreditation offered currently. Establish restricted view corridors ◔ P&Z conducted research; potential to draft regulations. Educate public on promoting safety without creating light pollution ● Articles published in AveNEWS and Dark Skies video made available. Increase frequency of wash maintenance ◒ 52 acres in 2006; 60 acres in 2007; 63 acres in 2008; 52 acres in 2009. Improve street sweeping program and equipment ● Purchased PM-10 sweepers via grant in 2006 and 2007. Monitor/maintain McDowell Mountain preserve trails ◕ Maintained by volunteer "Trailblazers" and working on future connection to McDowell Mountain Regional Trail across from Preserve's North Trail. Preservation of the Environment Start proactive code enforcement to ensure the Town has a well-maintained and clean environment ● Vast education process; provide paper shredding and recycling program; offer hazardous waste program; joined Water Use It Wisely consortium; hosted Water Festival; intergovernmental agreement with MAG on PM-10 measures; enforcing recently adopted regulations on leaf blowers, travel on unpaved surfaces. July 2009 Page 5 Fountain Hills Strategic Plan Update Working Paper #1: Strategic Plan Gap Analysis July 2009 Page 6 Great strides have been made to implement the strategic activities identified in the Strategic Plan. The following lists the activities left to be implemented as part of the 2006-2010 Strategic Plan: • The Town’s long-term revenue shortfall remains unresolved as the 2008 property tax initiative failed. As building-related and state shared revenues continue to decrease, the Town has stayed committed to a balanced budget. Several strategic activities were reduced or eliminated due to the Town’s budget cuts as the global economy wilted. • Voters have not yet had the chance to amend the Wash Ordinance which would allow environmentally-sensitive trails to be built within some of our major washes. Without this ordinance change, this program cannot be implemented. • Bike lanes have not yet been expanded to connect hiking trails and pathways. • Some community programs have been implemented or expanded, but there has been limited implementation of additional or expanded community celebrations. As an example, fireworks were not part of any 2009 Independence Day celebrations within or near Fountain Hills. • Two new water features, “Cooling the Dogs” and “Ceremonial Dance” have been added to the Town’s permanent art collection. A new Town ordinance which requires a portion of new commercial construction fees to be dedicated to public art has been enacted by Council, but the fund has to accrue sufficient funds over several projects prior to purchase of new pieces. • The desire for online, continuing education and other accredited coursework to be sponsored by the Town has largely decreased due to widespread on-line availability; the low demand within our community does not attract neighboring institutions to offer for credit courses, and budget cuts have eliminated Scottsdale Community Colleges’ continuing education curriculum. • While initial research has begun on the feasibility of establishing an ordinance regarding view corridors, none have been established. • Wash maintenance has been reduced as part of budget cuts. Use as a Tool In June and July, 2009, SPAC Commissioners interviewed Council and staff1 to gain a better understanding of how the current Strategic Plan is utilized, and more specifically, how the update could be crafted in a way to make the Strategic Plan a more useful tool. Overall, there is general confidence that the key elements of the Strategic Plan have been implemented. Improved relationships with Fountain Hills Unified School District, the annexation of State Trust Land and improved pedestrian safety are just a few of the cited successes. When asked how often the current Strategic Plan is personally referenced or utilized, answers varied from annually (during Council’s goal setting retreat) to daily. Council and staff both recognized the importance of the Strategic Plan to serve as the foundation for long term planning and wanted to ensure a Plan Update would support, not hinder, Council decision making and staff implementation. The following summarizes the key attributes Council and staff would like to see reflected in the Strategic Plan Update: 1 Executive staff/cabinet interviewed as part of Phase I. Fountain Hills Strategic Plan Update Working Paper #1: Strategic Plan Gap Analysis • Simplify and streamline the Strategic Plan document into a refined, usable document • Create a long-term, Vision-based Plan • Institutionalize the Strategic Plan process and create accompanying application tools for its implementation including roles and responsibilities of Council, staff, SPAC, etc. • Refrain from specific task lists and price tags • Organize initiatives by Town operating units/departments July 2009 Page 7 Fountain Hills Strategic Plan Update Working Paper #1: Strategic Plan Gap Analysis Insights into Community Values One of the techniques SPAC is utilizing to receive feedback to construct a Strategic Plan Update is the use of frequent Feedback Sessions—an instrument designed for both online and paper submitted feedback to solicit resident and stakeholder feedback throughout the process. The first Feedback Session targeted residents values—what they value most about Fountain Hills and what they would like to most see changed about Fountain Hills. The Feedback Session instrument and all responses received are included within the appendix. Input received in the Feedback Session combined with one-on-one interviews with residents, input received during Council and staff interviews, and initial feedback received during visits with area organizations and groups has been summarized below: What we value most about Fountain Hills The beauty of our natural desert environment, the mountainous views and our unique community terrain was the most routine response provided by participants. Our love for the outdoors, dark skies and living amongst the flora and wildlife of the Sonoran Desert is clearly a principal reason why people selected this community. Respondents also routinely remarked that our “sense of community,” “small town feel” and “quality of life” was why they loved Fountain Hills, though few described what these colloquialisms meant to them. Other common responses included our location to the Valley, our friendly population, Fountain Park, community amenities, safety and security, cleanliness and quietness, quality design and diversity of housing. What we do not like about Fountain Hills An “incomplete” Downtown and disjointed commercial/retail development throughout the community was routinely cited as what residents liked least about Fountain Hills. Many residents desired better quality restaurants, retail and entertainment options that kept them in Town more often and later at night. Adding a movie theater and other entertainment and cultural activities were offered as potential opportunities for Fountain Hills. Many others simply commented that there wasn’t enough to do in Fountain Hills, providing a follow-up opportunity for a future Feedback Session. Respondents also commented on activities for our youth and families, noting that recreation and activities for our younger residents is in real need. Having a community pool and other recreational amenities (both indoor and outdoor) were ideas offered by respondents. Respondents also commented on the lack of affordability of our community, keeping young professionals and families from investing in Fountain Hills. Several respondents believed that there was a bias towards providing services for seniors instead of providing amenities for all ages of residents. Several residents noted traffic as an increasing problem in Fountain Hills while others alluded to negativity amongst Town officials (Council and staff) and general disappointment of Town politics, leadership and Town decision and direction. July 2009 Page 8 Fountain Hills Strategic Plan Update Working Paper #1: Strategic Plan Gap Analysis How is Fountain Hills changing? Residents are seeing our community grow: more houses, more people, more development. While some respondents encouraged balanced growth, many others cited growth as a threat to the community. Residents identified other changes including the global economic crisis and aging of our community. While some residents remarked that the community is always changing and evolving for the better, many others remarked negatively, arguing that Fountain Hills isn’t changing. What are our future challenges? The overwhelming challenge cited by residents was the fiscal health of the Town. Respondents desire long-term financial stability for the community they love, and do not want to compromise the quality and diversity of amenities they enjoy now and seek for our future. Residents also remarked that continued economic development, including attention to our Downtown core and job creation, were priorities to promote a sustainable, vibrant community. To this end, however, residents were cautious of development at any cost; respondents routinely remarked that balancing future growth while maintaining that “sense of community” was a priority. Other challenges often cited include: attention to our schools, families, and youth; crime, traffic and public safety; infrastructure and redevelopment; and events, amenities and activities. Have our values changed? While a more thorough analysis of values and vision will occur in Phase II of the Strategic Plan Update, it seems that the following “Values Statements” from the Strategic Plan continue to be strongly supported by respondents: • Preserve small town character—respondents noted often that they liked Fountain Hills’ small town feel, but it will be important to define exactly what that phrase means as the plan elements are defined. • Community participation, involvement and volunteerism—a healthy level of volunteerism was noted by several respondents, but others perceived participation in Town and community activities had actually decreased. • Environment—the word itself is semantically loaded, and while the Strategic Plan did not define each value statement, we are inclined to assume “environment” to mean anything from our spectacular views and wildlife to resource conservation and sustainability. • Public safety—respondents noted that low crime rates were important, though many desired shorter response times and wondered if public safety was diminishing. Three other “Value Statements” from the 2006-2010 Strategic Plan need further study to determine if they reflect residents’ views: • Cultural diversity—several respondents noted the distinct lack of diversity amongst the Town’s population as a significant drawback for a vibrant community. Further July 2009 Page 9 Fountain Hills Strategic Plan Update Working Paper #1: Strategic Plan Gap Analysis investigation of this as a core value is needed, including defining of the term “diversity.” • Recreational opportunities—while respondents routinely cited the views and natural beauty of the community, more needs to be done to see if access to our surroundings is desired. Further, investigation as to whether more “recreational opportunities” addresses the need to have “more things to do”. Finally, does the term “recreational opportunities” simply reflect access to parks and programs, or does this term comprehensively reflect the desires for more activity and opportunity within Fountain Hills? Further study is needed. • Education—while some respondents noted the desire to retain a quality educational system for our youth, it was not an overwhelming response of what respondents valued. Additionally, since 2005, the availability of on-line classes, coursework and degrees has soared nationwide. This core value will need to be further evaluated to determine relevancy. After a review of feedback received, several new values may be emerging, including: • Economic vitality—routinely participants cited the need for quality commercial, retail and employment opportunities within Fountain Hills and the desire to become a sustainable, full-service community. Does economic vitality help to address fiscal viability? • Health and welfare—hiking and outdoor activities are often cited as our favorite things to do; does Fountain Hills’ beauty, terrain and proximity to the Valley lend itself as the place where people come to renew and restore their mind, body and spirit? • Environmental sustainability—as noted above, “environment” used alone may not completely or accurately reflect the notion of resource management and sustainability. Several residents noted “green” policies and practices as important considerations for our future and for the health of the delicate Sonoran desert in which we share habitat. Have our priorities changed? According to the 2006-2010 Strategic Plan, the following ideas surfaced, but were not deemed strategic priorities at the time. However, in reviewing feedback received, several of those original lower priority initiatives (listed below) may now be priorities: • Build a new teen activity center • Increase enforcement of housing quality codes with occupancy change inspections • Build a new aquatic center that has features for people of all ages • Improve public transportation services to and from Fountain Hills and other communities • Create a curbside recycling program • Establish a town-operated garbage collection service • Acquire land, develop and maintain a new 15-acre community park • Widen Fountain Hills Boulevard • Build a new performing arts center July 2009 Page 10 Fountain Hills Strategic Plan Update Working Paper #1: Strategic Plan Gap Analysis • Build a larger stand-alone senior center July 2009 Page 11 Fountain Hills Strategic Plan Update Working Paper #1: Strategic Plan Gap Analysis How old are you? 26 to 35 4% 36 to 50 14% 51 to 65 39% Over 65 29% No response 10% Under 25 4% Interview and Feedback Session Demographics 141 residents and stakeholders to-date have been interviewed or have completed Feedback Session #1. Following depicts the demographic break-down of participants: I live in Fountain Hills... Part-time 6% Full-time 81% No response 9% Other <1% Other responses: • 16 • 2.5 years • Since the day I was born, 16 years • 16 years • 16 yrs • 32 years • I live in Goldfield Ranch & have worked in FH 13 years. • 16 years • Since the day I was born, 16 years • 2.5 years • 1985 • 1976 thru 1995 , 2007 to current • 23 years • Work here, don't live here • full time 3 1/2; part time 3 • 14 years • 23 years How long have you lived in Fountain Hills? < 2 years 5% 3 to 5 years 16% 6 to 10 years 23% Over 10 years 36% Other 11% No response 9% Other responses: • 10 months of the year • I live in Goldfield Ranch but do all my shopping & son's school in FH. • We have a cabin in Heber also • 1/2 • own, grew up but live in Mesa • Work here, don't live here July 2009 Page 12 Fountain Hills Strategic Plan Update Working Paper #1: Strategic Plan Gap Analysis Divergent Viewpoints While the feedback received during Phase I illuminated several common themes, divergent viewpoints still remain. A small selection of statements help to illustrate our need to define what the future of Fountain Hills should be, and why we need to build a plan that delivers: The Town is always changing for the better. Fountain Hills is stagnant. [Fountain Hills is] becoming or trying to become too big. Seems like the Town is dying a slow death. Population is becoming older. [There is an] influx of younger families. [Fountain Hills] needs more apartment complexes. [Fountain Hills should build] less multi-unit housing. The spirit of this town has changed dramatically and not in a good way. Fountain Hills, since it was founded, has always had a lot of opportunity to blossom and grow. Even today, it still does. The town needs to open its mind to that fact that to have a thriving town that we need to have more traffic and can not stay the sleepy town we have been. We need to open the gates & minds to survive. [We do] NOT [need] a movie theater!! [I don’t like that] we don’t have a movie theater. As a mother of 5 teenagers I can say first hand that there is NOTHING to do in town for kids between 13-19. Although our Parks and Recreation Department seems to be meeting the needs of younger people, the Senior Citizen population, which is increasing dramatically, seems stuck in the Community Center, with space and program availability at a minimum! July 2009 Page 13 Fountain Hills Strategic Plan Update Working Paper #1: Strategic Plan Gap Analysis July 2009 Page 14 Filling the Gaps Next Steps, Next Questions The purpose of Working Paper #1, the Strategic Plan Gap Analysis, was to evaluate the Strategic Plan’s implementation, and to identify what, if any, strategic gaps existed in citizens’ values and vision for the Town’s future. Based on the analysis and feedback received during Phase I of the Update process, the following gaps need further study: • Community Values: are cultural diversity, education and recreational opportunities still values we share? Have we previously missed other core values, such as health and welfare, economic vitality, and environmental sustainability? How do we define our community values? • Unimplemented strategic actions: why weren’t these strategic actions implemented? Are these unimplemented strategic actions still relevant? • Strategic actions: what strategic actions are still relevant and should be carried over in the Update? • Financial stability and viability: how do our residents think we can ensure the long- term financial health for Fountain Hills? • What role does financial stability play in the implementation of an updated strategic plan? Given these gaps, the following questions might start the next dialogue with the community: • What does “sense of community” and “small town feel” mean? What contributes to “quality of life”? • What one change to this community would bother you the most? • What are the answers to ‘there’s not enough to do in Fountain Hills’? For seniors? For families? For young adults? For youth? • How long are commutes for Fountain Hill’s residents? Where do residents of Fountain Hills currently work? • What kind of business would best improve the economic vitality of Fountain Hills? • What are your ideas for improving the financial stability of Fountain Hills? In 2005, the Town of Fountain Hills initiated a citizen-driven process to create its first Strategic Plan for years 2006-2010. Strategic planning is a disciplined process by which an organization or municipality envisions its future and develops strategies, goals, objectives and action plans to achieve that future. One of the key ac- tion steps of the original Strategic Plan was for Council to create and appoint members to a Strategic Plan Advisory Commission (SPAC) to champion implementation and periodic updates of the Strategic Plan. Spurred in part by the recent changes in our economy, SPAC recognized the importance of updating this important document and early in 2009, received approval from Council to proceed in leading a process to update the Plan. SPAC invites you to participate in this and future feedback sessions—your contributions will help to build the future of Fountain Hills. 1. What do you value most about Fountain Hills? Feedback Session #1: 2009-2010 Strategic Plan Update 2. What do you not like about Fountain Hills? 3. What things do your friends and neighbors say are their favorite things about Fountain Hills? 4. What things do your friends and neighbors say are their least favorite things about Fountain Hills? See next page Feedback Session #1 Working Paper #1: Strategic Plan Gap Analysis July 2009 Appendix A-1 5. How is Fountain Hills changing today? 6. What are key challenges Fountain Hills will face in the future? 7. Imagine Fountain Hills in 20 years’ time, and that it meets your highest expectations for the future. What would you envision? Please provide any additional comments on the Strategic Planning Update here. Optional demographic information How long have you lived in Fountain Hills? Less than 2 years 3 to 5 years 6 to 10 years Over 10 years Other _________________________ I live in Fountain Hills... Part-time Full-time Other _________________________ How old are you? Under 25 26 to 35 36 to 50 51 to 65 Over 65 Please return by July 15, 2009 to: Town Hall, 2nd Floor Reception Desk, or Mail to: Strategic Plan Feedback, Town Hall, 16705 E. Avenue of the Fountains, Fountain Hills, AZ 85268 Feedback Session #1 Working Paper #1: Strategic Plan Gap Analysis July 2009 Appendix A-2 Fountain Hills Strategic Planning Advisory Commission 2010 Strategic Plan Update Resident Interviews May 27, 2009 Purpose: to learn more about community opportunities, priorities, and values from stakeholders and residents. Interview selection: 5-8 initial community stakeholders will be identified. These individuals are those who are widely viewed as leaders within the Fountain Hills community and should be individuals who have both an interest and a “stake” in the future of the Town. These stakeholders will then each be asked to identify 2-3 “average” citizens to interview; these citizens may be long term residents, short term, seasonal etc. The intent of these interviews will be to gain some understanding of vision and values for the community from residents who may not normally participate in an organized event. The mix of people interviewed should, if possible, be a cross section of the community. Interview process: while the following questions are pretty basic, it is important to listen carefully to the answers provided and to follow-up with fairly specific questions; let the direction of the discussion flow and don’t feel pressured to get to the next question. If we can move these interviews from Q&A to free flowing discussions, we will learn a lot more. Also, people tend to be more open and trusting if they feel that this is a discussion between peers as opposed to an inquisition! It is important to stress that 1. these discussions are not for attribution, and 2. that there are no right or wrong answers or statements. Interviewers should be very careful to not let value judgments show, even if we think an idea is off the wall. In addition to questions, it is important to gain information about the interviewee, such as: • How long have they lived in Fountain Hills/the Southwest? • Where did they move from? • How did their previous community differ from FH? • Why did they move to FH? • What is the makeup of their family? Eg. children? Ages? • Does either spouse (if appropriate) work? Full time or part time? Nature of work eg. professional, service etc July 2009 Appendix B-1 Resident Interview Script Working Paper #1: Strategic Plan Gap Analysis This type of information will help, as we look at all the interview results, determine whether it represents a cross section of citizens and/or whether the themes that result are weighted in some way (eg. disproportionate number of people with young children, retirees etc.) Interview questions: 1. What do you value most about Fountain Hills? 2. What do you not like about Fountain Hills? 3. What things do your friends and neighbors say are their favorite things about Fountain Hills? 4. …their least favorite things about Fountain Hills? 5. What would make you leave Fountain Hills? 6. If you were king/queen for a day, what are three things you’d like to do to improve your community? July 2009 Appendix B-2 Fountain Hills Strategic Planning Advisory Commission 2010 Strategic Plan Update Council Interview Outline May 2009 Set the tone for the interview by asking the Councilmember to be frank in their responses. The current strategic plan and its effectiveness needs to be critically analyzed to ensure that the Plan Update is successful and results in a document that will lead decision making for the community in a rapidly changing environment. Assure the Council member that no comments made will be attributable to them and the results of all of the interviews will be combined to form a very general summary report to be used by SPAC for planning purposes. Prompting Questions 1. What do you know about the current strategic plan and how it was developed? 2. What would you say has been the most successful aspect of the current Strategic Plan? 3. What would you consider to be the biggest shortcoming of the current Strategic Plan? 4. On average, how often (if at all) do you refer to the current Strategic Plan? If you do, what prompts you to do so? If not, why not? 5. How could the Plan Update be crafted to make it more useful or user friendly? 6. The Plan Update relies heavily on asking residents about the future of Fountain Hills. What important issues or questions would you like to ask residents? 7. To be a useful tool, in what areas should the Plan Update provide the Council with specific direction? 8. How would you prefer for Council to be involved in the Plan update process? 9. Finally, as a citizen of Fountain Hills, what would you like to see the community be in the future? July 2009 Appendix C-1 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis Appendix D: Feedback Session #1 Results The following contains all comments, unedited, that were received through Feedback Session #1. Each bullet represents the comments submitted on that particular question by an individual respondent. Feedback Session #1 went live on June 24 and was closed on July 17. 