HomeMy WebLinkAbout10-10-06 packetNOTICE OF THE
WORK STUDY SESSION
AND EXECUTIVE SESSION OF THE
FOUNTAIN HILLS TOWN COUNCIL
Mayor Wally Nichols
Councilmember Mike Archambault Councilmember Keith McMahan
Councilmember Ginny Dickey Councilmember John Kavanagh
Vice Mayor Ed Kehe Councilmember Jay Schlum
TIME: 5:00 – 7:00 P.M. - WORK STUDY SESSION
The Executive Session will convene directly after the adjournment of the
Work-Study Session (tentatively 7 p.m.)
WHEN: TUESDAY, OCTOBER 10, 2006
WHERE: Work Study Session- FOUNTAIN HILLS COUNCIL CHAMBERS
16705 E. AVENUE OF THE FOUNTAINS, FOUNTAIN HILLS, AZ
Executive Session – 2nd Floor Fountain Conference Room
ALL WORK-STUDY ITEMS LISTED ARE FOR DISCUSSION ONLY. NO ACTION CAN OR WILL BE TAKEN. The
primary purpose of work session meetings is to provide the Town Council with the opportunity for in-depth discussion and study of
specific subjects. Public comment is not provided for on the Agenda and may be made only as approved by consensus of the Council. In
appropriate circumstances, a brief presentation may be permitted by a member of the public or another interested party on an Agenda
item if invited by the Mayor or the Town Manager to do so. The Presiding Officer may limit or end the time for such presentations.
WORK STUDY SESSION
1.) CALL TO ORDER AND ROLL CALL – Mayor Nichols
2.) DISCUSSION of implementing the Strategic Plan priority:
Strictly enforcing the General Plan and Zoning Ordinance. Comparison of the special
use permit process and the variance process.
3.) PRESENTATION AND DISCUSSION of the 2006 Business Vitality Plan by
Fountain Hills Chamber of Commerce’s Board of Directors Vice President Mark
McDermott and Mitch Nichols, consultant for the project.
4.) WORK STUDY SESSION ADJOURNMENT immediately followed by the Council
convening in Executive Session in the 2nd floor Fountain Conference room.
5.) ROLL CALL AND VOTE TO GO INTO EXECUTIVE SESSION: Pursuant to
A.R.S. §38-431-03.A.4 - The Council may hold an executive session for discussion or
consultation with the Town’s attorneys in order to consider its position and instruct the
Town’s attorneys regarding the Council’s position regarding pending litigation
(Specifically, Lukenda Holdings v. Town of Fountain Hills).
6.) ADJOURNMENT
DATED this October 6th, 2006.
By: Shaunna Williams, Acting Town Clerk
The Town of Fountain Hills endeavors to make all public meetings accessible to persons with disabilities. Please call 837-2003 (voice) or 1-800-367-8939
(TDD) 48 hours prior to the meeting to request a reasonable accommodation to attend this meeting or to obtain agenda information in large print format.
Town of Fountain Hills
Town Council Agenda Action Form
Meeting Type: Worksession Meeting Date: 10/10/06
Submitting Department: Contact Person: Pickering
Consent: Regular: Requesting Action: Report Only:
Type of Document Needing Approval (Check all that apply):
Public Hearing Resolution Ordinance
Agreement Emergency Clause Special Event Permit
Special Consideration Intergovernmental Agreement Acceptance
Grant Submission Liquor/Bingo License Application Plat
Special Event Permit Special/Temp Use Permit
Other:
Council Priority (Check Appropriate Areas):
Education Public Fitness Library Services
Public Safety Community Activities Economic Development
Public Works Human Service Needs Parks & Recreation
Town Elections Community Development Finance
Regular Agenda Wording: PRESENTATION AND DISCUSSION of the Fountain Hills Chamber of
Commerce’s 2006 Business Vitality Plan.
Staff Recommendation: Fiscal Impact: $
Purpose of Item and Background Information: The purpose of this item is to provide the Chamber of
Commerce the opportunity to present their 2006 Business Vitality Plan final report to the Mayor and Town
Council.
List All Attachments as Follows: PowerPoint and final report by the Chamber of Commerce
Type(s) of Presentation: Verbal
Signatures of Submitting Staff:
____________________________ _____________________________________
Name Budget Review
(if item not budgeted or exceeds budget amount)
____________________________
Title
____________________________
Town Manager / Designee
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To
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m
Gr
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u
p
Ni
c
h
o
l
s
September 2006
Fountain Hills
Business Vitality Plan
Nichols Tourism
Group
1
1.0 Introduction and Study Purpose
Nichols Tourism Group was retained by the Fountain Hills Chamber of Commerce
(FHCC) to assist in crafting a business vitality plan to help guide the chamber and
community of Fountain Hills in its future positioning. Because of the key role
tourism plays in the community’s current and future business base, this effort
focused on this critical business segment.
It is important to note that there are clearly business segments that influence the
community’s vitality beyond tourism and in general, The Town of Fountain Hills
and its economic development department are taking lead roles in crafting
initiatives to act on these broader opportunities.
While the main focus of the planning effort was strategies for the FHCC and the
Town, it also incorporated input and review from the Fort McDowell Yavapai
Nation (FMYN). As in a broad array of the FHCC efforts, the integration of all
three groups is seen as essential to maximize future opportunities for the overall
region.
F IGURE 1
This planning effort and its focus on the visitor industry also recognized the
important role this business segment can play in helping the community build
and reinforce its “sense of place” in ways that resonant with both residents and
visitors alike. This “Civic Tourism” role is increasingly being embraced by
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communities around the country and experienced a heightened level of
awareness following a series of presentations held around Arizona in 2005, one of
which took place in Fountain Hills. The Civic Tourism concept focuses on ways
communities can embrace tourism as an enabling force for creating and
augmenting a community’s central sense of place. It builds on a community’s
civic health and quality of life, through development efforts focused on culture,
heritage, eco-environment and built infrastructure. It is a product development
oriented approach that embraces tourism from an effective-management
perspective for the benefits it can deliver beyond just visitor spending and
related tax revenues generated. It also endeavors to avoid the undesirable
elements of unmanaged tourism development.
