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
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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.
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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.
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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
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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
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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
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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.
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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
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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
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• 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.
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• 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.
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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).
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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.