1. What do you value most about Fountain Hills? • Beautiful views, tucked away from the big cities, serene neighborhood, public service events. • the community and all the activities, the small town feel, the beauty • The Location • The location. You feel like a community but not that big city feel. It's beautiful everywhere you look. • Small town and beauty. • A combination of the views with the proximity to Scottsdale's shopping and dining, and Sky Harbor airport access. • The Fountain Park and the Overlook trail across the street from it • Neighborhood feel. Scenery (and landscaping). • The location and small city feeling. • The views, the lack of traffic, the quiet, Fountain Park, the close proximity to grocery stores and the library, the Great Fair, the feeling of "Community". • It's natural setting, including the green spaces (arroyos, parks, ...). The dark skies so you can see the stars at night. • The small town atmosphere • The striking beauty of the surrounding area is probably what I value the most. I also value the separation from the rest of the Phoenix area. We were looking for a small town atmosphere. We enjoy living close to the downtown and usually walk to the restaurants, out gym, etc...The absence of large tract cookie cutter subdivisions is a plus. • Scenic views, friendly populace, easy traffic conditions, reasonable government activities, overall conservative approach to problem solving. • Beauty, cleanliness, quiet atmosphere, and low crime. • We enjoy the small town atmosphere. That is what we moved here for from the Scottsdale/Phoenix area several years ago. We are more than willing to forego extensive shopping and entertainment amenities to maintain that 'look and feel'. ie: The proposed 12 screen movie venue was 'over the top' ludicrous. • The vistas, rolling terrain and the small town feel with the advantage of easy access to the greater Phoenix metro area and all that it has to offer. • Peace and quiet, small town atmosphere. • non-hassle community. Good housing. Friendly atmosphere. Southwestern climate. • The small town feel. • The beauty of the mountains and the wide variety of condos, homes and apartments available in Fountain Hills. I love Fountain Park and the activities that occur throughout the year in our town. The wide open spaces allow for hiking, walking and a great enjoyment of the outdoors. • The lay of the land, it's beauty, privacy, and friendly citizens. • Beautiful views and environment • it's small-town peacefulness and tranquility • The fact that, when compared to cities like Los Angeles, it has a lot of oppurtunity and is great and positive place to live in. • Scenery • The quality of life...it's a good place to live where you know your neighboors. It's a clean community with little crime and people care enough to get involved and give back to their community through volunteerism. • Safety, small town feeling, activities for Seniors, and Town Government/administration that cares about people. July 2009 Appendix D-1 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis • Setting,non-grid layout, proximity to non-developed areas, increasing proximity of retail services ( compared to 20 yrs ago). • THE ENVIRONMENT - DESERT SENSITIVE LANDSCAPING, INTEGRATED LIFESTYLE WITH WILDLIFE, LIVING WITHIN AN ENVIRONMENTALLY-SENSITIVE SMALL TOWN. A SMALL COMMUNITY WHERE PEOPLE OF ALL AGES AND LIFESTYLES CAN ENJOY AN EXTRAORDINARY QUALITY OF LIFE. A COMMUNITY OF GREAT OPPORTUNITY. SUPPORT FOR THE ARTS; PUBLIC ART; ART COMMUNITY; FWSTIVALS, PERFORMING ARTS • Small Community. Low crime. The Fountain • I value the quality of life. It comforts me to know that people in this town care about one another. It is a great feeling to go grocery shopping and know the people who shop there are who work there. I also love the fact that our town has unique stores and restaurants. I wish more local residents shopped local! • I value our "outside the city" feel. The parks are wonderful. • Small town atmosphere. • The small town ambience and natural beauty of the terrain. • intimate atmosphere and beautiful mountains • The small town atmosphere... • A volunteer, service oriented core population that appreciates the town's development and short history. • Small town character; removed from large city problems. • The sense of community and hometown feel. The ability to get involved and make a difference. • F.H. is a clean quiet little community with light trafic. It's beautiful mountains, Fountain Lake and peaceful setting. • location and views, small town feel, safety, and abundant bicycle lanes. • The feeling of community-- • Small-town, semi-rural, scenic, natural environment. • Small town atmosphere, friendly residents, well-kept homes. • The beauty. The dedication to the arts, and the small town atmosphere. The volunteer culture, people willing to help and pitch in. • Small town feel • I value most the "small town" feel of the town, and the safety I have felt growing up here. I never have to worry about crime or violence when my friends and I are out and about. • Quality of life including small size, relative safety, housing stock, schools, and open space/dark sky. • Ilike the location and the terrain. • The small town enviornment without high density living. Very nice community center and programs. Strong Chamber of Commerce group. Peaks Athletic Club is a very good facility and the new medical center is great. Mayor and City Council are changing attitude towards business people. • What i value most about Fountain Hills is it all around Community. We live in such a wealthy community and most students don't take that into consideration, and nor do some adults. • Small town atmosphere....lake and fountain....park around the lake....vets memorial....art around town....views. • The small town community feel to the area. Fountain Park, including all the activities held there, is a great community asset. • knowing everyone and knowing you are safe where ever you go. • Being able to live in a town that has the retail stores, resturants, entertainment,education, threater and schools that will keep me in town for 98% of my needs. • Small town atmosphere • The fantastic views in every direction...the well kept appeal of the streets, buildings and homes. The library, community theater, the public art and the shopping facilities, impoved so much in the eleven years we have llived here. • Lower crime rates.Property values somewhat holding their own.Small town feeling. Volunteer opportunities. The scenery. July 2009 Appendix D-2 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis • The beauty of the landscape, its palpable sense of community, small town atmosphere and location close to larger services. The people here are very friendly. Love the fountain. • small town feel • I love the small town feel of Fountain Hills, the relatively small amount of vehicle traffic, the clean, wide streets, the fountain and the absolutely beautiful location of our town. I would not live any where else in the Phoenix area! • Small town atmosphere and activities; Views; Fountain with park; walking areas; appearance of the town including homes, buildings, plants • Beautiful, unspoiled surroundings. • It's a total community...kids go to school, residents go to work, and there are those of us who show up in winter and enjoy your entire town. • Small town atmosphere and the parks, library, etc. • The ease with which errands and simple shopping can be done without traffic and hastle. • That it's different. I like the fact that it doesn't have all of the same stip malls and chain restaurants as every other town. I like that it's safe and it's beautiful. • The beauty of it's location. • The community atmosphere and the gorgeous views. • Country style living, next to the big city • The country nature of it. • The enviroment - the way the medians are maintained, the spectular views, the sense of calm in the neighborhoods. • The natural beauty of the area. • A bedroom community. The surronding beauty that surroudns our Town.. • The small town feel, the friendliness of the citizens, the lack of traffic, the safety one feels in town. • That it is a quiet restful & beautiful community. It is not a Scottsdale and never should be! • The beauty all around us and the fountain. • The rural, small town feel. If I wanted a lot of stoplights, streetlights and sidewalks I would be living in Scottsdale. • Community Acitivites-- Family focused • Our small Town feeling and the friendliness that goes along with that plus its beautiful views. I am raising my 10 year old daughter here. I am an Appraiser and my work has taken me to just about every area and neighborhood in the Valley. This is the best place to live. I feel so fortunate to be able to live here. • I love the "community" or small town feel of Fountain Hills. Art fairs, Easter Egg hunt & service, St. Patrick's Day, Turkey Trot and Thanksgiving Day Parade, Christmas lights/luminaries, etc. School system. Parks. Beautiful area. • Small town feel! Beautiful scenery and evening stars • 1) Small town atmosphere - you see people you know almost everywhere you go. 2) Nice vistas - very few homes that crest the ridge lines. 3) Friendly people. • We are surrounded by beauty, not conngestion. • I did value the small town quietness. • The close knit community, small town posture. • the safety • Fountain Hills has the feel of a small town with the conviences of the big city within easy reach. The quiet enviroment and lack of crime is great for peace of mind with my family. • family community, small community, no stoplights, no traffic, no HOA's really. • The people. • The friendly, volunteer oriented, small town warmth of mostly well-educated people, surrounded by natural beauty. • Scenic beauty; geographically set apart from Scottsdale/Valley; linkage to desert environment; unique charm. July 2009 Appendix D-3 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis • the community and people • The scenic beauty, the views, the charm of a small town ...yet still close to major amenities of surrounding communities; of course, The Fountain! • Competent Town Manager, Friendly residents, Views, Close to major cities for shopping and entertainment, winter weather, Copperwynd, Euro Pizza, Boulevard Cafe, Fireside Grill, Great Fair and the Festival of Arts and Crafts, Chocofin, River of Time Museum, Veterans Memorial, Balloon launches from Fountain Park • nice friendly people visitors and residents, the wonderful mountain view, the great desert vistas, dark skies, closeness to Payson, closeness to cities of Scottsdale and Phoenix, ease to get to decent shopping in Scottsdale, easy to go to good restaurants in Scottsdale, close to Mayo clinic, cute little shops downtown, nice neighbors in subdivision • The clean clear air, or at least the appearance thereof. The friendly population, tourists and residents alike. The town is dog-friendly with nice dog park and "doggie stations" around town, including in SunRidge Canyon HOA. Copperwynd resort with the only really fine restaurant in town. The pool at Copperwynd that is large enough to swim laps • Location, climate, quiet atmosphere, minimal crime • Small town ‘feel’ • We have a fantastic small – town feel about Fountain Hills. We are separated from the Valley and therefore “delayed” in big-city issues. We have wildlife unseen in the Valley, and our mountains are gorgeous. Watching the sun rise is a spiritual experience; it is still and reverent. Our schools have caring teachers who give of themselves without limit. Our daughter was raised in Fountain Hills, and I value the safety of a small town. • Living &working in a beautiful and safe community. • Small town feel, the fountain at Lake Park, the separation from the Metro Phoenix crowding, the views and mountains, wonderful Community Center & Library • Small town feel combined w/ cultural opportunities—art, theater, nature appreciation • The people, the com. Theater, the fountain, Locations, the views, parks, Ace Hardware, Nature’s Finest Health Food, Fountain Fashions, Enery Oasis (Bio feedback-priceless) service clubs that do things—newspaper, hikes, fri nite franks (twice visited-great) • Location, overall nice people, clean, sculptures, art work • The characteristic of Fountain Hills most appealing is its geography. Living along the rides of the McDowell Mountains brings great beauty in the form of spectacular vistas, stunning sunsets, and endless skies. • Small town community. • We moved here because FH was for the most part a bedroom community • The scenery and friendliness of the merchants, governmental staff members, neighbors, and friends. • It’s a beautiful town. It’s away from the hustle and bustle of the major cities in the area. Because we’re built in the foothills almost every home has some kind of pleasant (or remarkable) views. Everything I need is here. Anything I want isn’t far away. • Nice people. Competent Town Manager. Being in the foothills with the views. Great winter weather. Cooler summers than Phoenix. Varied architecture. I love and value Paul’s Ace Hardware store and personnel. I love Copperwynd—wish Alchemy had not closed. I love Euro Pizza, Fireside Grill, the VU and Terra Nastra. I enjoy the Fountain Hills Times. • The people—The small town feeling. The Fountain Park. View of Four Peaks. • The beauty of the town intoto. The cleanliness of the buildings, yards, streets, and so all. The beautiful lake surrounding areas within sight of the fountain—our town’s focal point. • Small Town. Low Traffic. High Class Citizens. 2. What do you not like about Fountain Hills? • thats a hard one. I wish we had trader joes or sprouts • Downtown area is too disjointed, uninviting, and not very "visitor/people friendly". • Not enough restaurant choices ( I understand with the economy now, etc.) and we could use a July 2009 Appendix D-4 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis movie theatre. Need reasons not to drive to Scottsdale, etc. • The lack of down town and draw to the community. • The TOTAL lack of good dining establishments and upscale retail. • nothing • It's slant towards excluding everyone younger than 50. • Not enough entertainment. • Businesses and residential units are scattered/ mixed in an unattractive manner; the beginning of deterioration in homes and businesses; lack of support from the community other than the senior sector who control the town; lack of one trash hauler; lack of a property tax; that snowbirds and businesses do not have to pay for police/fire protection • I don't like that part-year, property-owning residents (snow birds) are not contributing revenue for the full-year government services FH needs. • Not enough resturants plus no movie theater. • The speed of traffic, although slower than Scottsdale's is much to fast for a town of our size. Light pollution.... exterior lighting should be required to reduce wattage and add sensors. Gated communities that reduce the walkability of the town. The lack of shade and the interrupted sidewalk pathways. • A bit remote from cultural and downtown activities such as sports events. Single access to the metro center via Shea Blvd is a detriment and even a safety concern. Lack of a true town center detracts from the overall cohesiveness of FH. However, some of the mindless suggestions/planning for proposed town center development leave me nonplussed. • Council negativity, fear to change, reluctance to resolve revenues. • We strongly protest continuing efforts to change the small town atmosphere by trying to draw crowds of visitors and tourists for events that mostly benefit a handful of merchants who neglected to do their demographics and due diligence before opening a business where no applicable clientele exists. • Commercial development seems to have occured with no regard to appearance, access, or purpose resulting in an unsightly drive into town center on Saguaro and the useless parallel service roads. Rather than a sense of small town cooperation with a team approach the town is more like a group of armed camps collecting stones to throw at everyone else. • The worry that F.H. planners will try to make F.H. into Scottsdale. • Poor leadership. Apparent lack of concern for spending controls (red light on Palisades)While I believe in paying decent salaries for important positions, these positions should be able to make decisions. The council and city management spends far to much money on consultants. Your manager can never be wrong if he puts everything out for consult. • Lack of entertainment- dining, movies..etc • We are lacking in mid size restaurants that offer a variety of choices for all ages..such as a Chili's or Mimi's of Marie Callender's. We are lacking small ladies shops such as Talbot's or Coldwater Creek that offer more of a variety than boutique stores. We need shops like the Gap to allow for clothing options for children, teenagers and adults. • THe ugly space on the south side of Fountain Hills Blvd.and no movie theatre. • Distance to amenities particularly more, unique shops needed, much more and better dining and evening entertainment needed. Too much of a feeling of bedroom and retirement community too.. • lack of variety in retail, food choices, and recreational activities • It is not like I don't like that there is nothing to do, which there is, but the youth in Fountain Hills would appreciate more things to do. • Complete and sole focus on business development. • The residents need to be less political and work together to build a great community. They could also use a community pool. • High sales tax, multiple garbage collectors, lack of a movie theater and other enhancements for both adult and children's entertainment. • Attitudes of entitlement, disregard for posted rules in public settings, • THE LACK OF QUALITY JOBS SO THAT PEOPLE CAN LIVE, WORK AND PLAY WITHIN FOUNTAIN HILLS; QUALITY JOBS ARE JOBS THAT ARE PROFESSIONAL-LEVEL POSITIONS THAT July 2009 Appendix D-5 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis PAY A LIVING WAGE WITH BENEFITS - OTHER THAN SERVICE-TYPE ONLY AND REAL ESTATE JOBS. TOO MUCH FOCUS ON SERVICES TO PART TIME RESIDENTS/RETIREES. SHORT TERM/SIGHTED THINKING THAT IS NOT SUSTAINABLE • Small thinking. It takes forever to get ANYTHING done. We still do not have a Theatre and the property at Avenue of the Fountains and Saguaro remains VACANT. Look at all the other small towns around us. • Our town lacks identity. Are we a destination or a town that focuses on the needs of its residents? Why is there no community pool? We have a couumity center but it really should be renamed Senior Center or Convention Center. As a mother of 5 teenagers I can say first hand that there is NOTHING to do in town for kids between 13-19. • I do not like the fact the we do not have a farmer's market. I don't like the fact that we don't have MORE community get-togethers. • Lack of a town center (downtown). • While we have the best of all worlds in my #1 remarks, we still need a vision of what our town will look like in the future. The hodge podge of businesses scattered throughout the town provides for a disjointed shopping experiance and does not support our character. • little to do for the teens and costs of housing preventing new young families from moving in. • - Non-single family dwelling unit growth... - urbanization... - speeders on most streets... - lack of speed limit policing/enforcement... • The on going need to develop a downtown core area - the one few missing pieces in this entire community. The Swaback efforts are right on target and worth the town council's investment. • Nanny-like governing; petty rules and regulations. No local merchants open past 5:00 any night of the week. (And they wonder why no one who works out of town shops locally. Duh.) • The pettiness, the control freaks who only want it their way. • Lack of shopping and resturants that only feature Italian. • not enough entertainment. not enough for young people to do. We've got a great park, and a great "main street" (Ave of the Fountains) but nothing on "Main Street" to draw people in. • Nothing • The fact that it's attempting to become just another generic place devoid of any distinguishing characteristics. • No movie theatre, no WalMart. • The inability to get anything done on the Avenue. What happened to the Farmer's Market? We hear talk about making it a tourist destination, but you just can't put out some public art, hope people come to look at it, see there is nothing else, and go home. Two weekends a year we are a destination the rest of the time there's no reason to come here. • Sales tax is too high, not enough shopping or night life • The main problem I have with Fountain Hills is that the environment doesn't seem to be well suited for the young generations. The atmosphere is more of a retirement community and for young children, but there is very little to encourage teenagers and young adults to live here. • Lack of sustainable revenue, lack of primary property tax, high sales tax. • The lack of growth and business development. • Needs more business that can draw people to the down town area. People in the community need to give a lot more support to local business. • What I dont like that much about Fountain Hills is how little of stuff there is to do. We dont have a movie theater, bowling alley, a cheap ice cream parlor etc. I wish I could be involved with many more things but right now its my job and my life at the Fountain Hills Community Theater. • When the lake smells bad. I also don't like too much control by town...on things like plants....small things etc. • The fact that we do not have a movie theater is a big detriment to the community and it would also help restaurants in town to be able to attend a local movie and eat dinner afterward right in our own community. • nothing for students to do...AT ALL. we dont want to drive into scottsdale to do things. it would save us a lot of money especially in this economy with us going to school and all if there were July 2009 Appendix D-6 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis things here we could go to and interact with people. i find myself at home everyday cause i have no money to drive into scottsdale to do things. • I like to mountain views, the homes that are spaced apart more than some towns, like Fountain park. • Needs more retail, restaurants, movie theater • What you are working on now.... the town center. Building up the downtown area in a cohesive development is all I find lacking. • The cost of property. Too much emphasis put on art statues. No restaurants stay in business. Businesses over charge because of the area. Taxes are probably going to go up!!! Too much money spent on town signage without letting businesses utilize signs that work.The post office and lack of responsiblity!!!!! Too many garbage trucks. • There is a sign by Peaks Fitness that says "Voted Best Entertainment for the Money in FH". That is sad that a gym is the best source of entertainment. The lack of a vibrant artsy downtown area is disheartening. There is a lack of sidewalks and vacant lots in downtown. Small businesses generally can't make a go of it. • Poor Infrastructure for business making Fountain Hills not so business friendly. For example; higher sales taxes, poor Internet access (no Cox). Consistant and frequent power outages. • The heat in the summer, but there isn't much we can do about that, is there? • Tax issue to face us in the future because businesses are not brought in and those here claim they are not supported by the town officials. • Much of downtown was built with a focus on cars and with little thought given to pedestrians. • It's continual drive to be bigger, more like every other town in the valley. FHills is unique and it would be nice if it were left that way. • Movie theater would be nice • We attend many movies, and there is no movie theatre. • I think the night life leaves something to be desired and so do most of the restaurants. There are a couple of good retail stores, but not convenient to one another. Someone new just driving into town wouldn't know where Selzy's or Colors is. You can't just park in one spot and shop. • Its parochial attitude. • Traffic laws are not enforced. Speeding violatons along Saguaro, Palisades and Shea are prevalent. • So far satified • The inadequate business district. • There is limited shopping or walkability. Lack of energy and vitality downtown and in the Park. The lack of will do take bold action to improve the economy and sustainability of the Town. Mean spirited attacks on people who disagree or advocate change. • The visiousness of certain residents toward others with differing views. The reluctance of residents to recognize that the serviices and infrastructure we enjoy needs to be paid for. • The neagative attitude of many when it comes to supporting our Town finacialy. There is a group of folks who believe they are entitled to a free ride and do not understand how their tax dollars are used...not for general revenue operations. These also seem to be the same folks who have a mean streak...if it's not their way, they hate you! • The lack of restaurants and services. We need to attract more businesses by being more business friendly. The reputation is of being not business friendly and I must agree....the town is not friendly. • Town management. It is mostly incompetent. It does projects over and over until they get it right instead of carfully plasnning and getting it right the first time. What a waste of money. The towns agenda is their agenda, not an agenda of the residents. Quit trying to be what we are not! • Not enough restaurants. • Lack of good restaurants; not enough boutique-like shops. We don't need big box stores and mall shopping. • we don't seem to be businss friendly to our own businesses (we are moving in a better direction- allowing some modifications on signage, etc. • That we do not have a large heated community pool. I would like more healthy things for our July 2009 Appendix D-7 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis Children to do. A Pool or even water park would be awesome. We have kids that want to do swim team. We could have champion swimmers we have the nice weather to train year round. • Undeveloped downtown. • Residential street signs are not big enough, hard to see at night. • 1) Not enough quality restaurants 2) Not enought family style restaurants - need an Applebees, Olive Garden or Hooters. One Denney's is not enough of this style restaurant. 