While these visitor oriented business segments hold greater opportunities within
Fountain Hills, the town must recognize that other Valley communities are
increasingly recognizing the important relationship this industry has in building
and reinforcing essential qualities of their cities and are actively working to build
tourism as a more central element in their economic fabric. Thus, this type of
planning effort will be critical in facing this competitive environment and helping
the FHCC craft and direct efforts to maximize future opportunities.
F IGURE 2
It is important to recognize that this condensed planning effort is meant to lay a
foundation for the FHCC, identifying key goals, objectives and tactical steps for
the future. The FHCC will utilize this foundation and work towards developing an
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implementation plan to act on these priorities. The implementation plan will be
managed and monitored by the FHCC. Volunteers will be needed to focus on
developing and carrying out action plans to implement the tactics for
accomplishing the outlined goals and objectives. The Advisory Committee that
has overseen the development of this plan will remain in place and will meet
regularly to monitor the progress of implementation efforts.
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2.0 Planning Process and SWOT Factors
In developing this strategic plan, a Study Advisory Team was established and the
scope and process of the effort was refined ( Study Advisory Team members are
identified in Appendix 1.) Following this initial planning meeting, a variety of
input sessions were held in which industry and community input was gained.
Tourism related research at both a regional and metro area perspective was
then analyzed to consider implications for Fountain Hills. This collective input was
reviewed and discussed within the Study Advisory Team and provided the
foundation for development of plan elements. Using the FHCC Mission as a
guide, a variety of goals and objectives were crafted to address critical issues
raised in earlier stages of the study process. Once these goals and objectives
were agreed to by the Study Advisory Team, a mix of tactical steps were
developed to help guide the FHCC in moving forward.
F IGURE 3
Community SWOT input
Research review and analysis
Refine input with study team – critical issue development
Develop Mission, Goals, Objectives to act on critical issues
Identify tactical steps for FHCC
Study ProcessStudy Process
As previously noted, in order to build a deeper understanding of key issues facing
Fountain Hills, particularly as it relates to the visitor industry, a variety of input
sessions were held. One of a series of Arizona “Civic Tourism” sessions was held in
December, 2005 in which over 40 residents attended. Community residents
provided input regarding the visitor industry, its relationship to Fountain Hills and
issues to consider in future planning initiatives.
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Additional input meetings were held with regional hoteliers and “Chamber
Friends,” as well as a more specific strengths, weaknesses, opportunities and
threats (SWOT) session with Chamber members. Collectively, these sessions
provided a broad range of thinking related to tourism related factors facing the
town and how the town should move forward in building this business segment.
F IGURE 4
Based on this input and dialog among Study Advisory Team members, a variety
of key SWOT factors stood out, including the following:
Fountain Hills Strengths
♦ Scenic beauty - Sonoran Desert, the rivers, Saguaro Lake, Tonto National
Forest, surrounding mountain vistas
♦ Icon of “The Fountain”
♦ Outdoor recreational offerings - hiking, biking, desert experience,
horseback riding, camping
♦ Superb golf
♦ Native and SW cultures - museum, public art, performing arts, major arts
events and other evolving annual events
♦ Resorts/spas
♦ Casino gaming
♦ Separate, distinct geographical location with small town appeal
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Fountain Hills Weaknesses
♦ Lack of current image/brand – primarily “retirement”
♦ Lacking desired depth of retail/restaurant/specialty shops, etc
♦ Major concerns regarding customer service
♦ Perceived by many as “far away”
♦ Fort McDowell even further down Beeline
♦ Community dispersion - 7 different commercial areas
♦ FH Town Center unclear ultimate orientation
♦ Difficult pedestrian access
♦ Directional signage lacking
Fountain Hills Opportunities
♦ Deepen ”Sense of Place” and build on it – south side Avenue critical
♦ Refine and enforce architectural guidelines that work to build on
character
♦ Build on existing artesian and cultural base
♦ Broaden understanding and appreciation of FH - promote more
aggressively
♦ Increasingly use both resident and visitor spending power to achieve
community goals
Fountain Hills Threats
♦ Loss of customer demand to areas/options providing more allure
♦ FH continues to lack the “critical mass” to support depth of resident
desires
♦ “No business growth” and “anti-tourism” attitudes will pose threat to long
term community health and vitality
♦ Lack of a “sense of place”, combined with the lack of dialogue about
defining and acting on it will limit ability to ultimately achieve
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3.0 Strategic Plan Mission and Goal Tracks
The overriding mission of the FHCC is to both stimulate business vitality and
enhance the quality of life for residents within the community and its environs. A
critical element to understand in the mission statement is that business
development and vitality is just one part of the Chamber’s mission. As important,
these business development efforts should maintain and enhance quality of life
factors for residents of the community. To act on this broad mission, three goal
tracks were developed.
F IGURE 5
MissionMission
The mission of the Fountain Hills Chamber of Commerce is to stimulate business vitality and enhance the quality of life within our community and its environs.
Goal Track 1
Build deeper community
understanding of role of
tourism and integration
within Fountain Hills’economy
Goal Track 1
Build deeper
community understanding of role of
tourism and integration
within Fountain Hills’economy
Goal Track 2
Enhance power and
linkages of existing visitor
assets and proactively
expand key opportunity areas
Goal Track 2
Enhance
power and linkages of existing visitor
assets and proactively
expand key opportunity areas
Goal Track 3
Develop an inviting
destination environment
where customer
service reinforces a unique, small town
ambiance
Goal Track 3
Develop an
inviting destination environment
where customer
service reinforces a unique, small
town ambiance
Goal Track 1
Build a deeper community understanding of the role of tourism and integration
within Fountain Hills’ economy.
Essential to the success on any future business vitality initiatives is that community
residents and leaders more deeply understand both the importance of tourism
within the town’s economic fabric and its role in enhancing resident’s quality of
life. This goal track and its objectives and tactics work to lay this foundation.
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Goal Track 2
Enhance power and linkages of existing visitor assets and proactively expand
key opportunity areas
Concurrent with building this deeper appreciation, industry participants must
increasingly come together to maximize the power of regional visitor related
assets, integrating and marketing them to in the most effective manner. All too
often, these assets are not linked or integrated and the collective power is not
fully appreciated by prospective visitors to the region. This goal track works to
deepen this integration and better ensure they are presented and marketed
effectively to target customer segments.
Goal Track 3
Develop an inviting destination environment where customer service reinforces a
unique, small town ambiance
As Fountain Hills builds its ability to attract and manage target visitor segments, it
must increasingly ensure that businesses and their front line personal provide
quality customer service and reinforce key unique differentiating qualities of the
Town. This goal track is directed to assisting businesses in developing this inviting
feeling to customers and maximizing the potential for building repeat visitation to
the community.
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4.0 Strategic Plan Objectives and Tactics
For each of the plans three goal tracks, a variety of objectives were developed
along with associated tactical steps to move the objective forward. These are
outlined in this section, with additional detail related to each of the
recommended steps.
4.1 Community Outreach Track
F IGURE 6
Build deeper community understanding of
role of tourism and integration within
Fountain Hills’ economy.
1. Ensure residents
understand current
and future
economic base of
Fountain Hills and
how tourism can
play an integral
role.
2. Communicate tourism's ability to enhance Fountain Hill’s residents’quality of life.
3. Build recognition of proactive steps other Valley communities are attempting to utilize the visitor market and the competitive implications to Fountain Hills.
A. Work cooperatively
with the Town of FH in
crafting messages that reinforce the benefits of proactively expanding the town’s econonomic base.
B. Use the FHCC to assist in presenting these
messages to broad groups – undertake as
a long-term, ongoing communication effort.
A. Develop materials that present the mix of resident versus visitor demand at desirable FH establishments – contrast
to other regions of the Valley to reflect how visitor expenditures have deepened offerings.
A. Craft examples of the
ways other Valley communities are attempting
to utilize the visitor market and the competitive implications to FH.
Community Outreach TrackCommunity Outreach Track
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Community Outreach Track - Objective 1
Ensure residents understand current and future economic base of FH and how
tourism can play an integral role.
In order for the FHCC to build support for future initiatives under this plan,
community residents must better understand both the current and future
economic base supporting the community and how the tourism industry can
play an integral role. Without this understanding, broad portions of the
community will not recognize how the visitor industry impacts them and why their
support is warranted.
The recent community strategic planning effort and its limited consideration of
longer term economic factors facing the town reinforce the need to bring this
understanding to a higher level.
Tactic 1
Work cooperatively with the Town of FH in crafting messages that reinforce the
benefits of proactively expanding the town’s economic base and the role
tourism can play in this expansion.
In building this resident understanding, the FHCC should work in conjunction with
the Town in noting major areas of revenue generation for the Town and the
associated longer term viability of these revenue streams (particularly
development fees.) Options for additional revenue should be identified, noting
how other communities have increasingly used property taxes and sales taxes.
As an alternative to these resident based approaches, examples of how
increased visitation levels could translate into incremental tax resources should
be presented. By noting relatively conservative levels of regional visitor
attraction and associated spending, illustrations of potential tax generation
could be developed.
Tactic 2
Use the FHCC to assist in presenting these messages to broad groups – undertake
as long term, ongoing communication initiative.
As this messaging is developed, the FHCC will be a key organization in
communicating key points to relatively broad audiences. Examples of
communication approaches could include:
♦ monthly Chamber membership breakfast meetings;
♦ monthly Chamber newsletter;
♦ e-mail blasts;
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♦ the Chamber’s website;
♦ the ‘Chamber news’ coverage in the local newspapers; and
♦ special Business Vitality forums.
Community Outreach Track - Objective 2
Communicate tourism’s ability to enhance FH resident’s “quality of life.”
In addition to the economic benefits derived from building the visitor market,
residents must also develop a clearer understanding of how effective attraction
of the “right” visitors, and their spending, can significantly expand key quality of
life elements desired by the resident base. Whether a broader range of quality
shopping options, restaurants, art experiences or cultural choices, by expanding
the ability of Fountain Hills to attract outside visitors, the depth of supportable
options is expanded.
Tactic 1
Develop materials that present the mix of resident versus visitor demand at
desirable FH establishments (restaurant, retail, artisans, cultural, etc) – contrast to
other regions of the Valley to reflect how visitor expenditures have allowed them
to deepen their offerings.
A variety of existing quality Fountain Hills businesses should be interviewed to
develop a clearer understanding of how the outside visitor market currently
impacts their sales volumes. This should not be pursued as a detailed,
quantitative study, but rather its purpose is to develop a range of qualitative
examples that provide reasonable estimates of the current role of visitors.
In preliminary discussions with area business persons, most believed this visitor role
would be relatively limited, with most relying heavily on the local resident base. If
this does prove to be the case, contrasting this environment to other Valley
communities, particularly Scottsdale, should be undertaken.
In the case of Scottsdale, it can be demonstrated that approximately ¼ of the
restaurant spending in the city is generated by outside visitors and key shopping
destinations derive as much as 50 percent of their sales from these visitor bases.
Similar examples exist in relating the range of art galleries and golf courses in the
city. These are all elements that add significantly to Scottsdale residents’ quality
of life and are much more diverse and rich because of the city’s ability to attract
outside purchasing power.
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F IGURE 7
Community Outreach Track - Objective 3
Build recognition of proactive steps other Valley communities are taking to
capitalize on tourism opportunity.