3) Not enough quality shopping. 4) No Home Depot or Lowes type stores 5) It is a long walk between stores downtown 6) No movie theater 7) No public swimming pool. • Not much • For Ftn Hills Blvd homeowners north of Palisades, current traffic/siren noise level is too loud. Annexed 1,276 acres/estimated 4,000 new residents will use Ftn Hills Blvd as main traffic artery. Done without planning for noise abatement: immediately create a noise abatement plan, take the Doppler Effect into consideration. • No movie theater • No public swimming pool, poor roads, not enough nite life for youth or adults, no movie theater, wide roads w/ slow speed limits, no big box store such as Lowes, insufficient quality restaurants, insufficient family style restaurants such as Olive Garden, too many golf courses, too many gated communities, council members speak but don't listen • i miss the old fashion holiday shows and how everybody got together to"raise the barn so to speak" if we needed to get something done plus the community closeness • The "Good Ol' Boys" ran things for long time. • far from shopping • The politics • The business community seems weak and scattered, sometimes amateurish, and is not well supported by many of the local citizens. • Lack of a vibrant downtown. Historic, pathetic lack of development initiative / vision for the area around landmark fountain. • wish there were more to do sometimes • Business vacancies and lack of mixed-use development, especially along the Avenue of the Fountains. As mentioned at today's FH Chamber breakfast - this is a downtown still waiting to happen. • Lack of quality shopping, Lack of a theater, lack of nightlife, lack of quality restaurants, lack of family style restaurants, lack of public swimming facility, lack of YMCA, summer heat, too many part time residents who don't pay their share of town expenses, lack of home improvement big box store, town council doesn't listen, bad roads, speeders • no nite life, lack of entertainment options, nothing for youth, no theater, no swimming, no bowling alley, smelly odor from Fountain Park, insufficient quantity of fine dining, insufficient quantity of family restaurants such as Applebees or Olive Garden, quality and quantity of retail, no Home Depot type shop, inept councilmembers, summer weather • The lack of good dining choices. There are so few good quality restaurants and no quality family style dining establishments such as Mimi's, Applebees or Red Robin. The limited entertainment. The deteriorated roads. The distance I must travel over bad roads to get to Scottsdale for good dining, good shopping, a movie and for other entertainment • Not having a “downtown”, having a fool on the Town Council, entitlement expectations from seniors • All the planning and paying for surveys. Id’ like to see downtown done. Pool needed. • We have a drug problem in America, and we have a drug problem in Fountain Hills. The Police Department seems more interested in stalking drivers for speeding offenses than they are focused on more serious matters. Drug issues are real, and they are killing our youth. Fountain Hills has a way of pretending that these aren’t happening to us, but they are. Ask the parent of a good kid gone bad. • How hard it is to get permits and business sign laws. July 2009 Appendix D-8 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis • I don’t like the possibility of a single-hauler trash company. I think one provider would use larger trucks, thus being more damaging to our streets because of heavier weight. • Lack of commercial base making it necessary to shop in Scottsdale, no movie theater, no performing arts theater. • The politics • That there is no community pool or theater or a lot of tennis courts. No fireworks on 4th of July— it used to be a great event to go to Fountain Park to watch • There are many things to admire about Fountain Hills, but the most outstanding negative about our town is its lack of depth in leisure-time activities. We have a quality community theater, live jazz on Friday evenings, and a fine historical museum. There also are other pursuits in town to be proud of, but something is missing. Perhaps it is our lack of upscale retail shopping or quality restaurants. Perhaps it is the hodge-podge look of parts of our town that belies any energy beneath. Perhaps it is because there is not a cohesive area of town that is open past 7 p.m. As an example, when the curtain comes down on a Saturday night play, where does one go for coffee and conversation? • No downtown, a-frame signs. No theater. No round-abouts. There’s no lane divider on Ave. of Fountains. No farmers market. No bowling alley. • Lack of “downtown” development. Disconnection of lake front from Ave of Fountains for pedestrians (Saguaro traffic) • No “real” downtown. No theater (movie). Not enough activities for – 20, 30, years old to do. Cost to much $ to do business here—struggle everywhere not just this year. NEED roundabouts—teach the old farts how to yeild. A visitors center that’s open on the weekends when visitor come to visit dah! • No movie theater—having to drive to Scottsdale for entertainment. Concerned about lack of safety monitoring of landscaping along towns roads—some plants are over grown & obstruct view of oncoming cars (i.e. on Panorama). It seems every spring there is an algae crisis in the lake that they should be able to anticipate to avoid strong odors. • Have to go to Scottsdale for most things. Would prefer not to have to leave town for shopping, dining, movies, home repair items or for entertainment. Insufficient fine dining. Almost no family style restaurants. Need an Olive Garden or Red Robin, Hooters or Mimi’s. No public pool. Bad roads, not just Saguaro. No operating Bowling Alley. No “Big Box” store like Home Deopt or Lowe’s. No eatery similar to a Sizzler. Almost no nightlife. Few jobs in town. Need employment center and offices. Need better retail. Need YMCA. • I love Fountain Hills. • Citizen apathy. “Let them do it.” Not enough poss activities for young & old, alike. Lack of “central/center” business or possible activities. • 3 Stop Lights/Signs on Saguaro near Lake. Dangerous 5 way intersection at post office. Counter service at post office. 3. What things do your friends and neighbors say are their favorite things about Fountain Hills? • Views, access to public parks, quiet, stars in the sky, golf. • the activities, the beauty • Views, peaceful atmosphere, and friendly people. • The peace and quiet and the beauty of the area. The people, the town itself how wonderful it is. • Small town atmosphere. • The views and proximity to Scottsdale's retail. • Th eviews.....the fountain park...the events at the park • The town's setting and park (Fountain Park) • The beautiful views and diverse housing. Not cookie cutter homes. • Fountain Park, the views • Small town feel. Support for the arts. • Seeing the fountain running July 2009 Appendix D-9 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis • Friends and relatives always comment on how beautiful the area is and the small town atmosphere. • Quiet; responsiveness and fairness of local govt and HOA's; the fact that in some ways FH is sort of an "anti-Scottsdale"; same issues cited above in my response to this question. • Beauty, cleanliness, quiet atmosphere, and low crime • The Fountain, the parks, the views, the community spirit of most of the people, the level of architectural control provided by HOA's and NPOA/NCOA, cleanliness, the small town feel, business owners who welcome and appreciate your business. • Similar to my own, vistas, terrain, small town feel etc. • Safe environment, peaceful, small town atmosphere. • small town atmosphere. • The small town feel - its quiet in the evenings, not a lot of traffic. • They love to walk around Fountain Park. They enjoy the festivals throughout the year. They love the beauty of the scenery and enjoy all the animals in Arizona that live in our town. They enjoy the quiet and peacefulness of our community. They enjoy the new reataurants that have come to our town. • The small town feel, the Community Center and all of it's activities. The beauty and the convinence of going to the big city with out having to live in it. • Views. Friendly unpretentious people. Safety. • it's seclusion from the Valley without being too far away • Most of them like the skate park and the hiking trails. Others like the fact that Fountain Hills is a mostly quiet place, meaning that there isn't a lot of crime when compaed to places like New York or San Diego. Also they like the small town feeling but we are still close to Scottsdale. • The Fountain • Small town allows for people to get to know each other (if they choose to) and to get involved in their community. The views are the BEST in the area - no matter where you live, the views are awesome this side of the McDowells. • The small town atmospere, friendly shopkeepers, and the Senior Center. • Beauty of setting • ENVIRONMENT - NATURE, WILDLIFE, ACCESS TO OUTDOOR PLACES, TRAILS. COMMUNITY FESTIVALS ARE GREAT. WELL DESIGNED COMMUNITY & NEIGHBORHOODS. FOUNTAIN PARK IS AN ASSET. DOWNTOWN UNDER-UTILIZED & OFFERS OPPORTUNITY. LACK OF JOBS IS CRITICAL & THE FACT THAT ELECTED OFFICIALS/COMMUNITY LEADERS HAVE NOT FOCUSED ON THIS IS SHOCKING. RETIREE IMAGE A CONCERN • The Fountain. Friendly people; everyone knows one another. Clean town. No trailer parks • The views, view, views! • The Parks. • Beautiful scenery. • In my discussions, I would have to say that there are many varied opinions but most favor our natural beauty • small town feel and location • - quiet - solitude - small town - schools • 1. The parks 2. The golf courses 3. The Fountain 4. The welcoming attitude by others 5. Volunteerism 6. The school system • Generally friendly neighbors; relatively little crime. • See answer to question 1. • Same July 2009 Appendix D-10 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis • small town feel, safety, and location • Fountain and parks • Most appreciate the small-town qualities, having relocated from larger cities. A few do miss more shopping choices, though. • The beauty and views. The friendly atmosphere...we pretty much agree. • Hiking, biking, relaxed feel of town. • Most of the feedback I hear about the town is that it is a great place to grow up, and even to raise a young family, because it is such a comforting environment. • Quality of life issues, friendliness, proximity to Scottsdale/Phoenix. • The scenery and general landscape. • The two art fairs are great events. The Chamber of Commerce meetings and events. The community center events. The restaurants in the Fountain area. • To be completely honest, my neighbors are old and dont ever come out of there house except to get food, and my friends hate it because of how little of stuff there is to do. We are always spending out hard earned money as teenagers for gas to go into scottsdale because of out limited activities. I mean we dont even have the fair rides anymore. • Same as I listed in number 1. • the beauty and the small town. • Like the small town feel but want the amenities of a larger town. Easy access to the highways, Sky Harbor and hospitals. The mountain views & Fountain Park. Three grocery stores to choose from. • Friends and neighbors like the same things I mentioned. Also, it is a friendly community and it is easy to meet people if a newcommeer joins any of the local clubs, organizations or religious communities. People here are friendly and most don't care 'who' you are or where you came from. • Small town feeling and scenery. • Quality of life, beautiful, great weather much of the year, and many of the things I mentioned. Most people I know love it here. • no street lights making clear nights. • The wonderful community feeling they have. Many friends and many fun events. • The appearance of the town. • Abundant recreation opportunities, pretty setting. • size (Smaller), and ease of getting to Scottsdale, shopping and airports. We get to live in a beautiful small community, but can be into one of America's largest metro areas with a short drive. • My friends who visit from Colorado love the town • It has a small town atmosphere and the citizens are friendly. • There is a special charm about Fountain Hills as soon as you enter. I think it's a combination of the topography, the small town feel, custom homes and lack of commercialism. It's what makes it 'different'. • The fountain and lake park. The library. • Small town atmosphere, love the community center and the services it affords them, and their ability to have their voices heard in the development of our town. • Like the small town feel • scenery and peacefulness. • Views. Pace. Golf. Ease to get from place to place. Community theater. Park. • The inherent beauty of the area. • Bedroom community with out the hectic pace of the valley. The beauty and the ability to live with nature. • Same as above. Many with school age children value the schools • The Fountain, the mountains, Fountain Lake Park, the convenience to obtain what we need without leaving the community • Beauty, peacefulness, close to a big metropolitan city. July 2009 Appendix D-11 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis • Family community activities, Beauty, small community • The community events. The traditions from the Easter Egg Hunt, to the Christmas Lights, The Turkey Trot, The Balloon Races. ST. Patty's Day the green Fountain. ect... Things that bring us together and remind us where we are and where we were a year ago or five years ago.... These small town events bring us together and make us unique and join us. • See question one. • Love the surrounding mountain sides. Fountain Park is nice to walk around. Eating outdoors while looking at the mountains. • Lately - nothing. • Vistas, small town feel • we really don,t discuss it • Quiet town that is a great place to raise a family, Beautiful desert views. • quiet, safe, clean, comfortable, beautiful views. • The natural beauty of the setting and the, interesting people that have relocated here. • See answer to #1. • it is beautiful! That is the number one comment. Also quiet. • (I am not a resident of FH, but I work here) Residents I know say they value FH as a great family town; there is a sense of community; a safe place to live; beauty of land/topography/ views; great golf selection • small town feel, vistas/views, access to desert preserve, access to high country such as Payson and Showlow, closeness to Scottsdale for shopping, near Scottsdale for entertainment and restaurants, golf courses, ACE Paul's Hardware • small town feel, friends and neighbors, mountain views, desert views, close to big cities for dining, shopping, and entertainment, the Sheriff, no street lights, clear skies, closet to wildlife, the Copperwynd resort, close to Mayo Clinic, close to Scottsdale • The small town atmosphere wherein neighbors and strangers are friendly and one gets to see acquaintances whenever out shopping in the limited shopping available. The lack of congestion on the roads. The Town Manager appears to be very competent and citizen friendly. He appears to be pro-active rather than a reactor. • Quality of life, beautiful, great weather much of the year, and many of the things I mentioned. Most people I know love it here. • no street lights making clear nights. • The wonderful community feeling they have. Many friends and many fun events. • The appearance of the town. • Small community & special events in town; (bands, movie in the park, etc.) • The first thing people remark about Fountain Hills is its spectacular beauty. Everyone speaks in breathless terms of the first time they come over the pass from Scottsdale via Shea Boulevard and are awestruck by the view. The second most outstanding topic of conversation regarding our town is its abundant wildlife. We never tire of seeing Mother Nature and her endless cycle of life in the form of ducks at the lake, javelin in an arroyo, bobcats in a mesquite tree, or a family of quail on the run. Of course, we are all proud of the fountain. • Same as #1 • The fountain (it should go all 3 pumps at least once a day since it’s our signature art piece). The art (even though it’s getting dirty & needs cleaning—good activity for high school kids). We had a woman welcome us a few months back with good info • Natural beauty, fountain, friendliness, support for art • Same as answer to #1. It’s clean, it’s fresh, it’s new. • about the same • small town feeling. Incredible scenery. The ease of getting around. Feeling of not being crowded. • Our uniqueness, and aloneness. • Our house locations on a high ridge. July 2009 Appendix D-12 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis 4. What things do your friends and neighbors say are their least favorite things about Fountain Hills? • too many critters, like snakes, etc • Polarizing hate letters in the newspaper. Would like an atmosphere where people could express their opinions without fear of personal attack in a public forum when someone disagrees. • The recent crime wave is upsetting. They would like more dining choices and a theatre as well. • Not alot to do after dark. • The lack of dining, retail, etc. • too hilly to enjoy a bike ride • No town center. Regular events such as the two art festivals on Avenue of the Fountains have become "tired". Same old, same old. • The concern that the downtown will be built too big business. Too many condos. • Barking dogs, too many garbage trucks on the road, lack of good restaurants • Lack of public facilities -- performing arts center, public pool, senior center. • Things to do • Neighbors comment on the speeders, lack of diverse and quality restaurants. Friends and associates have the perception that Fountain Hills is far away, even though they tend to live just as far from downtown Phoenix. • Lack of an active focal point for village activities. The city hall, library and community center are excellent for non-commercial activity, but no cohesive arts, entertainment and small shopping focal point is a detriment. Also, almost universal dissatisfaction with the U.S. Post Office is a common complaint. • Council negativity, fear to change, reluctance to resolve revenues • The lack of enforcement for traffic violations (speeding, aggressive driving, red-light and stop sign viloations), lack of enforcement for noise violations for motorcycles and cars, the existing Planning and Zoning commission trying to undo years of strong enforcement of sign codes and zoning ordinances, no community swimming pool! • Lack of organization, un-coordinated commercial district with too many Italian eateries! • No GOOD restaurants. :) • Spending concerns. Top heavy town staff. Lack of realization when asking for community imput. eg "Would you like a community swimmimg pool?" But no include at what cost etc. • Lack of things to do - public swimming, movie theater. • The town council is not business friendly. Businesses have to jump through too many hoops to succeed in this town. The town does not actively seek out new businesses for our community. The fact that a business must pay a fee toward the art fund is ridiculous! The town has wasted money on traffic lights when stop signs would have been fine. • The fact that it is taking so long to develop the downtown on Fountain Hills Blvd., south side. • Lack of dining and entertainment. no late night venues. too far from "things". Too sleepy and too retired/older adults focused • sometimes too political • That there are very few places to hang out later at night, and that there isn't much to do for people between the ages of 15-25. • I hear more and more from people that live here, are visiting from out of state or from other cities in the valley that Fountain Hills has changed a lot and not for the good. The traffic is frequently mentioned as is the commercial development. • Needs more activities for kids/youth. That's been a constant complaint that I've heard for years. • Lack of a free standing Senior Center which would include congregate meals, possible exercise equipment,and many more programs. • Cost and distance to other attractions • LACK OF QUALITY JOBS. TOO MUCH FOCUS ON RETIREES & PART TIME RESIDENTS. HOW MANY MORE CAR WASHES, TIRE CHANGE SHOPS, LUBE/OIL/FILTER CHANGE SHOPS, DRUG STORES OR ITALIAN RESTAURANTS CAN ONE SMALL TOWN HAVE - DOESN'T ANYONE DO MARKET STUDIES ANYMORE? AMAZED AT THE LACK OF SUPPORT FOR SUSTAINABLE FUNDING TO ENSURE OUR QUALITY OF LIFE AND ENVIRONMENT July 2009 Appendix D-13 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis • Everyone always asks "What about the property at the corner of Avenue of the Fountains and Saguaro. It's such an eye sore for such a pretty town. • lack of a downtown, lack of activities for kids 13-19, inadequate sheriff support. Many residents have told me of their calls to 911 to either get no answer or a busy sign. Not good! • Lack of things to do. • no comment on this one • ditto what I said! • - lack of good restaurants - schools - teen activities • 1. The lack of entertainment - cinema 2. The need for a larger dept. store chain - Macy's 3. The lack of sidewalks and adjoining town areas that can be easily visited by walking • Long response time if sheriff called. • You will have to ask them. • Same • not enough good restaurants or shopping • Lack of a movie theater • All but a couple of them bemoan the lack of larger retail stores and complain of occasional traffic congestion. • You have to go to Scottsdale to do anything. We all try to support local resturants but need outside support also. • Nothing much to do, no movies, no nightlife • Besides the high cost of living making it impossible for young people to afford to live here (though it is not suited for them anyways) but I have heard people complain about how the town spends its money. We spend millions on "beautifying" the Avenue of the Fountains, and so little on the education system that many programs are being cut. • Small town politics. • Lack of things to do. • No movie theater and the distance to the Target Center for big shop facilities. • How we always have to drive into scottsdale to do anything. WE DON'T HAVE A MOVIE THEATER, WE DON'T HAVE MINI GOLF, WE DONT HAVE ANYTHING FOR TEENS TO DO AND YOU WONDER WHY SO MANY STUDENTS ARE INTO DRUGS AND DRINKING. I think instead of spending $10,000 to build a horse by the fountain, we could have used it towards the movie theater funds. • Same as I listed in no. 2.....also that there is NO movie theater in the town and that there should be more of a "downtown/walking" area. • nothing in fountain hills to do. sick of going to the same places to eat. need al ot more places such as chipotle, in-n-out, things like that. it would draw a lot of money to our town. so its a win win. then there will be no more complaining from us kids. • Least favorite; lack of resturants, movie theater, book store, retail shopping, entertainment, • We all agree, the town area needs development. • Nowhere to eat. Nothing to do in the evening.Too expensive. • Lack of good restaurants, no movie theater • traffic and crime • They have to drive a little distance to go to a movie or a mall. However, most don't want a mall to be built on or near our community. A 4 to 6 screen movie complex would be nice. • Lack of good restaurants and tax issues that are going to effect us more in the future. • Lack of sidewalks • We often hear of the need for more dining and movie theatres. • xxx • Lack of good restaurants which is unrealistic because most would shun fine dining, anyway. • Pretty much the same as answer #2. Coupled with there is nothing to do. July 2009 Appendix D-14 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis • Too much emphasis on matters of little importance...the dog park, the skate park, the dark skies foolishness, parochial attitude of the chamber of commerce. The great fairs. • The no. of garbage services in and out of FH. Every community within FH is able to have a different company service their needs. Garbage services abound every single day. It is an eyesore and contributes to pollution immensely. • Golf prices to high at Sunridge • shopping and entertainment • Lack of vibrancy. No moive theater. Lack of varity of shopping options in Town. • The letters to the editor that express opinions as fact. • Lack of business's that can stay the course and offer a good product along with up-scale service. • The imcompetence of the Director of Public Works. He cdannot think on his own. The Mayor and Coucil play the role of Edgar Bergan , and he is Charlie McCarthy. Does everyproject at least twice. What a waste of money • Mostly restaurants • Politics, lack of being business friendly • That we need more for our kids to do that keeps them on a healthy path. • See question two. • No down