In order to reinforce the previously noted rational for pursuing the visitor industry
more aggressively, the FHCC should illustrate how other Valley communities are
taking proactive steps to build on this business segment. By bringing these
regional examples to a higher awareness level, residents and community leaders
will increasingly understand how others are “getting it,” as well as the
competitive environment that faces Fountain Hills.
Tactic 1
Craft examples of the ways other Valley communities are attempting to utilize
the visitor market and the competitive implications to FH.
This report began by noting how a variety of Valley communities are increasingly
using the visitor market for both economic and quality of life benefits. While not
meant as direct comparisons to Fountain Hills, examples that should be
considered and expanded on include:
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Tempe – Mill Avenue and Town Lake provide both a diverse mix of retail shops,
and restaurants, as well as a key venue for hosting a wide range of events for
Tempe residents and outsiders. This region of Tempe relies heavily on outside
visitors and its proactive efforts continue to expand the importance and
attractiveness of this important region.
Glendale – The proactive efforts of the city to increasingly position the
community as a key sports destination is significantly driving an expansion in the
quality and quantity of quality of life elements for this region’s population base.
It is clear that the scope and diversity of evolving elements would be far reduced
if the City and its business base did not envision large spending volumes from
visitors from outside their community.
Chandler – The city has made important strides in freshening and expanding its
downtown region, adding a mix of specialty retail and restaurant operations in
recent years. While the resident base of Chandler is an important target for
these operations, they also look to attract a significant amount of demand from
customers outside of the city. The historic character of the area, unique lodging
elements and architectural style are all envisioned as having the collective
pulling power to attract metro residents and visitors to the Valley.
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4.2 Enhanced Asset Track
Enhance power and linkages of existing
visitor assets and proactively expand key
opportunity areas
1. Expand
product linkages
to surrounding neighbors – build
greater market awareness on
combined experiences.
A. Undertake proactive
steps to identify product linking opportunities,
particularly focusing on natural resource,
Native American and
the arts.B. Use the FHCC as a
facilitator, initiating
dialog among prospective products
that could work for mutual benefit of
businesses.
2. More fully enhance
“wayfinding”
within FH, helping
a visitor understand how
to best
experience the
destination
3. Maximize destination
potential of Town
Center – reinforce
differentiating attributes
4. Ensure consistent
marketing
resources are
available and utilized,
particularly taking
advantage of
web based
opportunities
A. Work cooperatively
with the Town of Fountain Hills in identifying and
naming key visitor
destinations/regions in and around Fountain Hills.
B. Develop signage
along Shea Boulevard and in interior areas of FH which will assist
visitor’s wayfinding.
C. Carry the elements of
the first two tactics in hard copy and web based maps that
visitors can utilize in
their trip planning process.
A. Raise recognition of
how Town Center can effectively serve both residents and
visitors – proactively
note the types of tenants that could maximize the
potential for both demand segments.
B. Work in conjunction with Town Center development entities
in crafting
recruitment materials that enhance the
potential of attracting the desired tenant mix.
A. Develop direct-
funding formula(s) for stable and secure funding to be
provided by both the Town of Fountain Hills
and the Fort
McDowell Yavapai Nation, for the official
joint tourism
development entity (Fountain Hills Fort
McDowell Visitors Bureau).
B. Seek means by which to access additional funding
and resource leveraging
opportunities through
state, area, regional
and other
sources/entities.C. Engage expertise to maximize
deployment of limited resources
through highly effective utilization of
technology/web-based marketing, fulfillment, and visitor
Enhance Asset TrackEnhance Asset Track
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Enhance Asset Track - Objective 1
Expand product linkages to surrounding neighbors – build greater market
awareness on combined experiences.
Although Fountain Hills possesses a mix of visitor related assets, they are not as
expansive as other regions of the Valley and are often marketed as individual
attractions/experiences. In order to maximize the community’s attraction
potential, the community must proactively build on these existing assets by
identifying and developing linkages to other regional products that reinforce the
differentiated attributes of Fountain Hills and further stimulate a prospective
visitor’s desire to come to Fountain Hills.
Tactic 1
Undertake proactive steps to identify product linking opportunities, particularly
focusing on natural resource, Native American and the arts.
Some of Fountain Hills’ most impressive visitor related assets relate to the natural
environments in and around the community. From the McDowell Mountain
Regional Park to the Verde River and surrounding mountain ranges, the areas in
and around Fountain Hills present the unique undeveloped Sonoran environment
many visitors to the metro area desire. To maximize these assets, more needs to
be done to facilitate the visitor and help them understand how to experience
these resources.
F IGURE 8
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Fountain Hills should increasingly position itself as the “Gateway” to these natural
environments and work to craft a range of natural immersion experiences. These
could include a broad range of hiking, mountain biking, equestrian and climbing
experiences with varying levels of intensity to speak to different visitor segments.
By integrating various themes (archeology, desert plants, birding, etc) and
incorporating quality foods and refreshments, a more complete experience can
be “served up” to visitors. While some of this thinking is already occurring,
Fountain Hills is not presented as the launching point and the experiences are
typically not aggressively marketed.
Another powerful theme many Valley visitors desire is Native American history
and heritage. Fountain Hills’ strong ties to the Fort McDowell Yavapai Nation
provide an opportunity to link the unique surrounding natural environments to
compelling Native American experiences. If done in a quality fashion, this
combination of attributes would further differentiate Fountain Hills as a Gateway
to these experiences and provide an identity many residents would value as
well.
Tactic 2
Use the FHCC as a facilitator, initiating dialog among prospective products that
could work for mutual benefit of businesses.
Rather than building new tourism products, Fountain Hills’ most prominent
opportunity is to enhance and link existing assets, concentrating on assets that
both differentiate the town and resonant with targeted visitor segments. The
greatest challenge is bringing these various groups and individuals together to
craft and implement linked experiences. The FHCC should act as the facilitator,
laying out the goals and stimulating ideas on what and how these various
elements can be brought together.
A similar effort is currently underway in southern Arizona which is being led by
National Geographic and its Center for Sustainable Destinations. This Geotourism
MapGuide is linking unique natural, heritage and cultural elements together to
help a visitor better understand how various destination components can be
linked and experienced. This effort focuses on tourism that sustains or enhances
the geographical character of a place – its environment, culture, aesthetics,
heritage, and the well-being of its residents. While on a smaller scale, the FHCC
should embrace a similar perspective and serve as the glue that brings the
various Geotourism elements together.
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F IGURE 9
Enhance Asset Track - Objective 2
More fully enhance “wayfinding” within FH, helping a visitor understand how to
best experience the destination
One of the greater challenges for Fountain Hills is its dispersed nature and lack of
a clear town center. While the Fountain acts a focal point, a visitor often does
not know how to get there and where to go afterwards. Even if Fountain Hills
successfully motivates visitors to come experience this region, if they do not
understand how to get around the community, too many will leave without
understanding how to fully experience the various assets the region has to offer.
Tactic 1
Work cooperatively with the Town of Fountain Hills in identifying and naming key
visitor destinations/regions in and around Fountain Hills.
The FHCC should coordinate with the Town Economic Development Coordinator
to and other appropriate departments to endeavor to create more of a “sense
of place” for each of the retail ‘nodes’ in the community, as well as with the Tribe
as may be appropriate. Giving interesting names to these nodes will help to
create the over all sense of Fountain Hills being a vibrant place with a variety of
activity centers.
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Tactic 2
Develop signage along Shea Boulevard and in interior areas of FH which will
assist visitor’s wayfinding.
It is reported that travelers on Shea Blvd think that Fountain Hills is just what they
see in traveling along Shea from Palisades Boulevard to the Beeline Highway.
Efficient and effective signage that points travelers to the Fountain Hills town
center is drastically needed. The FHCC and the Town should work together to
devise and place such signage. It is further recommended that the opening of a
visitor information center, perhaps in the Target Center, would be highly
beneficial to directing travelers into the town – as well as for getting them to stop
at the Target Center for orientation and possible shopping or dining.
Tactic 3
Carry the elements of the first two tactics in hard copy and web based maps that
visitors can utilize in their trip planning process.
As elements are developed and refined within the first two tactics, they should
be prominently featured in both hard copy and web based materials. Maps
reflecting these most prominent areas, information centers, etc. should be
developed and distributed to expand the understanding of visitors, facilitating
their experiences in and around Fountain Hills.
Enhance Asset Track - Objective 3
Maximize destination potential of Town Center – reinforce differentiating
attributes.
The evolving Town Center will be one of the most important new elements
assisting Fountain Hills in both reinforcing its unique character and speaking to
both resident and visitor bases. In order to maximize its potential, the FHCC
should work proactively to identify project elements that could reinforce these
unique traits (natural resources, native cultures, arts etc,) as well as noting the
types and examples of tenants that could respond to both resident and visitor
desires.
Tactic 1
Raise recognition of how Town Center can effectively serve both residents and
visitors – proactively note the types of tenants that could maximize the potential
for both demand segments.
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An often noted adage in the visitor industry is that one of the best indicators of
how attractive a community feature will be to the traveling public is how it is
embraced by the local community. This recognizes that many visitors are looking
for these authentic experiences and want to see the community much as a local
does. Too often, residents within a community associate visitor related
attractions as nothing more than “trinket shops” and see little if any association
between their desires and those of visitors. The FHCC should identify the types of
quality tenants that could speak to both segments and work to raise the
recognition within the community of how the center can speak to both resident
and visitor desires.
Tactic 2
Work in conjunction with Town Center development entities in crafting
recruitment materials that enhance the potential of attracting the desired tenant
mix.
As proactive thinking is established regarding Town Center elements and desired
tenant examples, the FHCC should communicate this thinking to development
entities and work cooperatively with them in developing marketing and
recruitment materials that could help in attracting these desired entities. Both
current and future initiatives being planned by the FHCC should be presented to
better ensure prospective tenants fully understand how the community is
positioning itself and the strategic steps it plans to take in achieving this
positioning.
Enhance Asset Track - Objective 4
Ensure consistent marketing resources are available and utilized, particularly
taking advantage of web based opportunities
As Fountain Hills makes progress on the previously noted goals and objectives, it
must ensure its key marketing organizations possess the resources to reach and
motivate key customer segments. These organizations can maximize their
effectiveness if they can rely on a consistent source of resources and funding
sources fully recognize the return on investment these resources are generating.
Tactic 1
Develop direct-funding formula(s) for stable and secure funding to be provided
by both the Town of Fountain Hills and the Fort McDowell Yavapai Nation, for the
official joint tourism development entity (Fountain Hills Fort McDowell Visitors
Bureau)
It is common throughout the country for designated destination marketing
organizations in communities to be funded in a fashion that considers the results
of their performance, as well as the competitive positioning they are seeking to
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achieve for the community as a destination. Typically this is done through some
form of “dedicated” or “formula” funding mechanism such as a determined
percentage of the hotel or “bed” tax revenues that are collected by the
municipality. It is recommended that the Chamber and the area hospitality
community collaborate with the Town and the Fort McDowell Yavapai Nation to
devise a stabilized funding mechanism for competitively marketing the Fountain
Hills / Fort McDowell area as a destination.
Tactic 2
Seek means by which to access additional funding and resource leveraging
opportunities through state, area, regional and other sources/entities.
There are a variety of means by which the Fountain Hills / Fort McDowell
destination marketing program can augment its resources and these sources
should be leveraged as much as possible. The Arizona Office of Tourism offers a
variety of grants programs, many of which are currently being taken advantage
of by the Fountain Hills / Fort McDowell partnership, but others of which could
possibly be accessed through creative partnering with regional communities.