town area to see, looks like not a lot of planning was put into it. • Siren and traffic noise. Motorcycles with their loud engines, especially when huge throngs of motorcycles literally take over Fountain Hills Blvd. Too many drivers pealing out from stop signs at all hours of day and night. Too many drivers throwing trash out of their cars. • town council, nothing to do, no swimming, business unfriendly • the schools we should be at the top for salaries and top for education we are losing alot of children to scottsdale • too far, no fun night life • It is difficult to get more people involved, either in volunteering or in joining civic and service organizations. Many folks don't read the local paper, so communicating with, or contacting the people in separated neighborhoods like Firerock or Eagle Mountain is difficult. • Lack of vibrant downtown; things to do. • It is far from things to do. Restaurants shopping. Although we have come a long way • Lack of major retailers, movie theaters (not much to do socially). FH is too insular, at times. Businesses just don't seem to have longevity here. Reluctance to change and evolve as a town for subsequent generations. • poor roads, HOAs, too many gated communties, lack of theater, lack of things for their kids to do, lack of public swimming pool, lack of quality restaurants, Town Council that does not listen to population, lack of quality shopping, lack of Lowes or Home Depot • nothing for young people, no jobs for young people to keep them, no community college, lack of night life, no YMCA, no public swimming pool, need mid price family restaurant such as Applebeees, Red Robin, Mimi's, or Cocos, need restaurant like Sizzler, need Lowes or Home Depot, need major retailer like Best Buy, need discount retailer (Big Lots) • There is only one way into Scottsdale so that when Shea Blvd gets blocked there is no easy alternte way to get to work or shops. The need to go to Scottsdale for decent dining, entertainment or shopping. The Town Council, in general, does not seem to listen to its citizens. • I will let them answer • Not enough for young adults. Not enough for middle-age adults. Need park/pool. Need restaurants. • Politics is a problem. Residents don’t appear at council meetings, because they are deterred by good ole boy politics of a small town. If you want people to show interest, be more amenable to those who would also like to make a difference. Unfortunately, there are individual residents who like to strut their stuff and show off what they know, and it’s incredibly boring to watch. Because we only use one side of our signature street (Avenue of the Fountains), it doesn’t give the quaint look and feel of someplace worthy of spending the afternoon shopping or browsing. Only one side of the street is attractive, folks. What kind of “destination” place is that? • Taxes and distance into “town” July 2009 Appendix D-15 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis • Living in an HOA area • No family oriented entertainment—no bowling alley, theater, pool—all ages will use these facilities. Too much money spent on statutes. Limited tennis courts—shared by high school adults & senior citizens. All groups would like to have tournaments but they are limited due to only 6 courts in Fountain Hills & only 4 are next to each other. • Least favorite: lack of a variety of restaurants, lack of meaningful shopping, lack of nightlife choices (past 9:00 p.m.) • Distance from other towns, esp b/c of a lack of theater & ethnic restaurants. Lack of teen activities. • Way too many gated communities, HOA (all of them). Need movie theater. Com. Theater to expensive $50.00 per couple (movie 13.00 per couple seniors). Street lites are not traffic sensitive—need round-abouts. A bus to the airport. Art gallerys—toruist draw. To many garbage trucks. No recycling in gated communities. • Similar to #2 and dislike of current road (asphalt) condition on the Beeline (87) from FH to 202—bumpy, uneven. • about the same except they seem more concerned about lack of stuff for their kids. several of my neighbors hate the gated communities and HOAs • Not having a “center of activity – ex: theaters. Would like to see the South Side of Avenue of the Fountains “developed” not a vacant eye sore. • Lack of Town Center, intoto. Not enough lighted up areas & street lights. • 3 stop lights/signs on Saguaro near lake. Intersection at post office. Counter service at post office. 5. How is Fountain Hills changing today? • More involvement with green technology and a better government oversight. • not sure I understand the question. The town is lways changing things for the better. • Infrastructure is aging and we do not have revenue or reserves to keep up with it. • More and more people moving here, should be enough people to support a downtown area. • It's not!!!! It's still Sleepy Hollow, mired in the past, a cheap retirement community. Senior citizens dominate the minds and attitudes of our leaders. With the closure of Alchemy we now have NO fine dining establishments whatsoever. The town caters to the very old which forces the rest of us to go next door to Scottsdale to eat, shop and play. • do not know....need more apartment complexes • It doesn't appear to be changing but stagnating. • Becoming too large with too many condos, traffic. • We are loosing our feeling of "Community". Interest in town government is missing except when an explosive issue is on the table. People expect more services than the town can give and don't understand why they can't have it all. I don't see any substantial changes currently under way. We are still too dependent on the wrong revenue sources. • More rich people trying to turn FH into Scottsdale East. Trying to create a Kierland Commons on Avenue of the Fountains. Who needs it? • Fountain Hills seems to becoming more pro-active about it's future. We are almost built out and the focus is changing on sustaining our infrastructure and existing building stock. Newer residents seem to be more willing to invest in the city's future. • The population seems to be aging yearly. Housing prices have probably served to inhibit younger families from moving here despite good and safe schools. An over abundance of condominium residences contributes to too many snow bird transients. They contribute little to the community and leave FH almost a resort community during summer months. • Beauty, cleanliness, quiet atmosphere, and low crime • There appears to have been a shift on the town council, some key commissions and the Chamber of Commerce in the last 2-3 years. The trend appears to be towards using tax dollars to shore up failing business ventures, be it retail, construction or real estate development. How does 'Joe Taxpayer' feel about completing the COC 'Vision Statement'?? July 2009 Appendix D-16 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis • The current economy is restricting regualar street maintenance and many small businesses are failing or operating with extreme difficulty. Up to this point, money has not been that big an issue for the town due to the rapid growth and property appreciation. • Certain members of F.H. seem to think we need all the bells and whistles of other suburbs - megacinemas, copious stop lights, shopping malls, etc. The move to turn F.H. into Scottsdale will drive out residents who value the small town it is today. • Becoming or trying to become too big. Keep the small town atmosphere, the reasson most of us invested here to begin with. • I think right now Fountain Hills is stagnant and and hasn't really made any effort to do anything different. Is all talk but never any action. • The housing market is at a standstill. Some businessses are closing. Teenagers are drinking and getting into trouble. The streets in our town are starting to show wear. People are spending less because they have over extended their credit. Fountain Hills is a bit in limbo--not changing a whole lot... hoping things don't get any worse. • Thanks to Jackie and Jerry Miles and the artist community, there is lots of beautiful art to see. And the Fountain Park is wonderful. • slowly :-) I think it's going backwards a bit with regards to support for proper businesses in town. No bold moves have been made to take even more advantage of the Fountain Park or to "fix" the gross bit of dirt which "anchors" our downtown .. • More family and tourist friendly • Fountain Hills, since it was founded, has always had a lot of oppurtunity to blossom and grow. Even today, it still does. Just take this survey, for example. It is proof that this town is constantly changing to fit it's citizens needs. • Focusing on business development more than I have ever seen since we've lived here (13 years) • Since the first people moved in to Fountain Hills I think the residents have done a great job of planning for the future, and that is what they continue to do today. They're looking at ways to continue to imporve this community, through recycling, studying the possibility of contracting with one trash removal company etc. • The population is getting OLDER - fewer young children - baby boomers and others in the Senior category need more attention. • Like everywhere, development unsupported by finance= many vacant structures. Can we encourage more infill first?? • COMMUNITY IS AGING & THEREFORE ROADS NEED TO BE IMPROVED, NEIGHBORHOODS ARE CHANGING AND SOME COMMERCIAL AREAS ARE BECOMING DELAPIDATED; DUE TO THE COMMUNITY AGING, LAND USE PATTERNS ARE OUTDATED - PARTICULARLY IN DOWNTOWN & ALONG SAGUARO CORRIDOR - REDEVELOPMENT OF THESE AREAS MUST BE CONSIDERED. DEMOGRAPHICS ARE CHANGING; MORE FAMILIES & CHILDREN • That's just it, it isn't changing, except maybe the taxes are getting higher. • slowly. I have no idea! The southside of the Ave is still vacant and the town keeps spending $$ to pay someone to perform a study on how to best use land that doesn't belong to them. Not sure how this makes sense?? • Not sure • Changing to big developer cookie cutter housing projects. • Much more progressive than when i first arrived. more younger residents are starting to take an avtive interest in their town. • I fear it is turning into a bedroom community of older persons • - too big - too many empty store fronts • Seeing a second generation of town leaders developing along with a change in age demographics. The once new neighborhoods are aging and slowing seeing a new influx of younger families. • It's not. That's part of the problem. Too many people don't want to change. • The "people" are changing because the higher housing costs aren't bringing as many younger families any more. • Seems like the town is dying a slow death which is sad. Understanding the economy is taking its July 2009 Appendix D-17 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis toll everywhere, it would be nice to see the Town invest money towards things that will draw people to town and spend money. • Getting a bit commercial • Not just today. It's been changing from the moment we moved here in 1991. Lots more petty crimes and vandalism ever since the high school opened. It's still a nice place to live, but not even close to the charm and natural beauty that once was our pleasure to enjoy. • It's always been growing and getting bigger...now it's going to slow down greatly. The economy, existing housing, revenue getting smaller as we depend on a shrinking sales tax, and building permit income. We have to maximize what we have. • It's regressing, no sustainable tax base. Everything is based on sales and that is no way to have a consistent town. • I see from the town an attempt to create less of a "bedroom" community, and making a change toward a more "downtown" feel. I'm not sure if this transformation is necessarily going to work. • Financial stress due to economic conditions. • Fountain Hills is finally trying to move forward with some development plans that will help us become more self-sufficient. • Trying to make a solid strategic plan that will improve the town and attract more businesses that receive resident support. • Honestly Fountain Hills is not changing much. We have not gotten any activities for students to do. Adults might enjoy going to YOGA but students DONT. Also us as students dont have 200 dollars to spend per month do attend a nice gym like copperwynd. • its changing for the older people. nothing doing for the youth. • Fountain Hills is NOT changing today. After 13 years here there is not much changed about the "down town" area? Talk but no change. Yes, there has been change but what needs to change, like the library, new police station & town hall. What this town needs is the one thing that will bring the public here either to live or to use our amenities. • Becoming more up-scale; a good thing. • Like everywhere else, we are suffering from the state of the economy. Shops and restaurants are closing, many unsold homes are on the market, home values are way down. Of course, our community is much better off than most and our standard of living remains higher. • Trying to pull in out-of-towners but really nothing to do here other than site see. • I have lived here 2.5 years. I haven't seen too much change other than Bashas being rebuilt, Peaks has new building. Fountain Park has new irrigation system. • not good. • More houses are being built. I would like our community to remain relatively small. • More buildings and homes filling in the area, and more to come. • Abundant recreation opportunities, pretty setting. • Starting to mature, showing it's age in buildings and streets. • ? • Don't know... we're working on that. :) • It is hurting for money to keep developing and improving. • Fountain Hills is allowing it's commercial sector to grow without thoughtfulness to the impact on the community. We don't insure that the parking lots are maintained by the developers. There are no green space regulations adhered to. • New business coming in • Almost built out. • There is a conversation about the future and some recogntion that "we" have to do something different to maintain the our Town. • The ifrastructure is rotting away. Personal attacks on people who volunteer their efforts to help in the vision process. • Growth is almost stopped. The revenue issue is trending downward, with future projections looking bleak. • It's growing up, but in a good way!!! • It is trying to become another Scottsdale. We moved to Fountain Hills, NOT Scottsdale. Let's go July 2009 Appendix D-18 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis back to our original concept • More people, more art. • more familes • It is more young families. • Worrisome about development of north side of town. I understand the revenue part, however will we be able to maintain that "small town" feel with 1,000 additional homes? • I see and read more about the changes in the down town area. Good communication is key. There are some substantial businesses in town such as Medical professions. • It is now just another town. • FOR THE WORSE! growing poorly, keep discussing property taxes, what part of no new taxes does council not understand • the separate districts of the town use to do intergovernmental agreements so if school budgets were cut we could help with the town budget by the scholl letting the town use say art room for classes os saturdays. • Street improvements are on the way (slowly), curbs and sidewalks are starting to appear around the schools and parks. The population is getting younger. • more people moving in, dropping home prices, businesses closing. • The original citizens are much older, so members of the younger generation are taking leadership roles. • I believe it is becoming younger in demographic, and finally stirring for development of more things to do in the town center. More of a destination place. • New businesses. I love the french pastry shop. How wonderful to have such an authentic place in town. • Seems to be losing ground in getting attractive, viable businesses into town. Becoming more and more of a bedroom community, without much else to offer. • I am not sure it is much other than deteriorating infrastructure such as the degrading roads through out the community. Saguaro is not the only bad road. I think we are losing businesses, but don't know the statistics • deteriorating due lack of maintenance, homes getting older and not looking as sharp, evn in HOA areas, stores closing, only local resort of Copperwynd closed, town lost that specialness associated with Copperwynd, perception is that crime and vandalism are increasing - not good, and even worse if true, town not ready for growth caused by Elman proj • I wish I could say it is improving, but I don't think it is. The town is not growing anymore so revenue is down. The town is deteriorating, especially the streets. The mayor will not even let the citizens decide if we wanted to fix Saguaro Blvd. Elman will test the council and I don't think they will meet the test. He will not improve the town • It’s starting to look shabby – streets and median landscaping look bad. Snowbird houses are not maintained. Unused vehicles clutter driveways. • Schools. Families—less. • Due to economic issue, homes are appearing older and less “kept”. Weeds abound, and beautiful homes are now appearing depressing. Some residents (especially older residents) no longer have funds to have their trees trimmed or cared for. Don’t we have service organizations that can help these folks – Boy scouts, churches, town rallies, etc.? We have more noise pollution than ever before – large trucks, lawn blowers, and vehicle “safety” precaution honks. We all need to be cognizant of the effect of noise on a small, quiet community. • For the better! Maybe one day we will really have a movie theatre. • FH has been affected by the economic slump. It is sad to see empty shops & failed restaurants and businesses. Also development areas that were never built. I’m not sure what the point of all the “Town Center” metal signs is. • Slowly. I lived here 9 yrs & still no change in the Downtown except for sidewalk (really great— although the shaded structures are to high to actually shade anything. • More foreclosures, more drugs & drug-related crime • It’s not really changing at all. Very slowly. It sucks. • More stop signs & stop lights • Change seems to be happening at a very slow pace, but the leadership in the town is taking a July 2009 Appendix D-19 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis more assertive position. The alliance with Ft. McDowell is an encouraging step in the right direction. • Except for annexation and development, I don’t know. Actually, the status quo isn’t bad! Why change it? Or why look for change for the sake of change? • For the worse • The Town government is improving every day. I see a change in that Fountain Hills is becoming more business friendly— • Hopefully for the better. • Lots of high value home building in Firerock. 6. What are key challenges Fountain Hills will face in the future? • Balancing our small town feel and bringing in more visitors to bring in more dollars. • money. I think revenues were coming from new home builds • Maintaining a sense of community that values the wide range of residents, not just those who first moved here. • That is does not get over populated, yet meet needs. of the residents for the future. That we are not leaving the. town for goods and services and so that. we can spend dollars for revenue in the town • Fiscal Security, thus securing the safety and the luxuries the people desire. • Remaining solvent through the next 5-10 years until the present domination of original senior citizens passes on and and a younger, more vibrant population takes precedence. In the interim the town must endeavor to become a retail and dining destination as has Carefree/Cave Creek/DC Ranch. Get over the Fountain - it's NOT a major drawcard. • getting more small businesses to open • Providing a mix of attractive events / stores / restaurants that appeal to all age groups; Providing attractive housing, etc. for families; tax revenues. • Need for revenue for city. • Revenue shortfalls are going to impact this town in a huge way. We are just starting to see the tip of the iceberg. As long as the residents are opposed to a property tax and as other revenue sources dry up, this will be the biggest challenge in years. It will be challenging to provide services without revenues. • Getting enough revenue to pay for needed government services. We need a primary property tax! • Taxes • Assuring our downtown does not become a ghost town and reduce the value of the entire town. • Financing community activities. Local govt must focus on needs of the community and resist "wants". There has been a tendency to capitulate to vocal small activist groups. Govt can't and shouldn't try to do everything. Leadership needs to hang tough, not try to be popular with everyone. • Council negativity, fear to change, reluctance to resolve revenues • Read the current Long Range Plan! Look at what the average person in Fountain Hills wants! Stop changing the status quo ever time it runs contrary to what some 'mover and shaker' thinks we should be doing. Leave city codes, ordinances, zoning etc. alone for a few years and see if they are not working according to long term design. • The town needs to establish a consistant and reliable revenue stream to insure the infrastructure needed to keep Fountain Hills a great place to live. We need to establish a fair and equitable property tax based funding system for town needs paarticularly for fire and police functions as well as education, parks, recreation, street maint. etc. • Money - the challenge for all towns. How to maintain services with less money. F.H. residents have been hesitant to approve money in the past, we doubt it will get any easier. Education - dwindling student enrollment will be a challenge as fewer students mean less federal monies. • Cost controls for this economy. Do away with long range planning. No one in business uses 10/20 July 2009 Appendix D-20 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis yr plans any more. The big deal made previously about what will happen in 20 yrs was a waste. You could not predict the annexation, the changing of the economy and the lack of interest in a downtown construction project. 