Fountain Hills / Fort McDowell should thoroughly investigate the opportunities to
broaden the destination’s image awareness by partnering with communities
such as Carefree, Cave Creek, Rio Verde and the Rio Verde Foothills, as well as
with county, state and Federal parks, forests and other public land management
agencies.
Certainly the Fountain Hills / Fort McDowell destination partnership should
continue to seek advantages through affiliating with the Scottsdale Convention
& Visitors Bureau, and it should investigate more so into the potential to
collaborate with the Greater Phoenix Convention & Visitors Bureau for similar
potential leveraging opportunities as well.
Tactic 3
Engage expertise to maximize deployment of limited resources through highly
effective utilization of technology/web-based marketing, fulfillment, and visitor
services vehicles.
In the increasingly competitive marketplace for the attention of potential visitors,
the use of technology and web-based marketing is becoming the center of
attention for organizations seeking to most efficiently and effectively position
their destinations and provide information and inquiry fulfillment to potential
customers. The creative use of technology offers smaller communities, such as
Fountain Hills / Fort McDowell, the opportunity to compete more effectively with
larger, far-better funded organizations due to economies of scale. Where as
resources available for purchasing traditional media advertising and producing
related printed collateral materials are always limited, the ability to create
dynamic and effective images of the destination and convey them world wide
exists quite cost effectively in the realm of the world wide web. Discerning
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travelers are now becoming very familiar with the use of the web for travel
destination research, as well as for actually customizing their own travel itineraries
and making the related reservations directly online. Fountain Hills and Fort
McDowell must engage the expertise needed to thoroughly evaluate means by
which effective utilization of technology and the web can help the destination
compete most efficiently and effectively.
4.3 Customer Service Track
Develop an inviting destination
environment where customer service
reinforces a unique, small town
ambiance
2. Assist businesses in crafting messages and educating employees on their role in customer satisfaction.
1. Build
understanding of
importance and
“buy-in” of local
businesses
A. Use the FHCC to communicate input received through this process related to customer service
concerns and need to
address.
B. Develop examples of
enhanced customer service and how
integral this theme will
be in maximizing role of other strategy initiatives.
A. Use employee service materials from organizations like the Arizona Office of
Tourism and the Travel
Industry Association – refine to ensure applicability to FH.
Customer Service TrackCustomer Service Track
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Customer Service Track - Objective 1
Build understanding of importance and “buy-in” of local businesses.
As Fountain Hills successfully attracts more of its target customers, it must ensure
that front line personnel are greeting and responding to these guests in the most
effective manner possible. Many of the comments received during the input
sessions noted the lack of customer service in many of the community’s business
operations. If the community attracts additional visitors and their prospective
spending to the community, but then does not deliver on its unique small town,
welcoming “brand,” much of the previously noted strategic initiatives will be of
limited power.
Tactic 1
Use the FHCC to communicate input received through this process related to
customer service concerns and need to address.
The FHCC must establish this understanding within the business community and
develop their buy-in as to both the current state of customer service and
prospective ways to enhance it in the future. The FHCC should use its various
communication vehicles to make certain that community businesses understand
the concerns that were voiced in the input process. For many businesses, these
current concerns will be surprising and acknowledging the ongoing work that
needs to occur will be an important first step in building enhanced customer
relations. Many of the communication vehicles noted in Goal Track 1 should be
utilized to build this deeper understanding.
Tactic 2
Develop examples of enhanced customer service and how integral this theme
will be in maximizing role of other strategy initiatives.
As a deeper understanding of these challenges is developed within Fountain Hills
businesses, the FHCC should identify and profile examples of business operations
whose customer service is above the norm. By presenting recognizable
operations to the broader community, approaches utilized by these “best
practice” examples will have an enhanced potential of being embraced. As
these examples are presented, their above average customer service and how it
reinforces other strategic initiatives being undertaken by the FHCC should be
noted.
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Customer Service Track - Objective 2
Assist businesses in crafting messages and educating employees on their role in
customer satisfaction.
Examples of how others within the Fountain Hills community are expanding a
customer service mentality within their employees will be developed through the
first objective in this goal track. To move beyond these local examples, the
FHCC should identify and utilize broader sources to provide educational
resources to community businesses.
Tactic 1
Use employee service materials from organizations like the Arizona Office of
Tourism and the Travel Industry Association – refine to ensure applicability to FH.
A variety of organizations have already developed approaches and course
materials on front line customer service training, particularly as it relates to the
visitor industry. Resources from groups like AOT or TIA should be pursued and
whether they are self administered by the individual organization or presented in
a more organized format, the FHCC should play a central role in securing and
distributing these materials.
24
5.0 Conclusion and Next Steps
The community of Fountain Hills has a strong opportunity to further establish itself
as an important visitor destination, providing a mix of natural assets, Native
American cultural opportunities and art experiences that other regional
competitors cannot duplicate.
In order to act on this opportunity, this strategy outlines three goal tracks and the
FHCC should work to reinforce the essence of the goals tracks. The themes of
community outreach, enhancing assets and expanding customer service should
be understood by members and communicated on an ongoing basis.
F IGURE10
In acting on the noted objectives and tactics, a variety of volunteers will be
required. The FHCC should identify prospective groups and individuals who
could assist in implementation steps and work to ensure their involvement.
Depending on resource availability, timing and prioritization of the tactical steps
should then be developed within the Chamber. It should be recognized that the
strategy and its associated goals will be undertaken over a multiple year basis,
but if continual action is taken, the visitor industry will take on an expanded role,
both as an economic element for the town and an important stimulant for
building quality of life assets for community residents.
25
Appendix I
Study Advisory Team Members
26
FOUNTAIN HILLS CHAMBER OF COMMERCE
BUSINESS VITALITY PLAN ADVISORY COMMITTEE
Honorable Wallace J. Nichols
Mayor, Town of Fountain Hills
wnichols@fh.az.gov
Honorable Raphael Bear
President, Fort McDowell Yavapai Nation
Tim Pickering
Town Manager, Town of Fountain Hills
tpickering@fh.az.gov
Ed Kehe
Councilman, Town of Fountain Hills
ekehe@fh.az.gov
Linda Femiano
Well Dressed Walkers & Wheelchairs
Chair of the Board, Fountain Hills Chamber of Commerce
Femiano_lf@cox.net
Frank Ferrara
President/CEO, FH Chamber of Commerce
frank@fountainhillschamber.com
Mark McDermott
McDermott & Associates
Vice Chair, Fountain Hills Chamber of Commerce
markmcd@cox.net
Bev Belury
John Hersey International
Past Chair, FH Chamber of Commerce
Beverly@johnhersey.com
Dr. Marian Hermie
Superintendent, FH Unified School District
Secretary, FH Chamber of Commerce
mhermie@fhusd.org
27
Robert Lickman
Lickman Enterprises, LTD
Treasurer, FH Chamber of Commerce
rlickman@cox.net
Michael Tyler
Anchor Business Consulting, LLC
FH Chamber of Commerce Board Member
michaeltyler@cox.net
Steve Geiogamah
Tourism Manager, FM Yavapai Nation
sgeiogamah@ftmcdowell.org
Sandi Thompson
President, Fountain Hills Cultural Council
sandinorm@cox.net
Roxanne Boryczki
Arizona Trails Travel Services
Chair, Fountain Hills / Fort McDowell Visitors Bureau
aztrails@arizonatrails.com
Jeremy Hall
President, MCO Properties
jhall@mcoproperties.com
Town of Fountain Hills
Town Council Agenda Action Form
Meeting Type: Work Session Meeting Date: October 10, 2006
Submitting Department: Administration Contact Person: Kate Zanon
Consent: Regular: Requesting Action: Report Only:
Type of Document Needing Approval (Check all that apply):
Public Hearing Resolution Ordinance
Agreement Emergency Clause Special Event Permit
Special Consideration Intergovernmental Agreement Acceptance
Grant Submission Liquor/Bingo License Application Plat
Special Event Permit Special/Temp Use Permit
Other: Discussion
Council Priority (Check Appropriate Areas):
Education Public Fitness Library Services
Public Safety Community Activities Economic Development
Public Works Human Service Needs Parks & Recreation
Town Elections Community Development Finance
Regular Agenda Wording: Discussion of implementing the Strategic Plan priority:
Strictly enforcing the General Plan and the Zoning Ordinance. Comparison of the special use permit process and
the variance process.
Staff Recommendation: Fiscal Impact: No $
Purpose of Item and Background Information: Before Town Council tonight are regulations within the
Zoning Ordinance that are currently special use permits or waivers, but could be variances applications instead.
Changing these regulations could help enforce the General Plan and the Zoning Ordinance.
List All Attachments as Follows: Memorandum
Type(s) of Presentation: Oral Presentation
Signatures of Submitting Staff:
____________________________ _____________________________________
Name Budget Review
(if item not budgeted or exceeds budget amount)
____________________________
Title
____________________________
Town Manager / Designee
TOWN OF FOUNTAIN HILLS
INTER OFFICE MEMORANDUM
ADMINISTRATION
TO: Honorable Mayor and Council DT: October 10, 2006
FR: Kate Zanon, Office of the Town Manager
RE: Town Council Strategic Goal #4,
Objective 4.2
WHY THIS TOPIC:
During the Council Retreat held in February 2006 at Saguaro Lake Ranch, the Council
prioritized and discussed ways to implement the Strategic Plan goals. The executive
management team refined the goals the next week. The retreat results were summarized
in a report titled, ‘Implementing the Strategic Plan, Operational Planning Retreats 2006.’
The Town has already taken steps to achieve Strategic Plan goal #4 to strictly enforce the
General Plan and Zoning Ordinances. We have had success by increasing our variance
filing fees. No variances have been applied for since the fee change was implemented.
There has only been one variance application in 2006. We are currently conducting a
land inventory to assist in population projections. Specifically this work study session is
to discuss Objective 4.2 under Goal #4, which is to eliminate the use of special use
permits in lieu of variances for height and other categories of exception.
COMPARING SPECIAL USE PERMITS TO VARIANCES:
To begin deciding if a special use permit or a variance is the appropriate vehicle to use to
enforce a certain regulation, a definition and discussion of each term may be helpful.
Special Use Permits
A special use permit is a specific approval for a permitted use that has been determined to
be more intense or to have a potentially greater impact than other permitted uses within
the same Zoning District. Uses subject to a special use permit are specifically listed in
the Zoning Ordinance. A special use permit is allowed in the Zoning District and is not
typically a change or relief from development regulations. Some common special use
permits are use of an outside area at a business or extended business hours of operation.
Town Council reviews these applications to ensure the use is in an appropriate location.
For example, daycare facilities, retail stores and restaurants or lounges are all permitted
commercial uses in a C-2 Zoning District. If a restaurant or lounge wants an outdoor
patio, a special use permit is required. The Council review is to ensure that an outdoor
patio, where alcohol is served, is appropriate located next to a surrounding business. For
example, the patio would be appropriate next to retail stores, but not next to daycare
facilities. It is important that the Town Council is involved in this review. Special use
permits are unique circumstances that require insight and judgment - not hard and fast
rules.
The Fountain Hills Zoning Ordinance, in some instances, applies the special use permit
process to areas that do not really deal with use. As a result, Town Council is sometimes
charged with the responsibility of granting or denying relief from development
regulations through the special use permit process.
Variances
A variance is a relief from a development regulation. In general, a variance does not deal
with the use of the land. The use of the land is allowed, but the builder does not want to
build to Town regulations. Thus, a variance deals with how the land is developed. A
variance grants permission to do something normally prohibited by regulations, such as
building higher than allowed or reducing a setback. Variance application filing fees were
substantially increased earlier this year to discourage variance applications. For builders
that choose to apply, the variance should be difficult to receive.