5 year projections are enough. • Surviving economically. • How to pay for everyday community services. How to encourage new businesses to come here. How to keep the young people out of trouble. How to bring more people from the valley to our town. Be more business friendly. Plan events that would allow people to spend the day in our town. Use the Fountain as a focal point to bring people back • Financial, aging infristructor. • Growth while still maintaining some sense of the peace as well as the beauty of the local environment. No job creation program or movement forward. Why would a yong person stay/come here after college ? NO reason too. Few too serious employers. • proper land development • Attracting people from other towns. If we can change this town not only to suit the needs of it's people, but to openly invite other people from other towns, that would be a huge success. • Keeping the residents of this town safe from crime. I no longer feel comfortable walking in Fountain Park or along Avenue of the Fountains at certain times of the day. The spirit of this town has changed dramatically and not in a good way. • At some point in the future building permits will, for the most part, be finished and Fountain Hills will have to figure out how to pay for town services. • Finance - it is hard to come up with the money for all of the services we need and want. • NOT a movie theater!! Almost the worst choice of single-use structure for Ave of the Ftns, especially if/when the movie operator goes out of business. Infill. Balanced town budget. Water conservation/recycling • CHANGING DEMOGRAPHICS. SUSTAINABLE FUNDING SOURCES; TOO MUCH RELIANCE ON SALES TAX & STATE SHARED REVENUES. REDEVELOPMENT OF AGING AREAS. DIVERSIFICATION OF THE ECONOMY BEYOND TOURISM & SERVICES. MAINTAINING VALUES AS COMMUNITY AGES. ECONOMIC DEVELOPMENT ON SURROUNDING NATIVE AMERICAN COMMUNITIES. FREEWAY CONGESTION. UPGRADING COMMUNITY SERVICES • Loss of revenue. People will continue to go into Scottsdale, Tempe, Mesa, etc to go to the movies and out to dinner. If we had a theatre, people would go to the movies and stay in town for dinner. • lack of money, maturing community, high cost of housing which is difficult to attract young families, lack of local jobs, where to put the next piece of art???? school age population declining, # of senior citizens increasing, businesses closing due to lack of sales, etc... • Business survival, as it has been in the past. Creating our "downtown" with more small town shops. Too many places to live, and not being able to keep people in Fountain Hills. • The traffic since there are so few major roads to handle the number of anticipated residents upon build out. • cohesiveness • lack of funds to build and maintain our unique beauty • - finances - zoning • 1. Economic stability for a community with little sustained business industry 2. Developing a core downtown area in a poor economy 3. Keeping the present town services, parks and small town atmosphere at a high level • Keeping costs low and maintaining a revenue stream without continually having to raise taxes. • Funding quality of life issues and projects as well as the day-to-day costs of government. Completing the downtown so it is successful, finding the right developer who has the money. Upgrading some of the older commercial stuff along Saguaro Blvd., other areas. • growth • Keeping shops and restaurants in business • Biggest challenge will be for the Town to resist the temptation to further degrade our environment with resource-consuming development. • Funding. If we want to go with sales tax revenue. Then we have to entice businesses and people July 2009 Appendix D-21 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis to come to town. • No consistent income for the town. Keeping small business. Developing downtown, attaching it to the park. • I think with the changing economy, less young families will be able to afford to live here. Less young children will be entering the school system, and in time the school system will grow very small, leaving the town feeling much more like a retirement community. • Infrastructure and other costs to support quality of life issues. Development of open commerical and residential. • Trying to pass a property tax with the opposition coming from the snowbirds. We need the extra income to help with the future development of our town. • Must attract business that can pull people to becoming more supportive of down town activities. • Learning how to spend the towns money wisely. As i said before we do not need a $10,000 metal horse in our town that means absolutely nothing. USE IT TOWARDS A MOVIE THEATER OR MINI GOLF COARSE, or a ice cream parlor where you can get milkshakes ect. not sorbet and expensive yet small ice cream cups like la scala. More students would get jobs too. • $ • to us the land we have and make it useful for our youth and make people come here from other cities instead of us going to them. • How to bring the public here from other towns. What is special about FH that the public views as special that no other town is offering. The town needs to open its mind to that fact that to have a thriving town that we need to have more traffic and can not stay the sleepy town we have been. We need to open the gates & minds to survive. • getting enough tax revenue • Over development without a proper plan is a problem in any community that has experienced the growth rate we have. • Revenue !! Making sure that property owners will be able to afford to stay here. Keeping schools up to date. • Money for improvements. Getting investors for a vibrant downtown. Getting good quality businesses and developing loyalty from the residents to shop and be entertained locally. • Budget woes and poor economic education • Maintaining the beautiful town we have created, keeping it this very special place. • Taxes, and where revenue will come from to keep the town running and looking good. • Lack of sidewalks • Will need to live on a stable size....now counting on new development and expansion for it's economy. • Keeping businesses viable, no empty storefronts, people shopping in town. Good law enforcement to keep our town safe. • The biggest challenge is to keep FH shoppers here to spend their money on things offered here even though they are offered elsewhere. • Attracting people outside of Fountain Hills so that our businesses can survive. We need to become a destination. • City government funding. Moving beyond "small town" concept. Growing to reach the potential of its beautiful physical location. The "visioning" project seems to have much potential. • traffic, services to support the influx of new residents, and upkeep of main roads and surface streets • not sure, maybe tax issues • tax basis • Financial sustainability. Infrastructure is getting old and needs repair replacement. Forward thinking leadership on Town Councils. Ability to make decisions with the long view. Lack a unified vision on how to make the Downtown an active vibrant place. Small group can sabotage forward thinking action • How to maintain services that we've all come to enjoy when residents don't seem to understand that the bill has come due. • Revenue, Revenue, and Revenue. July 2009 Appendix D-22 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis • Trying to keep taxes low as the town adds services. I beleive the town should live within it's means. • There will never be a passed tax levy as long as the town remains in the hands of a few. • How to pay for municipal services. • continuing to produce revenue base, % snowbirds that don't care what is going on except for when they are here, development of downtown, inventory of homes for sales- maintain or regain property values-- unbelieveable how many foreclosures. keeping kids living in fountain hills in fountain hills schools (we need to keep and pay our good teachers) • Our buisness district. It is so difficult to have a small buisness here. • Development of downtown. • That Fountain Hills is a destination place especially from people who are not from the valley. What events will we host that will bring people up from the valley plus events that will draw people from other places who plan their vacation around certain events. • To return to the image of a unique quiet family orientated town. • Growth, unqualified town council members, youth leave and don't return because of no jobs, youth getting into trouble because of nothing to do, uncontrolled and undirected downtown growth • budgets, houseing markets the more houses that are auctioned the more property values are going to go done and there are too many good deals in other parts of the phoeniux area that have better schools and a more kid friendly and senior town people are moving • Rise in the crime rate. maintaining a strong ecomoic base for growth. • we will be built out soon. Will we have to take state land to build more housing? I don't like the houses where they all look the same. • Finding good leadership; maintaining the roads; economically supporting our schools. • The challenge of resistance to change on the part of those that do not want thier quiet bedroom community to change. The challenge of financing essential government services. • Bringing people in who do not already live in the town. I really like movies in the park. Where you play black and white oldies. I believe utilizing our asset which is the park by having more fun events will set us apart from the rest of the valley. • Development - both commercial & residential, on the remaining vacant parcels of land zoned for each, respectively. Need to get true involvement of the citizens of all ages - not just the more senior populations. • Changing Elman property plans - unless Town Council watches itself carefully, the town will lose as Elman changes things to his advantage. development of the vacant acres downtown, electing a competent council, maintaining decent roads, federal government interference, population change, retail challenges, budget, revenue with no property tax • Annexed State Trust land development - don't trust Elman to keep his agreements, changing demographics, revenue shortfalls, over spending on wrong projects, electing competent coouncil members, retaining the competent Town Manager that we have, not letting hte Chamber CEO overstep his bounds, road maintenance, keeping retailers, gated communities • The development of the former State Trust Lands. Changes will continue to be asked for to increase developer's profit, not for the good of the community. Manyof doubt that the council will be up to the task of ensuring that the changes are good for the town's citizens and the environment. Think substainability, think dereriorating infrastructure • Sustaining itself as a premier community, solving revenue issues, providing affordable homes for young families • Property tax raise • Our educational system in Fountain Hills brings together the elite and the poor. This is a chasm that causes students to fall into serious class systems. Most students don’t belong on either end, and this causes unrest and rebellion. Unrest and rebellion bring forth drug issues. Providing a forum for teenagers is now and will continue to be important. We need to make decisions based on the fact that teenagers need a “rounded out” hometown. Not every teen is inclined toward sports. A community swimming pool and movie theatre will provide a much needed low-cost entertainment for teens – a place to go to meet other teens. • Promoting fountain hills as an “all age community” most people think only “older people” can afford to live here. July 2009 Appendix D-23 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis • Meeting the needs of the newly annexed land and the development that it will bring. • A sound financial base. We need a property tax for everyone in order to create future financial security. • We have restaurants, but need the entertainment piece to keep people spending their money in FH. Otherwise they go to their entertainment in Scottsdale or Mesa & ent there also. • Revenue base. Infrastructure maintenance. • Putting in roundabouts. • Upkeep of streets b/c of budget. Keeping “vibrant” feeling going—too many delay in developing “downtown” area • Businesses staying in Business. • Intelligent control of new development. Ensuring the infrastructure is updated and meeting needs of growing population. Encouraging businesses to attract residents and outsiders to enjoy Fountain Hills. Avoiding overspending & overcrowding of art sculptures in many areas. • Town Council. Development of former State Trust Lands. I don’t believe Council and Developer will develop it to the properties best use or the town’s best benefit. The developer will want changes for his profit, not the town’s betterment. • Getting the Residents to shop local—understanding that their tax dollar needs to stay in town to help support services. • Change, not just for the sake of change, but for the betterment of the town’s vibrancy, and ace residence. Our overall business potential & opportunity. • City finances (use property tax to lower expenses). Traffic do to building on newly anexed land to the north. 7. Imagine Fountain Hills in 20 years’ time, and that it meets your highest expectations for the future. What would you envision? • A lean government, well-maintained streets, a downtown with tree-lined streets, small shops, restaurants (Carmel-esque!), high property values, good schools, lots of recreation available. • the same and great schools • They like the area, views and small town feel. • No more expansion for homes, more retail, restaurants, theatre, more younger families maybe. • A prospering downtown area, that is bringing in both locals as well as people from out of town. A town that is financially secure that is both safe and beautiful. • The Beverly Hills of Phoenix - upscale homes, a broad variety of restaurants situated to capture unparalleled views therein attracting out-of-town customers, owner-operated upscale and eclectic retail, a few luxury resorts, a couple more golf courses, a destination to rival PV and Scottsdale. • more apartment buildings to rent......more condos • A vibrant town attractive to both residents as well as out-of-towners of ALL age groups. • No more residents and do not build on the state land by middle school. • Maintained roadways, lush landscaping, sustainable businesses, becoming a "destination" town, a small scale movie theatre, crowd-pleasing community events, more attractive businesses along the Avenue of the Fountains, a Community Center with an exercise room, more trees in Fountain Park. • An artist's colony. A place where artists work and live. Artist lofts and studios, a professional theatre company anchoring a performing arts center, arts education (music, performing arts, studio arts, industrial arts) in our schools and drawing increasing enrollments and families to live in FH. • A beautiful downtown with lots to do • Calmer traffic. A downtown with a diverse business environment, performance theatre,small cinema, connected parks and paths. Darker skies • Hopefully, there won't be too much change in the overall character of the community. Also, hopefully there will develop some sort of focal point for commercial/entertainment activity. We are surrounded by two reservations and a mtn preserve, so FH should never feel pressure from July 2009 Appendix D-24 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis too much growth in surrounding areas. Limited growth within works. • Beauty, cleanliness, quiet atmosphere, and low crime • We would like to see the same small town look and feel. We would like to see an outdoor community aquatics facility (read: swimming pool), not an expensive indoor facility. We would like to see a small movie theater to serve Fountain Hills, not draw in thousands of outsiders (more traffic, noise, crime). Insure new development is for OUR NEEDS! • A centralized business district or two (Shea Blvd and the Town Center Area) with attractive well maintained buildings. Ample parks and recreational facilities in a town of attractive,well maintained homes and multiple family facilities. • A town that has made a name for itself as an 'art' town - art fairs, galleries, art walks. This could bring in tourists, but leave F.H. to keep it's small town feel. • As previously stated, 20 year planning is a waste of time, money and effort. Concentrate on the relative near future and you will not have to continually revamp your 20 year plans, as the unforseeable happens. The ability to adjust will make you a better council and you will gain additional trust from your constituents. • I would hope that it would have a movie theater, restaurants that last. More activites for kids - puplic swimming for swim teams. Having 4th of July celebrations like in the past. • A vibrant downtown area complete with a movie theater, shops and restaurants that would allow people to truly enjoy all the beauty of our town. A community pool with atleast two designated areas--one for adults and one for children..including a water slide or a wave pool. Have our town become a favorite destination because of all we have to offer. • A wonderful downtown for people to enjoy and shop and side walk cafes to meet up with friends on the Avenue. A movie theatre, upscale shops, resturants, lots of trees and shaded areas to sit down and visit. • Vibrant yet respectful downtown area. Fountain Park is center of the community for amenities, with *clean* reclaimed water that supports a beach and other water based activities, a vibrant weekly music/theater scene,a great MIX of stuff which keeps the young and retired happy & HERE - for work, entertainment, and as *primary* residence. • less multi-unit housing, more family friendly activities, continuing upgrading the parks, better retail (not necessarily Major Name Companies) , reasonable taxes and citizen- focused representation. continued focus on schools • More things for the youth to do, a bigger fountain park with shops along the outer edges, and a movie theature. I think that would be as clost to a perfect town as possible. • A community where the residents and their homes have priority over businesses and commerical development. • A community with enough people to support local businesses so that our local business community is able to thrive. A community with a full array of youth activities that keep kids active, involved and busy, a community pool, an excelling public school system. • A small town or city, similar to Sedona or Prescott, that brings tourists but provides all of the needed items, including stores, shops, restaurants that are required and desired by residents • Infilled with individualized, non-cookie cutter residences/retail. Solar energy. Recycling including water supply-?municipally owned? Home of post-secondary education campus • RECOGNIZED LEADER IN ENVIRONMENTAL SUSTAINABILITY & STEWARDSHIP; A CITY THAT HAS INTEGRATED THE BUILT ENVIRONMENT WITH ITS NATURAL SURROUNDINGS AND WILDLIFE; COMMUNITY FOR ALL AGES; HOME TO WORLD-CLASS, BUSINESSES ON THE CUTTING-EDGE OF TECHNOLOGY THAT CREATE QUALITY JOBS & OUR LOCATED IN A VIBRANT DOWNTOWN ATTRACTING YOUNG, CREATIVE PROFESSIONALS • A completed downtown area, with Movie Theatre and a decent book store. Thriving businesses. Low crime. • I envision a completed Ave of the FOuntain with unique shops, restaurants, and living above the shops. A place for families, kids, and animal lovers. A unique experieince unlike any other. A place people want to move here for. I see a community pool and center for all ages open year round and used by the high school swim team! • I would envision a local Farmer's Market, building down, and home prices good and afordable, more things for teens to do in this community, maybe a small theatre, not 3 major supermarkets, but a health market (ei. sprouts). July 2009 Appendix D-25 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis • A town that provides good services to its residents, keeps its small town character with local events, and continues to balance the needs of all its residents both young and old. • SEE THE SWABACK VISION • a vibrant young community with many things to do for family and retirees. A place that is a destination for vacation. Schools that are top in the State. • - end of growth • The town's population would level out at 35,000 with a developed downtown core area recognized within the region for vitality and options. The town's businesses, school district, leadership and Chamber of Commerce would work in unison to maintain a high level of service and community excellence • A viable downtown. • Neighbors who know each other, successful merchants, a completed Ellman project, more parks, sidewalks in washes, McD. Mtn. trailhead, Adero Canyon done. schools full and thriving. • Envision Dana Point Ca, or the Gas Lamp District in San Diego, or any other small town that is a destination because of culture, shopping, and dining. In my opinion, we're lacking "charm" in Fountain Hills. • A vibrant downtown w good restaurants and still the feeling of a small community • Lots of "green" space. Frequent, well-attended farmers' market events. Community gardens, growing enough produce to supply all local restaurants and markets with organic fruits and vegetables. A destination for the world-weary seeking refuge from the city clutter and chaos of their everyday routines, with spas, artwalks, etc. A sanctuary. • Easy access to a wider range of shopping, better restaurants, movie theatre. • A thriving Avenue. People shopping in the mixed use developement created on the avenue, catching a movie, have dinner at a choise of resturants. A place were there are things happening during the week and weekends. A Thursday night artwalk like Scottsdale, free music on the Avenue on the weekends. • A vibrant, people friendly town with a great park and downtown. • I would love to see Fountain Hills in 20 years with a growing public education system, and even a community college that would encourage young people to make their homes in the town. • A vibrant small town with solid business base serving the needs of its residents. • More succesful businesses and some large employers based out of Fountain Hills that would allow more of our residents to have careers right here. • Much larger population with full service businesses in the downtown area. Need light office warehouse business that have statewide business. • a nice community where students have jobs there is a movie theater mini golf coarse and an ice cream parlor. Please get more activities for students to do, and than you wont find them doing drugs or drinking and getting poising from it. • Better "downtown/walking area".....where you could dine and shop and have entertainment without having to drive to Scottsdale. • more houses built, more things to do for everyone INCLUDING THE YOUTH, more places to enjoy meals, etc. • A town center built around Ave of the Fountains, with a park like feel,walking paths,a book store to have coffee, sm resturants, shops. Water fountains up & down the ave. A Home Depot/Lowes in town. A movie theater. Workin with the Indian community to ad venues to their land that fill bring the public here. A Spa and conference room. • Fully developed State Trust land and fully developed town center. Completed town Preserve with access road and trailhead facility. • I see proper maintenance of all public buildings, roadways and continued improvement of parks and recreation facilites as necessity. I hope to see a public swimming pool and the construction of a larger community theater for public performances, as well as a small movie theater. We also need a covered garage building in the town center. • NO HOA's !! A small little town with small ammenities with those ammentities being utilized and not wasted- for example a community pool - the track at the high school open for walkers and runners- a community education program with crafts and classes and recreation for all ages. • I LOVED the artist rendering of a plan for Fountain Park. I have always thought paddle boats in July 2009 Appendix D-26 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis the lake would be wonderful. More trees are a must. It is true that when I first came to Fountain Hills I saw the fountain and was a bit disappointed that there wasn't more to it. Please, keep it green!!!!!! • lowest sales taxes, solid Internet and power infrastructure, and high quality law enforcement. • Hopefully, there will be very little change. I would like to see more small businesses, shop and a nice walking area along both sides of the Avenue of the Fountains. • Some small clean industry or post high school career training; Many Senior activities; Home delivered meals still going strong; 3-6 movie theatre; Art Festivals still being held;Small town activities continued; Still beautiful scenic town with little crime; Fabulous restaurants; quality shopping, educational and craft opportunities for adults. • Downtown that has been improved to be easily and safely walkable by the residents of the hundreds of housing units that are within walking distance of the city center. People leaving their cars at home or in one place because they can easily cross streets and visit various downtown blocks on foot without burning gas and emitting CO2. • A community with heavy emphasis on arts, lack of neon, and maintaining it's midwest-friendly culture. A quieter, slower pace of life, than a Gilbert, or Mesa. • Hopefully not too much change, not too much growth, and a progressive busy downtown. • A group of people all of whom have been satisfied regarding their expectations. GOOD LUCK • 'Some' great shops and restaurants, concerts in the park and more events with someplace GOOD to go afterwards. A more developed downtown that's nic to walk around... maybe some outdoor cafe's, etc. Do not have too many overpriced boutique stores. Nobody likes to get gouged. • A beautiful, vibrant tourist destination with world class shops, restaurants and other attractions...no longer acting like some kind of small town throwback which it isn't. Hopefully real artwork, not the kind you buy on line. • I would envision all new commercial growth to be located on the Shea corridor. I would envision that developers maintain their properties pristinely. I would envision that all roads are properly maintained/upgraded. I would envision that we have curfews for minors that are enforced. I would envision that leash laws are maintained. • a lot of updating and renewal of homes and business • A town center that keeps rssidents in FH and not going and spending their money elsewhere. • Walkable shade lined streets, a downtown that makes you want to wander in it. An active vibrant Park that always has something happening. Alternative transportation options. People on the streets and shops. Lots of visitors adding vitality and energy to the community. More entainment options. Technologically advanced • A viable downtown area incorporating Fountain Park. Many restaurants and unique stores and gallerys. A movie theater incorporating a performing arts theater. A municipal swimming Pool. • A self sustaining bedroom community with great parks, quality emergency services, well maintained roads, transparent government, and a healthy buisness base. • An activity bubbling with activity. I think the town needs a draw other than the fountain....I personally liked the idea of a riverwalk, with gondolas, maybe paddleboats, etc. Something along the lines of what San Antonio has done with their riverwalk. • The fountain. the mountains, Fountain Hills Park and a peaceful envionment. • A completed Avenue of the Fountains • A town that has remained "small" with that Scottsdale feel to it. One that is family focused- a downtown that is full of people walking the avenue- eating, shopping, dining, gathering. A town that has amenitities for all ages- seniors, kids, adults (movie theater, community pool). • The same small town feeling, with more activities for its youth. Also a small movie Theater, a large community pool area such as McDowell Mountain community has built with slides and water falls on the East side of the Fountain Park. The same traditions that we already have. Plus July 4th Fireworks at the Park. • Vibrant downtown. Centered around the Arts-much like Sedona or downtown Scottsdale. Movie Theatre, boutiques, galleries, cafes, etc. A community pool or water park. All use our fountain as a "theme." Celebrate the Sonoran Desert, Native American arts/heritage. Continue our small town feel-people will come to feel this postitive energy!! • A sense of community where people would say, WOW I want to live here as there is so much going on. People are so vibrant and guests can feel that positive experience. July 2009 Appendix D-27 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis • A serine quiet due to the application of strategic noise abatement. • not much chagned besides more uncontrolled growth in the Ellman properties • the separate districts of the town use to do intergovernmental agreements so if school budgets were cut we could help with the town budget by the school letting the town use say art room for classes os saturdays. • Tree lined streets and a pedestian friendly downtown. Trolleys? • NO more building out, so that if you want to live here you have to buy here and prices will rise, sort of like Paradise Valley. • A community of about 30,000 full-time residents with an excellent public school system and a solid business core. Tourists visit regularly to see the public art, the museum, the parks, the natural beauty, and a couple of well known restaurants. Some kind of specialized school is located here (technical, on-line university, or music conservatory). • Vibrant downtown with: > active civic entertainment at Fountain Park; > re-worked, greener streetscapes; > more diverse retail mix; > more downtown residences (year round occuapants); > Community theatre and movie theatre downtown > The current Swaback process is right on target and needs to be supported for implementation. • I love it, I hope it keeps it's town charm. • A town where grandparents, parents, and children could all live in together, with amenities that meet the interests & needs of all age groups. Mixed-use development (much like the proposed Kasnoff Town Center project). It would have a couple major "anchors" for employment, and/or a center for higher education. • A vibrant town with a thriving downtown that has booming businesses, both big box and small retail with a number of fairly green/cleen manufacturing businesses and office buildings for executives. A Fountain Park that is used and appreciated.a selction of fine dining and family eating establishments. a competent town council and manager • the Townfolk are probably too narrow minded as (Mr Swaback says) to actually achieve much better. But I would like to envision a peaceful commumity with caring leaders who anticipate problems and have a vision, rather than an inept council who only react. I envision a thriving town with retail and both fine and family dining with some nightlife • Bustling downtown with condos and apartments above successful businesses. A 8 screen movie theater in a pedestrian friendly shopping, entertainment and dining district. A choice of fine dining, upscale family dining, mid price family dining and fast food with restaurants like Pei Wie, Red Robin, Olive Garden, Mimi's, Denney's, Hooters, Applebees • A vibrant bedroom community • Downtown. More shopping and restaurants. • Our community has a myriad of opportunities for retired folks, working adults, teens, and children. We are proud of our town, and our young people return here to raise their families. We have continuing education for both young and old, and there are equal opportunities for fun for all age and economic groups. Economic stability is met, and community folks help those who are no longer able to help themselves. We are proud of our community and fight for its dignity. • A more modern community. • A charming buildup of the downtown center area with theater, cafes and specialty shops residents could enjoy—and attracting visitors from the Phoenix area to visit and spend time & money (also good parking). Excellent management of roads & infrastructure. Continued festivals and music events. • Dancing H20 around the Fountain. Roundabouts & beautiful pieces of public art in the center of ea one. A flourishing Downtown & movie theater, art galleries, restaurants & shaded areas. • Still “small town” feel, continued emphasis on arts & culture, diversity of restaurants & cultural events. More to do for “family”, including teens & young adults • Imagining a lively downtown area in close proximity to the lake with energetic retail shops and quality restaurants. Shuttle service or another form of “unobtrusive” public transportation connecting those shops and restaurants to our museums, library, and public art displays. July 2009 Appendix D-28 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis Perhaps we have citizenry walking or biking to work on a tree-shaded street augmented by misters in the warmest of weather. • A small theater & bowling alley. An Olympic size pool w/ slide would benefit seniors & high school competitors. We would like to see 6 new tennis courts for public & high school use. • Fountain Park with an abundance of shade trees and a place for people to find information about the town, its services and opportunities. An abundant variety of retail options, a movie theater, an active higher education extension facility, and a high visibility performance arts theater that would attract well-known international artists. • It will be somewhat larger but I don’t expect it to be much different. • I wish I envisioned a great town with vitality and successful businesses and satisfied residents, but I don’t. Too many nay sayers against change. Developer will poorly use former State Trust Land. • I would like to see some “clean” manufacturing done here. Perhaps an institute for higher learning. • A place to not only comfortably live; but, also a place to also want to shop and dine. • Similar to today only completely builtout. Please provide any additional comments on the Strategic Planning Update here. • Lack of entertainment, shopping, family friendly restaurants/ commercial activities and late night options. • Need to be solvent, provide services, promote the town itself with residents. More activities to get the residents involved. • I feel the biggest problem or goal should be the security. When this is taken care of then the rest of the plans fall into place. By this I mean the Fire Department, Law Enforcement, and all the frills and extras that the town people want can and will become available. • Get over the pre-occupation with the Fountain since it alone is not going to attract what we need. Start with attracting high-end residential such as Firerock, Crestview, Eagle Mountain. Well-to-do residents will attract retail including dining, which in turn will attract tourism and light commerce. Look to the future not to the past. Substantially increase your efforts (if in fact there are any) to involve the many successful professionals who do live here to work with you to develop and promote FH. • Although this is a difficult road I wish you much success. I know the plan is a guide for the Mayor and Council and I hope they recognize their role in meeting the community's wishes. • I think the Strategic Planning process of '04-05 footballed the question of the arts in FH. The question on the survey was posed as "what kind of arts do you want in FH? A lot more, a little more, or no change." This paralleled a question on the type of business/shopping citizens wanted. But in the public sessions, it was relegated to a shopping list of capital projects (arts center) competing with other capitol projects (senior center, pool, etc...). The survey showed an even distribution between the three choices -- which means 2/3s want more of the arts in FH! Move forward on this! One way to move forward: the value of land has dropped and construction bids are coming in low because of the economy. BUILD THE ARTS CENTER! It will free up space in the Community Center, attract people to the downtown core, cement FH reputation as a supporter of artists, and complete a promise the government made when it proposed the library, community center and arts center complex. • I think the study to expand to include a business development study. Decide what type of businesses would fit into the vision and not impact the city's infrastructure. This study should find a way to implement a plan of action. An effort should be made to search out and solict these businesses for relocation to Fountain Hills. Adding non-retail businesses to the city would help retail survive the summer slow periods. The internet allows a small town with a limited budget to recruit small businesses. • Please eliminate, delete, ban, omit, or any other way prohibit any plans for a 12 screen theatre or anything close to it. The town can't support this and it would quickly become a deserted white elephant in the middle of any town center. FH might -- just might -- be able to support a five screen theatre similar to the Fashion Square complex with similar programming, but a semi- abandoned theatre in mid-town will destroy all that FH is or hopes to be. Use garlic, crucifixes, July 2009 Appendix D-29 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis wooden stakes or whatever it takes to kill that terrible, mindless fantasy. • Council negativity, fear to change, reluctance to resolve revenues • We need to re-focus on what the average taxpayer needs and wants. That is what Fountain Hills should be about. The majority of the tax dollar comes from our pockets. Business and government are merely the 'collectors'. Don't spend our money to benefit the 'collectors' unless it benefits the majority. • The town needs to get back on track and plan for the day that we need to have our own fire and police departments. The political and financial realities of our present means of providing suggest that it could be thrust upon us should Rural Metro go out of business and a different sheriff or budgetary needs force dramatic increases in costs for providing those services. Some consideration needs to be given for condemning some of the older business structures along Saguaro and relocation of the businesses to more suitable locations on Shea or in the Town Center. Then supporting more co-ordinated development along one of the main approaches to the down town area. • Thank you for the opportunity to participate in this survey. • Try to keep F.H. the small town community that I invested in. Don't try to force the downtown project. When the time is right "IT WILL HAPPEN". Make your own decisions. Small town communities don't always need BIG time consultants. • I think we have talked about it long enough it time to do something. • After all the planning is complete...please put forth all efforts to entice and sell our community to new businesses. Give them incentives to come to our town. We truly have a beautiful area and are not utilizing its potential. This area could become the escape from the valley. All the other communities are bigger and more hectic than ours... What a beautiful spot to come and relax and shop or lunch for the day! You need to create a pamphlet with all the businesses in Fountain Hills with a map noting their locations. If a new business comes to town the fee might be assessed for advertising.. not to pay for more art! When spending money the council must be sure their decisions benefit the majority of citizens of our town. I would prefer to spend my money in town, but too often I go to Mesa, Gilbert, Scottsdale and Chandler to visit the stores and or restaurants I like. I'd rather spend my money here. Your efforts can only benefit the town and make it better. • We need to be bold, create a public/private relationship that will draw in deep pocketed *committed* developerS (not just one) for the downtown and Fountain Park area, and not just lock down and stay the non-evolving retirement community we threaten to become. We can be both a great place to retire too, as well as a vibrant employer based town that small business, and young employees, will flock too! • Please consider tourist draw when issuing permits for current and future "downtown" businesses. Our downtown offers very few unique experiences to attract tourists. reasonable rent seems to be a huge obstacle. businesses seem to come and go more frequently than in other cities , making it hard to develop loyalty. promoting local businesses would benefit the town as well as its citizens. this town currently has too many of the same type of businesses and too little variety. • I think that a good idea would be to turn the old Fountain Bowl into an arcade and/or a pool hall that would be open late at night. Have a miniture golf course in the fountain park. And definitely a movie theature. We could also use lights at the skate park and public pool would be nice. And another bowling alley too. • Fountain Hills is a community full of great people who get involved to make it a better place to live. With a great school system, good community involvement and a healthy business community, this community will continue to grow and stay one of the greatest places to rasie a family and one of the greatest placaes to live. • Although our Parks and Recreation Department seems to be meeting the needs of younger people, the Senior Citizen population, which is increasing dramatically, seems stuck in the Community Center, with space and program availablilty at a minimum! • THE STRATEGIC PLAN EFFORT HAS BEEN & CONTINUES TO BE AN EXCEPTIONAL PROCESS; IT IS A MODEL FOR OTHER COMMUNITIES. THE PLAN CAN PROVIDE CLEAR GUIDANCE AS IT TRANSITIONS FROM THE ORIGINAL MASTER PLANNED COMMUNITY TO A TRULY FULL- SERVICE, SUSTAINABLE TOWN SERVING ALL AGES. IT IS CRITICAL FOR THE PLAN TO BE REPRESENTATIVE OF THE ENTIRE COMMUNITY & NOT JUST THE VOCAL FEW. OUR YOUTH ARE DOING AMAZING THINGS & THEY ARE OFTEN OVERSHADOWED BY THE FEW THAT GET July 2009 Appendix D-30 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis SIDETRACKED. THE PLAN SHOULD OUTLIVE CURRENT POLITICS & BE THE TOOL FOR ALL FUTURE LEADERS TO USE IN DECISION-MAKING/SETTING PRIORITIES. WE DON'T NEED TO BE ALL THINGS TO ALL PEOPLE; SET PRIORITIES BASED ON VISION; EVALUATE LONG-TERM IMPACTS OF SHORT-TERM DECISIONS (EX: FOCUSING ON RETAIL ONLY WITHOUT EMPLOYMENT); THINK ABOUT THE REDEVELOPMENT POTENTIAL OF DOWNTOWN & OTHER COMMERCIAL CORRIDORS THAT COULD BE USED FOR EMPLOYMENT; OUR DIVERSITY IS AN ASSET & REMEMBER THAT WHEN PLANNING SERVICES, MAKING IMROVEMENTS & SETTING PRIORITIES. THANKS • Obviously you can guess that I want a Movie Theatre in this town. It doesn't have to be 16, 18 or 20 units. Even 6 to 8 would be great, and would accomodate our population. However, if no one will come into Fountain Hills without it being bigger, then guess what. People will start coming from North Scottsdale to our Theatre because it's too far to go all the way down to Shea 14 or over to the MarketPlace. The Eating establishments in town would thrive, People will start saying "Let's go to Fountain Hills to the movies and I know a great place to eat afterwords, or we can walk around the Park after and then get a bite to eat". The possiblities are endless, but someone has to be brave enough to take the first step, and STOP with the forums and meetings that lead no where. Let's have some action. • deliverables would be a big bonus! • I think this was a great information taking plan, and I hope that this town plays a part in this. • Seems like this has been done over and over and over. I don't understand why there is so much planning and so little doing. • By having top schools we will attract families with young and growing children. The only way that can be achieved is if we have first rate teachers. The way that is achieved is by having one of the better paying schools in the area. We then will have competion for jobs and provide an environment for families. Without young people we will end up being another Sun City. We need to be self contained to encourage growth. If taxes are too high, young families will not be able to afford to live here. We need to try and attract retail businesses in order to uphold and expand our tax base. The resident can not and should not shoulder all the tax impact..especially if we want good schools. • 1. Swaback efforts are foundational to the future of the community - will serve the future needs of community in a number of areas 2. Town Council must be willing to make tough decisions in the face of some division as needed projects move forward. Criticism goes with leadership but should not dominate needed town vision and goals 3. Begin transition to second generation leaders that are found throughout the community - they see the future not the protection of the past and changing present • Let's commit to some real substantive capital projects to help the town and not concentrate on small rule changes just to say we've met another SPAC environmental or other similar goal. • Here's hoping everyone keeps in mind at all times that we're either going to end up looking like every other place, or we're going to be truly and wonderfully special, for all the right reasons. Once the hills are scraped and leveled, they are gone forever. Manmade structures come and go, eventually deteriorating into time's and nature's oblivion. I don't think the masses will ever be attracted to our buildings, but they will surely like to see and enjoy one of the last natural desert destinations in Arizona. • We have to adopt a plan and stick to it. I've lived here only 7 years, and can't count how many stategic plans we've talked about. Always talk, not much action. Listen to the business people...they are the revenue source...really listen to them. I hear we have staff persons to be a liason, or advocates.... what do they do? I try to say up to date, but can't say I know of any initiatives brought forward. • The park must be made part of the downtown. The unfinished side of Avenue of the Fountain must be completed. More community events. • It seem as though the Strategic Plans are definitely on the right track. • Don't try to plan more than three to four years out. No one can do that in today's environment. I am a member of the Phoenix Creative Planning Foundation and can offer some advice and meeting techniques that can enhance the Strategic Planning process. William M. Fraser, CQA ProStrategic, LLC July 2009 Appendix D-31 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis w_fraser@q.com 480-836-1781 • Ive given you everything that i think should be started on first. Later on once these expectations are met, i will add more input. THANK YOU TOWN OF FOUNTAIN HILLS! • Open up a Ballet box at the Library & Town hall or a survey online for what the public wants to see come into town. Then take what the towns people wnat and applie it. Make the town user friendly to the business owners, allow signs, flags ect without so many restrictions. We need them to make this town grow. Open our minds to the fact that to survive in this world we can not stay real small as a town. We will stay a certain size do to land and growth. Let us take hold of our town and make it a place to come and stay, not come and leave. Make the Ave of the Fountains GRAND! Belagio in the Hills!!! Misting side walks (both side of the ave w/shops/retail) nights with light shows to music,Sculpured plants, a paver side walk of the stars(public purchases) live music bandstand midway in the ave.,car shows,farmers market,every month have a Fabulous Friday, allow a business to promote their product(use the live music bandstand (keep cost down, use lottery to pick) • At this point I have no other comments because I wish to further review the Plan. • I am really afraid that I will not be able to afford to live here in the future. Taxes are certainly going to rise along with prices that cater only to a few and not for the masses. I am on a fixed income and just won't be able to afford too many more costs. • Fountain Park sound be a high priority, as well as downtown. I forgot to mention earlier that I love the Art Fairs. First Class!!! • Set your priorities to that of infrastructure first (i.e. solid Internet options, lower taxes creating an business investment incentive, straighten out the power problems). • Don't get too restrictive on private residences and yards. A little difference is a good thing! • We must bring in some industry. • I think most people would agree that a 12 screen theater is more than we need. Let's not put things in place that have no way to survive. Let's face it... if Fountain Hills was such a viavle location for all of these business's THEY WOULD BE COMING TO US!!! • If we have to live with the "dark skies", wake up to the fact that many of our "dark" intersections are accidents waiting to happen, i.e. the intersection of Saguaro and Fountain Hills Blvd on a dark night. The town has many more that cry for lighting in the interest of safety. Do we have to continue the "great fairs"? Why? Could we grow to true realization of the culture and history of Fort McDowell and the tribal community? It should benefit all of us. How much does the average citizen really know about the Indian community? How about opening the river banks to recreation for all? Ditto the washes, trails and city arboretum for all of the citizenry. Why are these not open to the population. Try to attract some good, middle class restaurants to the town, i.e. Chili's or Applebee's or the Crackers restaurant in Mesa. Forget the swmming pool and the movie theater. Who needs them? Find out why gasoline costs more here than in Mesa or Scottsdale. Are we so • There are older developments in Fountain Hills that are not well maintained. There should be code enforcement on blighted properties. The Grande/El Pueblo area is atrocious. Also, there should be strict planning and zoning guidelines. The overbuild by developers should have been addressed prior to the glut in the marketplace. FH wanted the revenue from the permits, but did not look to the future to the lack of revenue. • FH needs to develop its business district not only for keeping residents shopping here but an improved tax base. Vacant land in the business district doesn't help anyone. • This is a pretty thankless job especially when folks who have nothing or little to add belittle the whole process. • You have done an excellent job to date. You/we need to find a way to get our citizens involved in the future. If not, I see our town being annexed by Scottsdale in 20 or 25 years! • It is a plan of the few! It is not a vision of the community residents. • In California we lived in a community where there was a lake with paddle boats and fishing was allowed. It would be cool if we could do something like that at the Fountain Lake. Not sure if there is a way around the reclaimed water. I hope that Fountain Hills continues to be beautiful and that businesses thrive. • As a community, we have SO much potential... We have started an base of the ARTS. Let's continue. We have a great "brand" for the Phoenix area. We can bring people in, but we need July 2009 Appendix D-32 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis to make it attractive for people to spend a day or weekend here. This will in turn create revenue to continue to build and maintain our infrastructure without building and developing new home DEVELOPMENTS. We need to continue to build parks for our children. A community pool or water park would be a start. • City Council MUST immediately create a noise abatement plan that includes some form of financial relief or tax credit. The traffic/siren noise must be stopped now. • budgets, houseing markets the more houses that are auctioned the more property values are going to go done and there are too many good deals in other parts of the phoeniux area that have better schools and a more kid friendly and senior town people are moving • We need to landscape and improve the Sacred Circle located outside the Community Center/Library. It could be an interesting and beautiful sculpture garden with shade and benches, and maybe gently graded hills or knolls, without an extraordinary amount of cost. • I believe we need to somehow insert the need for a property tax into the plan as a priority initative. Don't know how you do that, but it has to be done. Communities cannot rely on sales tax revenue and the State for the bulk of thier revenue. Too volatile - as we are experiencing now. Citizens need to ante up for their community - especially those citizens who are not here half the year, and provide no help with sales tax revenues when they are gone, but expect full service when they are here. We have to have it. The plan needs to focus on how to bring it about as one of its priorities. • Promoting the hiking at the dixie mine trail or other out door activities will get FH off their back side and out in nature. • Idea: to help market this town and attract future residents, leverage the 2 major town fairs each year - and work toward creating an annual "Grand Tour of Fountain Hills", to be held in the Winter or early Spring. Involve the Realtors, business owners, restaurants, major developers of the town - and have Fountain Park as the hub for a 1-2 day weekend event (perhaps co-incide with St. Patrick's weekend). Make it a festival in nature, but the purpose is to drive a grand tour of homes, of varying price points. The public would receive tour maps, and there would be shuttle buses set to leave at set times. People could also tour in their own cars at their own pace. Advertise this event during the 2 fairs, plus in print, tv/radio, and social media. (Anthem, for example, has done a successful version of this in recent years ...& there are some parallels b/w these 2 communities). Most real estate tours fizzle due to lack of cohesive planning and they are not of a grand scale. • I have read the last plan and it does need a major rework. Instead of asking for all input by online participation, there should be some community meetings to supplement this survey and ask the same questions. Not everyone has easy access to this online site and also the fact that there are a group of people working together generates new ideas and related ideas worth studying. Meetings alone don't get all the population and neither does online surveys. Use a combination of both. • I hate filling out forms on a computer. It is hard for me to read and keyboard on this thing. I would much prefer to go to a meeting or talk to someone to give answers. I like meeting because we can discuss things to come to the best conclusions. When I am alone like this, I can forget about some items but when with friends and someone has one good idea we often get other good ideas or we all decide that the original idea was not so good after all and come up with a better alternative. Please consider meetings for future stages of this planning program. This is my third attempt to get the computer to let me take this survey. A friend has been bugging me to do so. Finally I can tell him that I have. • There is insuffient space within the boxes to properly give a good opinion statement. I would have preferred that some group meeting have been held. I recommend that future feedback session include a mixture of meetings and online surveys. • A cemetery would be nice for those who wish to stay forever • Thank you for spending your time working with these issues. Please keep the Town focused on balancing budget with that which is real and timeless. Give us a nice place to live, and we don’t need the incredibly expensive overtones. • I love our annual fairs. Over 9 years I’ve come to the conclusion that the town is council-driven, rather than citizen-driven, and that “town-halls/citizen input meetings” appear to be mere formalities to ___ public opinion to conform to the “plans” already concluded by the council and hidden power brokers. July 2009 Appendix D-33 Feedback Session #1 Results Working Paper #1: Strategic Plan Gap Analysis July 2009 Appendix D-34 • Please create a connection between fountainside area & Av of the fountains, encourage pedestrian path/walkway • Chamber of commerce breakfast meetings video taped so the public or members can watch— when they can’t make it to a meeting—keeps people in the loop. Need to put lines down Ave of the Fountains. The fountain is a very important land mark & attraction. The base is currently looking very dirty and unattended. There should be a plan for cleaning (i.e. power wash) on a regular basis. Please consider another toilet facility on the Panorama side of Fountain Park for our many walkers and families who come to enjoy the park! • Would love to see more young people getting involved with where they live. Search for clean businesses that employ professional people. • With each new phase, come present it to “The Men’s Discussion Group”, and other similar groups. • The pedestrian actuated crossing light on Saguaro at Avenue of the Fountains worked fine. It should NEVER HAVE BEEN REMOVED. It should be REINSTALLED. Fountain Hills Strategic Planning Advisory Commission 2010 Strategic Plan Update Resident Interview Summary July 2009 Appendix E-1 SPAC conducted 22 interviews with residents and stakeholders. The following summarizes the feedback received during those interviews. 1. What do you (and your neighbors) value most about Fountain Hills? Residents cited the following responses most frequently: 1) The value of living in a small town 2) Beauty/vistas 3) Quiet/serene 4) Friendly 5) Know neighbors and see people I know around Town 6) Safe, no fear of going out at night 7) Close proximity to large metro area and all it offers (including restaurants, cultural activities, etc.) Additional responses were provided (in no particular order): • Fast commute to airport • Uniqueness of town • Good quality library • Beautiful fountain • Lack of congestion • Sufficient amenities—don’t need to leave town • Good medical services • Mix of ages—youth, seniors etc. • Lot of open space • Good recreation facilities • Less pretense than Scottsdale • Not much sprawl • Good place to bring up kids • Government close to the people • Government open to change and suggestions 2. What do you (and your neighbors) not like about Fountain Hills? • Town Government—the most vociferous responses were related to the “negative attitude” of town government officials. A number of people opined that both businesses and individuals find it very difficult to deal with Town employees (and to a lesser extent, the Council). It is strongly felt by some that there is an “us vs. them” mentality when it comes to creating a business, making changes to a business or home, etc. There is no attempt on the part of Town government to calmly talk through Resident Interview Summary Working Paper #1: Strategic Plan Gap Analysis interpretation of regulations, try to create a win-win result. As a result, one respondent said that the word throughout the Valley is to stay away from Fountain Hills if you want to open a business or build houses. It is seen as a very hostile, anti-growth environment. Other respondents praised Town government, but it is notable that none of them seem to have had direct interaction. • Activities for young people—interviewees noted that there is a need for many more activities for young people. One respondent sent his two kids to Hawaii for the summer to be with his ex wife because there is nothing for the kids to do in Fountain Hills. While there is a skateboard park at one end of town, kids don’t have transportation and when they can get there, there is nothing else around. Need to cluster young people’s activities so that they have a “general place to hang out” (eg. teen center, pool, etc.) Interviewees noted that Town Council always supports funding for things like sculptures, Avenue of the Fountains, etc. but that Council should focus more on expenditures that help create a better sense of community for the young people. • Other comments received to this question: o Over zealous law enforcement mentality (Sheriff Arpaio). o Less government is better. o Trying to do too much. o Small town mentality. “People have been here too long. They are stick in the muds.” People want the status quo. They shrink from responsibility (eg. property tax.) Residents can’t see the big picture. o Priorities not in order; spend money on the wrong things (eg. Town Center signs—nobody knows where it is even with the signs.) o Capital projects should be bond issues (eg. library, museum and community center.) The lot next to the library is supposed to be for a performing arts center. Need to complete it by floating bonds. It would help provide a focal point for downtown—the restaurants will follow. o Concerns about pot holes. o Lake is the Town’s center—want green grass; need development. o Need to develop the open area on Avenue of the Fountains. o Need to have more architectural control—businesses are unattractive. o No change: original plan pretty good but update is a waste of money since not using statistically valid sampling. o Lack diversity; assumption that all citizens are the same— Christian, conservative, Midwesterrn. There is a lack of tolerance for differences. o Need more cultural events so that folks don’t have to travel to Phoenix/Scottsdale. o Need more medical facilities on the new campus. July 2009 Appendix E-2 Resident Interview Summary Working Paper #1: Strategic Plan Gap Analysis July 2009 Appendix E-3 o Lack of a sense of identity. Need to know where we are going as a town. o More sidewalks, bike lanes. 3. What would make you leave Fountain Hills? In general, interviewees responded with a resounding “NO”. Only exceptions included: increased tax burden making residing here unaffordable, having to leave to care for a loved one, and one individual indicated he was leaving because of a lack of work in Arizona. 4. If you were king/queen for a day, what are three things you’d like to do to improve your community? Frequent responses included: 1. Nearly everyone wants a movie theatre!!! 2. Develop the downtown 3. Improve the business climate 4. Change how money being spent 5. Community pool Other individual responses included: • Close relations with Ft. McDowell Yavapai Nation • Street lights on main streets • More affordable housing • Need some kind of tax • Improve the roads • Better access for disabled • One trash collector • Centralized location of activities for young people Fountain Hills Strategic Planning Advisory Commission 2010 Strategic Plan Update Council Interview Summary July 2009 Appendix F-1 When SPAC conducted the one-on-one interviews, Council was encouraged to provide honest answers to the following questions and assured that their responses would not be attributed to them in the report. The following summarizes the feedback received from Council members. 1. What do you know about the current strategic plan and how it was developed? • Developed by citizens as a tool for Council and Town Manager which identified priorities for the Town. • Understand it was developed to give Council more direction from the people. • Not very familiar with the development process, but did participate in a survey; felt that the survey instrument contained leading questions and limited respondents ability to fully answer. • Very familiar with process and product being part of the original drafting committee. • Designed to learn Town values, its desired future, and what residents were willing to pay for. While the process promoted numerous community involvement opportunities, participation was often small and interest groups mobilized to forward narrow agendas. • Familiar with process and product having been part of the pilot group, specifically reflecting on the Town Hall event and small group discussions. • The current Strategic Plan was developed without a lot of input. 2. What would you say has been the most successful aspect of the current Strategic Plan? • That several items have been accomplished, such as desert landscaping, and that the Plan has moved forward through the work of many, including the Business Vitality Group. • That it is not a document that was developed and then put on a shelf and forgotten. It has proven to be a useful tool for Council and Town staff. • That the Plan keeps annual goal-setting for the Council and Town staff very focused and goal-oriented. Additionally, the Plan has helped to enhance “small town feel” by supporting more family-oriented events. • That the Plan is a citizen-driven, workable, manageable, specific document that included diverse input. • That it is used annually by Council during goal setting. • Keeping the Plan alive. • I’m not sure. Council Interview Summary Working Paper #1: Strategic Plan Gap Analysis 3. What would you consider to be the biggest shortcoming of the current Strategic Plan? • The current document seems too wordy and too repetitious; would like to see a “pocket sized” version of the Plan for easy and frequent reference. • It is too long and too complex. I have read it from cover to cover, but I really only use the condensed version. The “checklist” has been helpful in some ways, but too limiting when the economic picture changed. • There are elements of the current Plan that are too specific: it lacks flexibility to deal with a changing environment. The Plan’s specificity can be used to leverage implementation of specific projects “because the Plan says so”. • Even with a statistically valid survey, outreach to Fountain Hill’s diverse constituency (youth, part-time residents, etc.) is always a challenge. • The plan was put on a shelf (and out of mind) too quickly and is now out of date. Decisions are not tied to the Strategic Plan and reports on its implementation are infrequent. Further, the business community was largely left out of the Plan’s development. • The inclusion of price tags on ideas limited effectiveness and debate. • The last Strategic Plan was dominated by insiders—we need more input from a broader group of individuals. 4. On average, how often (if at all) do you refer to the current Strategic Plan? If you do, what prompts you to do so? If not, why not? • Used to review references in our General Plan. • Use condensed version of the plan when staff gives reports or during Council retreats. • Used primarily during our goal setting retreat and work sessions. It’s long, difficult to navigate and concentrates too much on specific projects instead of concepts. • Used regularly, especially at goal setting retreat. • Used quarterly when evaluated against goals. • Used regularly to develop retreat and council goals, as well as to guide budget development. • I never refer to the Strategic Plan. 5. How could the Plan Update be crafted to make it more useful or user friendly? • Unsure at this time. • The Plan should help the Council in its efforts to facilitate what a large cross-section of the people want, not just the 2-4% who have a personal issue or who complain but offer no ideas or solutions. • Council should be able to shift priorities within the scope of the Plan as specific circumstances dictate. July 2009 Appendix F-2 Council Interview Summary Working Paper #1: Strategic Plan Gap Analysis • The Vision-based Plan Update should be used to manage decision making and Town development. While an Update should not be “tied” to dollars, classifying objectives or goals by Town governmental unit (parks and recreation, public works, etc.) may be helpful for implementation and reporting. • Ensure it is a useful document and not too broad. • The current Plan is too specific and things change quickly once they get to Town Hall. An Update that classifies objectives or goals by Town governmental units (parks and recreation, public works, etc.) will be helpful. • The Update should be concise and short, but references supporting documentation. • SPAC should work more closely with the Town staff and Council to get their ideas into the Update. SPAC should work with the Council during our planning retreat to provide input into the Update. 6. The Plan Update relies heavily on asking residents about the future of Fountain Hills. What important issues or questions would you like to ask residents? • I would like to know how we, as a Town, expect to exist without a sustainable income, and what recommendations do the citizen have for a sustainable income other than a primary property tax. • How do people who don’t want to spend any money, who don’t want bonds or a property tax think we are going to pay to maintain basic maintenance? Specifically, I want to know how many residents know how much money the Town gets in sales tax revenue from each dollar spent in Fountain Hills. • In addition to the “Why did you come to Fountain Hills, and why do you stay?” kind of questions, would like to see questions around Town trust, transparency and what could Town government do to make residents feel more secure about their decisions. • Interested to hear reactions to things already in motion: Ellman Plan, Swaback Plan, etc. How to do we balance growth while maintaining a “small town character”? How will we sustain the Town financially? Also, what do our youth want in regards to activities and recreational opportunities? • Why do you live in Fountain Hills? • What will Fountain Hills look like in 5 years? …in 10 years? How do we ensure financial sustainability and pay for the things we want? What services and amenities should the Town provide? • I want to ask the public what they would like to see in the Plan; what ideas does the public have to revitalize the business areas of Town; what ideas does the public have to move forward? July 2009 Appendix F-3 Council Interview Summary Working Paper #1: Strategic Plan Gap Analysis 7. To be a useful tool, in what areas should the Plan Update provide the Council with specific direction? • A simple list of items with appropriate time frames for implementation. • I do not want the plan to reflect the status quo, but rather a new vision for a more sustainable place to live and work that gets residents excited about our progress. I want a plan that citizens buy in to because they see how the Council and the Town staff use it to accomplish important milestones. • The most useful Plan would more clearly provide the definition of the strategic Vision that seems to be lacking in the current Plan: what kind of place are we (or want to be), what kind of people live here (or want to move here), and what kind of people visit here (or do we want to attract)? Incorporating some of the Swaback elements would provide visual orientation to the development of the Town Vision as well as policy orientation. Developing a Plan that allows residents to see short-term, incremental steps towards implementing a 20-30 year vision will strengthen support for and use of the Plan. • A Plan that outlines a Vision supported by sustainable, implementable goals. • The Strategic Plan should be a guide to support decision making, not a document that provides specific direction. • The Strategic Plan should provide direction on budget development including funding and implementation ideas, long term planning goals, and policy direction. • SPAC should work with HOA’s to ensure that this segment of the community is included. 8. How would you prefer for Council to be involved in the Plan update process? • Council should be involved on a voluntary basis. • Council should get periodic updates, and should be advised of upcoming public input questionnaires and meetings where SPAC members get input so they can respond if they get questions from the public. • Council should receive periodic updates and should be included in the questions posed to the public to ensure Council’s commitment to improving transparency of governance. • Council should receive periodic updates and should continue joint SPAC meetings. • Council members should participate in public involvement opportunities during the Update process. • Council should not drive the process. • Council should be updated periodically and should have its ideas integrated into the Plan through join work sessions with SPAC throughout the update process. July 2009 Appendix F-4 Council Interview Summary Working Paper #1: Strategic Plan Gap Analysis July 2009 Appendix F-5 9. Finally, as a citizen of Fountain Hills, what would you like to see the community be in the future? • I would like Fountain Hills to be the small town where everyone in Scottsdale would like to live. I would like Fountain Hills to be where you want your kids to be educated. I would like Fountain Hills to be a place to go with the family on a Friday night. • I would like the Town to be able to take on many of the elements of the Swaback plan over the next two decades, and to keep developing in a way that is different and exciting. The Fountain is interesting, but it is not enough to generate traffic for our downtown core. I want residents so fired-up about our possibilities that we create some public-private partnerships, like we did for the Community Center and the Boys and Girls Club, and that they get so excited about these kinds of projects that we just can’t shut them up! • I am thrilled with many of the elements in the Swaback plan. The visuals can stimulate public/private projects and allow the community to see that little steps towards a cohesive ‘whole’ can create new ways to enjoy living here. Swaback has been able to illustrate the developable land within our downtown relative to other lifestyle destinations/centers that bring residents and visitors together. • I would like to sustain our current quality of life by grow thoughtfully, maintaining our small town feel, preserving the environment, and ensuring public safety. Fountain Hills needs quality commercial development and enterprises, not just any development. • I want to see Fountain Hills be a Town that enriches the lives of its residents: opportunities for physical fitness and outdoor activities, leveraging our Town’s unique physical beauty. Fountain Hills should be a welcoming, inviting Town with residents focused on improving their Community. Fountain Hills should be a place where our children would want to live and a desired place to retire. • Downtown will be viable with quality retail supported by consumers. Fountain Hills should be the gateway to the desert and include amenities such as: museum nature walk, planetarium, renewable energy, continuing education, Arizona Highway Store, movie theatre, additional movies in the park, aquatic center, roundabouts, etc. We should continue our fairs, thanksgiving parade and Easter egg hunt and other community events and activities. • I want the communications process to be improved; e-mail blasts like the Chamber on what’s going on in Town; more volunteerism that includes using the expertise of the ex-executives that have a lot to offer the Town. Would like to have more public discussions and public meetings that include refreshments to bring out the public. Fountain Hills Strategic Planning Advisory Commission 2010 Strategic Plan Update Staff Interview Summary July 2009 Appendix G-1 The following summarizes the feedback received from interviews with Executive Town Staff. 1. What do you know about the current strategic plan and how it was developed? Staff has all read the Strategic Plan and most were familiar with its development. 2. What would you say has been the most successful aspect of the current Strategic Plan? • Citizens input • Non-political leadership • Implementation and used by town Council/Staff/SPAC • Council goals are reflected in the Strategic Plan • Citizens spoke about revenue short-fall in vote • Completion of 95% of goals (annexation of land, integration with schools, movies in the park, etc.) 3. What would you consider to be the biggest shortcoming of the current Strategic Plan? • Revenue short-fall outcome • New members to Council/Staff/SPAC not buying into document • Too many directions from Council/Staff/SPAC • Not the same vision among Council/Staff/SPAC • Concentrates on short-term tasks, not long-term vision 4. On average, how often (if at all) do you refer to the current Strategic Plan? If you do, what prompts you to do so? If not, why not? Most staff used the Strategic Plan quarterly, though others cited use for council meeting preparation, Town Manager updates, general enforcement of regulations and economic development. 5. How could the Plan Update be crafted to make it more useful or user friendly? • More condense version • Three page executive summary • Reference guide/Back-up Guide • Revise focus areas, broaden scope • Resist listing specific tasks but instead articulating important goals and objectives Staff Interview Summary Working Paper #1: Strategic Plan Gap Analysis July 2009 Appendix G-2 6. The Plan Update relies heavily on asking residents about the future of Fountain Hills. What important issues or questions would you like to ask residents? • How do residents prefer to pay for services and amenities as revenues continue to dwindle? • Are residents in favor of a business tax? • Are residents in favor of using bonds to finance projects? • Why did you come to Fountain Hills? What would make you leave? 7. To be a useful tool, in what areas should the Plan Update provide the Council with specific direction? • Online surveys • Need different representation of views • HOAs • Feedback meetings • Need to outline the communities values/principals so that Council can make decisions that support those values/principals 8. Finally, as a citizen of Fountain Hills, what would you like to see the community be in the future? • Transition vision from a tourism-based community to attracting medium to large business • Build out of Downtown • Establish view corridors • Be a bedroom community with small-town features • Promote a self-sustaining community • Ensure sound infrastructure • Promote a customer friendly government • Achieve economic balance and financial stability • Be a bedroom community that supports local business • Encourage a more Monday through Friday workforce • More inclusive of all ages and demographics • Ensure a safe and healthy community Planning & Zoning Department Director Update 1 2 •1. General Plan Update –Complete Draft –P&Z Committee and Town Review –Next Steps Regulation Changes •Illegal Construction Site Activity •Sign Ordinance Changes –A-frames and bigger signs for bigger stores •Alternative for Satisfying the Public Art Requirement –Performing Arts •Site Disturbance Rules 3 Environmental Initiatives •Trash & Recycling Collection •Fly Tight Trash Container Inspection Program •Prospects for Saving Energy 4 Green Pools •Case Load •Coordination with County Vector Control •West Nile 5 Work Load Measurements •Building Permits/Inspections •Zoning Violation Complaints •GIS/CAD Activity 6 REPORT TO FOUNTAIN HILLS TOWN COUNCIL 4th QUARTER PROGRESS ON COUNCIL GOALS FOR FY2008-09 Presented by Richard L. Davis, Town Manager August 6, 2009 Page 1 of 19 During a goal setting retreat in February 2008, the Town Council identified eight primary goals for the FY2008-09 budget. A second retreat was held with management staff to develop specific implementation plans and identify resources necessary to carry out the goals established by the Council. The following graph depicts progress the staff has made toward achieving all goals: 0 10 20 30 40 50 60 70 80 90 100 Tailor communications to various demographics Further economic development and business vitality Implement the environmental plan Evaluate the Pavement Management Analysis Strengthen small town character Ensure responsible development of Ellman property Enhance relationships with local schools Restructure financial policies for fiscal efficiency PERCENT COMPLETE PROGRESS TO COUNCIL GOALS FOR FISCAL YEAR 2008-09 Quarter 1 Quarter 2 Quarter 3 Quarter 4 OVERVIEW Page 2 of 19 Goal 1: To restructure financial policies for fiscal efficiency, for the benefit of taxpayers Responsibility Agent: Julie Ghetti, Deputy Town Manager Percent Complete: 100% Objective 1.1. To identify sources of revenue for the rainy day fund, by October 31, 2008. Research has been completed regarding options for creating and funding a Town Rainy Day Fund (RDF); the research was based on other communities including cities, towns and states. A proposal for a Rainy Day Fund was discussed with the Town Council during an administrative session on Thursday, December 18, 2008. The RDF has been created and will be included in the FY09-10 budget. Objective 1.2. To present to Council a rainy day fund policy, by December 15, 2008. An amendment to the Town’s financial policies creating a Rainy Day Fund, was approved by the Town Council on June 18, 2009. Objective 1.3. To create an action plan for preparing for economic downturns, by February 28, 2009. The Town has been experiencing an economic downturn since the beginning of the fiscal year. Specific actions have been taken in reaction to the downturn which will be the basis for the formal action plan. The action plan was included as part of the Rainy Day Fund amendment to the financial policies. GOAL 1 Page 3 of 19 Goal 2: To enhance and nurture the relationships with local schools for the benefit of the community Responsibility Agent: Katie Decker, Community Affairs and Media Relations Administrator Percent Complete: 100% Objective 2.1. To continue the Town Council joint meetings with the Fountain Hills Unified School District Board at least two times per year. The Town Council and the School Board met on Tuesday, September 16, 2008, in a joint meeting. Topics covered included FHUSD Professional Learning Center, relationship with Maricopa County Sheriff’s Office, FHUSD initiatives and challenges, ongoing joint projects, new joint projects, and a review of FY 2008-09 Council and Board goals. The Town Council and the School Board met on May 27, 2009. Topics covered included finance updates from Town and District, FHUSD Stimulus funding update, and ongoing projects such as Teen Court update, sidewalk update, joint parks update, and legislation. Objective 2.2. To have Schools and Town senior staffs meet to identify joint goals for school year/FY 2008-09, by May 31, 2008. Senior staff from both FHUSD and the Town met on May 28, 2008. Current projects we are working on together and individual projects coming up in the next year were reviewed. Potential areas for new partnerships in FY 2008-09 were identified. Objective 2.3. To have Schools and Town senior staff meet to set joint goals, by September 30, 2008. Several topics identified at the May 28, 2008 joint Town/FHUSD senior staff meeting were explored further in department follow-up meetings over the summer. The Public Works and Planning departments met with the school facilities department to discuss a joint light bulb recycling program. The Public Information Officer met with the school media department to discuss joint programming and potential sharing of programming. The Parks and Recreation department met to discuss expanding the joint planning of Homecoming activities to include a parade in addition to the tailgate party. Finally, the Volunteer Coordinator prepared GOAL 2 Page 4 of 19 a list of all volunteer opportunities at Town Hall for students. These volunteer opportunities will help students learn about Town government while working towards fulfilling graduation requirements. Objective 2.4. To have school/Town senior staff meet quarterly to implement and monitor achievement of joint goals. Senior staff from the Town and FHUSD met on Wednesday, November 19, 2008, for a year-to-date update on each of our organizations, to discuss joint goals and projects, and to look at additional areas for partnership. All agreed the new partnership on the Homecoming Parade was a huge success. This is a project we all would like to continue in future years. Goals related to recycling projects, public information and volunteering are all moving forward with increased communication between staff and increased project support. Town staff has been involved in both the Mentor and Junior Achievement programs, media students are working on a production that can air on Channel 11, and the Town and school are working together on paper shredding and light bulb recycling. Further areas for partnership that were identified are outdoor education and additional environmental programs. In addition, School/Town staff met again on April 13, 2009. Topics covered included overall business updates, finance updates, environmental programs, legislation and budget concerns, Parks and Recreation programs, update on recreational areas adjacent to the high school and McDowell Mountains, and FHUSD personnel changes and budget cuts. Objective 2.5. To report on shared facilities, other resources and goal outcomes to the Town Council and to the FHUSD Board, by June 30, 2009. The Town Council and the School Board met on May 27, 2009 to look back at the success of sharing resources on stimulus monies and look forward by addressing both entities bonding in November. We continue to work on the possible use of more of their technology resources for Channel 11 and we will continue to keep them in the loop on legislation that could possibly affect them. Page 5 of 19 Goal 3: To ensure that development of the Ellman property (former State Trust Land) will be compatible with the character of the rest of the community in areas such as aesthetics, density, traffic and housing development standards Responsibility Agents: Richard Turner, Planning and Zoning Director; Tom Ward, Public Works Director Percent Complete: 45% Objective 3.1. To develop a plan for the mitigation of construction activities six months prior to the beginning of construction. The legal issues that clouded the approval of the General Plan Amendment and Rezoning for the Ellman Property have been resolved in favor of the property owner. Work on this objective will begin depending on the schedule for the development of the property. We anticipate receiving this information from The Ellman Companies in the near future. Objective 3.2. To develop recommendations for project development standards that are compatible with Town regulations and prior agreements before platting approval. The proposed Planned Area Development (PAD) Zoning District which could have been used in the development of some of the more challenging parcels of property was rejected by the Council on May 7, 2009. The developer will use the existing zoning regulations to develop this property. Staff will work with the developer and within the context of the Town’s existing regulations to arrive at standards for development consistent with this objective. A plat application has not yet been filed for this property. Objective 3.3. To create a project team for resolution of issues regarding development standards and ordinances, when appropriate. The legal issues that clouded the approval of the General Plan Amendment and rezoning for the Ellman Property have been resolved in favor of the property owner. Work on this objective will begin after the status of the development of the property has been determined. NOTE: COMPLETION OF OBJECTIVES 3.1 AND 3.3 ABOVE ARE HEAVILY DEPENDENT ON THE ELLMAN COMPANIES PROGRESS IN THE DEVELOPMENT OF THE FORMER STATE GOAL 3 Page 6 of 19 TRUST LAND. THEIR DEVELOPMENT PLANS WERE DELAYED AS A RESULT OF THE LITIGATION THAT ENSUED SHORTLY AFTER THE APPROVAL OF ZONING AND THE GENERAL PLAN AMENDMENT IN MAY OF 2008. Page 7 of 19 Goal 4: To increase community initiatives to strengthen our small town character Responsibility Agents: Mark Mayer, Parks and Recreation Director; Julie Ghetti, Deputy Town Manager; Katie Decker, Community Affairs and Media Relations Administrator; Samantha Coffman, Community Center/Senior Services Director Percent Complete: 100% Objective 4.1. To coordinate or facilitate with community partners the expansion or creation of up to four events that would grow to 2,000 or more participants over two years, by June 30, 2009. Two activities that were targeted by the Park and Recreation Department for growth were: (1) the St. Patrick’s Day Event with the Chamber of Commerce; and (2) the Eggstravaganza sponsored by The Goyena Team–MCO Realty and Noon Kiwanis. The 2009 St. Patrick’s Day Celebration was held on Saturday, March 14, 2009. The Town partnered with the Fountain Hills Chamber of Commerce and the Fountain Hills Community Foundation to host the event. Some of the changes made in an effort to grow the event included: (1) moving the event to the weekend to allow more residents and visitors to attend; (2) an admission fee of $5 for all participants ages 21 and older to help offset costs of the event; (3) the addition of a Community Stage; and (4) addition of a corporate tent area and business showcase. An estimated 8,000 people attended the event. The Eggstravaganza was expanded to include inflatable bouncers, the Kiwanis pancake breakfast, and other smaller additions. The result was a significant increase in attendance from 2008, with an estimated 1,400 kids participating in 2009. The two new activities held were: (1) the return of Oktoberfest in cooperation with the Southwest German Society, AmVets, Sister Cities, and Elks; and (2) Paws in the Park with the support A.D.O.G. The Oktoberfest event was held on September 26 and 27, 2008, with an estimated crowd on both dates of approximately 2,900 people according to the event hosts. Both the people hosting the event and participants were happy with the event participation. GOAL 4 Page 8 of 19 ADOG’s Paws Around the Fountain Adopt-A-Thon was held on Sunday, March 28, 2009. Over 100 pets were adopted at the event, which included demonstrations and vendors in addition to the various adoption agencies organized by ADOG and PAC911. In all, over 40 agencies took part in the event. An estimated 1,500 people came to the event. Advertising of the events is done by a variety of means including flyers in Town kiosks, posters, press releases, Channel 11, and posting on the Town’s website event listing. This is accomplished through the Town’s Community Affairs and Media Relations Administrator. Objective 4.2. To identify funding sources and/or community partners by September 30, 2008. As indicated above, the Chamber of Commerce, Goyena Team– MCO Realty, Kiwanis, the Southwest German Society, AmVets, Sister Cities, Elks, and A.D.O.G. were the partners for the two new activities. Objective 4.3. To complete a community needs assessment survey by March 30, 2009. The Community Center recently completed a survey of users of their facility and has tabulated the results. A report of the results has been sent to the Mayor and Council and to the Town Manager. A survey of Town citizens will be considered, when the Town budget allows, as a means to receive feedback on the job that the Town is currently doing in meeting the need for services and facilities and to provide insight into the need for both services and facilities that are not currently being provided. Nothing similar has been done in the community since the survey completed by MCO many years ago. A comprehensive needs assessment survey is being considered as development of the Ellman property draws near. Staff has been working on developing an abbreviated Parks and Recreation survey at low cost that would be available to people on the Town’s website. It would include questions on recreation programs, both current and potential future ones. There would also be questions related to the parks, their maintenance, and both existing and potential future facilities. A series of open forums was held by Parks and Recreation staff seeking input on recreation programs for FY 2009-2010. Staff Page 9 of 19 received recommendations via phone, email and in person as a result of marketing efforts publicizing the forums. The information gathered helped staff develop the recreation programs and related budgets. The Parks and Recreation Commission participated in the forums and were supportive of the process. Objective 4.4. To evaluate quarterly customer survey data and identify and assess improvement ideas by June 30, 2009. This information was to have come from the Customer Service Surveys that were undertaken last year. However, those surveys have been discontinued. Administration may undertake a community-wide citizen survey in the future that would focus on a variety of topics and levels of satisfaction with the services and facilities currently provided, as well as the need for additional services and facilities. Page 10 of 19 Goal 5: To evaluate the Pavement Management Analysis for the community Responsibility Agent: Tom Ward, Public Works Director Percent Complete: 100% Objective 5.1. To present to Council a policy for achieving a Pavement Management Plan, including establishing a standards and a rotation plan, by November 30, 2008. At a Work Study on December 11, 2007, Town Staff and Stantec Consulting presented a pavement management analysis to Town Council on the condition of our streets. Basically, this report provided information on how all streets were analyzed and to what degree. The final results indicated that our streets are in relatively good condition and that we should keep performing the same treatment since it is working. After the Work Study, staff developed a standards and rotation plan map indicating work zones, which include miles of streets and square yards of asphalt. This allows staff to perform street maintenance to Town streets every six (6) years. Staff continues to utilize the program presented to the Town Council. At the most recent Town Council Meeting on December 18, 2008, staff included the Street Maintenance rotation map which indicates zones and miles of roads in Fountain Hills. This map will continue to serve as a guideline for future pavement maintenance in future years. GOAL 5 Page 11 of 19 Goal 6: To implement the environmental plan to enhance stewardship of our environment. Responsibility Agents: Richard Turner, Planning and Zoning Director; Katie Decker, Public Information Officer Percent Complete: 100% Objective 6.1. To create a public outreach program to educate residents on the environmental policy and its initiatives, by September 30, 2008. The public outreach program includes using “AveNEWS”, Channel 11, the Town’s kiosks, brochures, an environmental module on the home page of the Town website, and a Town booth at the November Business Expo. Also, green bags were given to residents who provided email addresses at both the Expo and the Great Fair. This served a two-fold purpose in increasing our number of electronic AveNEWS subscribers (see results in objective 8.3) and providing recyclable bags to our residents. We also participated in Project Wet with the University of Arizona in the fall, which taught our younger residents (fourth graders) about water cycles, water sheds and the importance of conservation. We also provided information to the public about Green Fridays and the changes to Town Hall hours. Objective 6.2. To begin implementing a public outreach program to educate residents on the environmental policy and its initiatives, by November 30, 2008. Objective 6.3. To identify and facilitate three public/private partnerships to implement the environmental policies and programs, by June 30, 2009. The Town joined with Westech Recyclers and held a second electronics recycling event on November 8, 2008 in the high school parking lot. A third such event was held on March 14, 2009. A household hazardous waste event was held in the high school parking lot on February 28, 2009. The turnout was much larger than anticipated. We have applied for a grant to do another household hazardous waste collection next fiscal year. We used the services of a private, professional hazardous waste disposal/recycling company for this project. Staff held another paper shredding event in the library parking lot on April 18, 2009. Our private partners for this event were Shred-It and TNT Shredding. That event was also co-sponsored by the Northeast Valley Coalition Against Meth Use. Finally, we have been GOAL 6 Page 12 of 19 discussing opportunities for joint projects with representatives of the Fort McDowell Yavapai Nation. These projects would involve energy efficiency and/or the use of alternative energy. Page 13 of 19 Goal 7: To further economic development, business vitality and relationships between the Town and businesses, to benefit our community. Responsibility Agent: Lori Gary, Economic Development Administrator Richard Turner, Planning and Zoning Director Percent Complete: 100% Objective 7.1. To review community concerns and make staff recommendations related to signage regulations to support business visibility by October 31, 2008. While this objective has been completed, staff will continue to monitor the effectiveness of the sign regulations to be sure they meet the needs of the community. This project began on June 19, 2008, when the Town Council directed staff to begin a study of the sign regulations. On June 26, 2008, the Planning and Zoning Commission formed a group to review those parts of the sign regulations that were most problematic. The group met on six occasions and finished their work on July 30, 2008. On August 12, 2008, the Town Council held a Work Study session on the sign regulations and the suggested changes. A pubic Open House was held at the Community Center on September 8, 2008. This was followed by a Work Study on the proposed sign changes by the Planning and Zoning Commission on September 11, 2008. The Planning and Zoning Commission recommended approval of the changes to the sign regulations on October 23 and the Town Council adopted the changes on November 20, 2008. Staff has developed a brochure that has been distributed to many members of the business community. The brochure highlights the changes to the sign regulations. On March 26, 2009, the Planning and Zoning Commission initiated two zoning ordinance amendments that will make the sign regulations more responsive to the needs of the business community. The first removes a restriction on the location of A- frame signs. The second will increase the total amount of signage that larger businesses are allowed to have. GOAL 7 Page 14 of 19 Both of these changes were approved by the Council on June 18, 2009. Objective 7.2. To hold two business community meetings (one for downtown and one for all businesses) to facilitate problem solving and communication. Fourteen meetings were organized and coordinated this fiscal year which included attendance and participation opportunities for downtown and town-wide businesses. The meetings assisted in opening lines of communication and facilitated various efforts on behalf of the business community. A business community meeting was held on January 20, 2009. It was touted as an Open House and titled “Get More Business for Your Business.” All businesses in the community were invited. The focus was, however, on the Town Center area. The meeting again introduced all merchants to the Town Center area and to the Main Street concept which is being used as the model to enhance business vitality in the Town Center area. Over 60 people attended the meeting. The topics covered were:  An introduction to the Town Center Group  Overview of projects the committees are working on  Presentation on the Town Center website and message board  Overview of the new sign ordinance In addition to the Open House held on January 20, 2009 for the entire business community, ten meetings of the Town Center group were held and three meetings of the Town Center Executive team were held, all with opportunities for information exchange, discussion of challenges, solutions and opportunities. Objective 7.3. To partner with groups within the business community to create and evaluate for implementation an economic development plan, by October 31, 2008. Work on various components of an economic development plan continues, including areas in attraction, retention and vitality. The Town in partnership with the Chamber and the Business Vitality Advisory Group engaged Swaback Partners to develop a master plan and strategic framework for town center with involvement from a stakeholder’s group and residents. The following phases are complete: (1) the analysis and reconnaissance phase, and (2) the programming and concept phase. The remaining areas of the plan, including the policies Page 15 of 19 and procedures phase, will greatly enhance the economic development efforts. The retail trade area analysis is underway, which will assist in developing a plan to better target the businesses that fit our market area – those with the most likelihood of success. The study will allow us to better understand our various retail trade areas, including all the demographics associated with the areas. Once the various components are complete, they results can be incorporated into a more formal and comprehensive economic development plan for implementation. Objective 7.4. To continue the business retention program in Fiscal Year 2008-09, to improve Town and business relationships. As an ongoing program, outreach to the existing business base continued resulting in an increase in the businesses visited in FY 2008-2009 over the previous fiscal year. Outreach to the existing business community continued. Appointments and visits took place with several businesses. Business vitality and signage were the overriding theme and concern. Planning and Zoning discussed various signage options with the business community, which addressed the business community’s needs in this area. Overall, the businesses were pleased to be proactively contacted and appreciative of the meetings with the Town. In FY 2008-09, the business retention program ramped up from the previous fiscal year. Economic development staff outreached to 21 businesses, nine of which were formalized visits utilizing a survey instrument. The business outreach and visitation efforts for fiscal year 2008-09 represented a 91% increase over the previous fiscal year, which totaled 11 visits in the program’s initial implementation. Several items were initiated to proactively address the concerns of business vitality and address increasing the opportunities for businesses to enhance their customer base:  Hosted two webinars, which were open to any business at no cost. - Why Tourists Shop - Thriving in a Slow Economy  Developed a strategy for the restaurant business sector to increase visibility and encouraging residents and visitors to patronize local dining establishments. Page 16 of 19  Wayfinding signs to direct travelers from Shea Boulevard to the Town Center area of Fountain Hills for shopping, dining and other uniquely Fountain Hills experiences. The strategies included partnerships with various Town departments, the Town Center group, the Chamber, and the Business Vitality Advisory Council. Based on feedback from the business community, the webinars were positively received and thought to be helpful. The restaurant vitality strategy has been enthusiastically embraced. Page 17 of 19 Goal 8: To tailor the communications now available to the various demographics of the community Responsibility Agent: Katie Decker, Community Affairs and Media Relations Administrator Percent Complete: 100% Objective 8.1. To obtain and/or produce four programs for Channel 11 relevant to the community interest, by June 30, 2009. The following new shows have been obtained and programmed into Channel 11: July Sky Harbor: Summer Travel Sonoran Living The Conn Show Maricopa Now August SRP Energy Saving Tips Fountain Hills Street Sign Documentary The Conn Show Maricopa Now September Rubber Roads and the Environment Truths about Drugs (Methamphetamine) Home Preservation Forum: Saving Your Home from Foreclosure Halloween Safety The Conn Show Maricopa Now October Rubber Roads and the Environment Truths about Drugs (Methamphetamine) Home Preservation Forum: Saving Your Home from Foreclosure Halloween Safety GOAL 8 Page 18 of 19 The Conn Show Maricopa Now November Rubber Roads and the Environment Truths about Drugs (Methamphetamine) Home Preservation Forum: Saving Your Home from Foreclosure Holiday Safety The Conn Show Maricopa Now December Rubber Roads and the Environment PHX Shuttle Holiday Safety The Conn Show Maricopa Now AZ Wildlife January PHX Airport Shuttle AZ Wildlife Conn Show – Jan Maricopa – Jan Sonoran Life Style February PHX Airport Shuttle AZ Wildlife Conn Show – Feb Maricopa – Feb March AZ Wildlife Green Home Conn Show – March Maricopa – March Kids Safety program (Latchkey safety) April Green Home Conn Show – April Maricopa – April Kids Safety program (Latchkey safety) This objective has been completed. Page 19 of 19 May Car Shows Green Home Conn Show – May Maricopa – May Kids Safety program (Latchkey safety) June Green Home Conn Show – June Maricopa – June Glendale 100th 911 Kids Safety Objective 8.2. To provide appropriate links on the Town website for youth, businesses and visitors, with links to be updated quarterly. Our website is being updated daily. Objective 8.3. To increase online readership of the Fountain Hills AveNEWS by 15 percent by June 30, 2009. This has increased by 283 percent to 632 subscribers between August 31, 2008 and April 1, 2009. This number jumped again between April 2, 2009 and July 16, 2009 to 781 subscribers and we continue to grow.