One way to more strictly enforce the General Plan and the Zoning Ordinance is to have
criteria to make decisions. The Board of Adjustment is an appointed, non-political,
quasi-judicial body charged with the responsibility of reviewing cases based on the
finding of fact per four specific criteria. When the Town Council is asked to make these
decisions, they do so with non-written standards or criteria that can change over time as
elected officials change.
The Board of Adjustment has consistent review standards that are used for every request.
This adopted criteria does not change. The four criteria are:
1) There exists special circumstances or conditions regarding the land, building or
use that do not apply to other properties in the District,
2) The special circumstances or conditions are preexisting and are not created or
self-imposed by the owner or applicant,
3) The variance is necessary for the preservation of substantial private property
rights; without the variance the property cannot be used for the purposes
otherwise allowed in the District, and
4) The variance will not be materially detrimental to persons residing or working in
the vicinity, to adjacent property or to the neighborhood or the public welfare.
If the majority of the Board members find all four criteria exist, the variance is granted.
If any of the four criteria are not found to be true by the majority, the variance is denied.
In the past five years staff has received eight variance requests. Five of the eight went
before the Board of Adjustment, and three of the eight applications were withdrawn. Of
the five applications heard by the Board of Adjustment two of the applications were
approved, one application was partially approved, and two applications were denied.
REGULATIONS UNDER REVIEW
Staff reviewed the entire Zoning Ordinance and identified regulations that, if amended,
could increase the Council’s ability to more strictly enforce the General Plan and Zoning
Ordinance so that Council will not be put in the uncomfortable situation of determining
when relief from a development standard should be granted or denied. The Board of
Adjustment could make these decisions based on the established criteria above.
There are ten regulations before Town Council tonight. Nine of the ten regulations are
currently special use permits or waivers, but could be variance applications instead. One
2
of the ten regulations is a permitted regulation allowing an exception for R1-10 Zoning
Districts only; this regulation could be a variance. Please review and provide staff
direction on the regulations that the Council would like to see Ordinance amendments
prepared for. The proposed changes are summarized below in the following chart.
Proposed Regulation Changes
Ordinance
Number
Regulation Recommended
Change
Application
in the Past
2 Years
Approved
or
Denied
11.03.C
and 11.10
Town Council height
waiver for Non-
Residential Bldg. in a
Residential District
Remove the
waiver and make a
variance
1 Denied
11.03.D Town Council setback
waiver for Non-
Residential Bldg. in a
Residential District
Remove the
waiver and make a
variance
0 N/A
10.02.A.13.i Guest House criteria
appeal to Town Council
Remove the
special use permit
appeal and make a
variance
0 N/A
5.11.G.4 Clearing not in plan
conformance
Remove the
special use permit
and make a
variance
0 N/A
5.12.E Special use permit for
vending machines
Remove the
special use permit
and make a
variance
0 N/A
5.06.I
Solar unit criteria appeal
to Town Council
Remove the
appeal and make a
variance
0 N/A
4.01.E.3 Extension of a non-
conforming use
Remove the
special use permit
and make a
variance
0 N/A
Staff recognizes the importance of the Council reviewing cut/fill waivers for new
subdivision development. Staff is suggesting that cut and fill waiver applications be
divided into two categories: 1) small lot development, and 2) lots of five acres or more
and subdivision development. If the Council wishes to have criteria for small lot cut/fill
situations, these applications can go through the variance process. The Town Council
could retain the review of larger developments, such as developments of five acres or
more, or subdivision developments. This will allow Council to determine allowances for
most new developments in the Town and ensure the best design is achieved for the
3
community. In land planning there are occasions when increasing the amount of cut or
fill will result in a better overall development for the Town.
The result of this proposed regulation change would be a reduction in the number of
cut/fill applications in front of Council. Only significant waivers that could effect
substantial development in the Town would go before the Council. For example, single-
family lot applications could be sent to the Board of Adjustment and the Town Council
would review applications such as Firerock Parcel B and the Fountain Hills Conference
and Resort.
In the past five years 12 cut/fill applications have gone before the Town Council. Only
three of the 12 applications have been for developments greater than five acres or for
subdivision development, i.e., the two mentioned above and Firerock Plaza on Shea. The
remaining nine applications have all been for small, single-family lots. Based on past
application history, this proposed amendment would help the Council to more strictly
enforce the General Plan and the Zoning Ordinance.
5.11.C.4 Cut/fill waiver for fills
or cuts over 10 feet
1) Send site
specific waivers to
Board of
Adjustment, and
2) amend PUD
regulations to
provide for Cut/
Fill allowances
See above All
approved
This final Ordinance for your review is currently a permitted exception within the Zoning
Ordinance. As this swimming pool setback exclusion is only for R1-10 Zoning Districts,
staff is suggesting that this Ordinance be removed and setback reductions for swimming
pools be an application to the Board of Adjustment.
Ordinance
Number
Regulation Recommended
Change
Application
in the Past
2 Years
Approved
or
Denied
5.06F R1-10 Swimming
pool setback exclusion
on a street side yard
Remove the section N/A N/A
CONCLUSION:
Staff’s intention tonight was to provide for the Council’s review and discussion a
comprehensive list of amended regulations that would aid enforcement of the General
Plan and the Zoning Ordinance. Amendments will be prepared for a future meeting based
on direction provided by the Council.
4
INDIVIDUAL ORDINANCE EVALUATIONS:
The same regulations summarized in the chart above are reviewed in detail below. Under
each regulation the current language is provided with suggested amendments as well as
an explanation for the proposed amendment.
Chapter # 11
11.03.C and 11.03.D (page 5 of 9) – Special use for non-residential buildings over 30
feet
Discussion: The Zoning Ordinance has clear development standards for all zoning
districts. Variations from these standards require application to the Board of Adjustment.
Height is one of few building standards that have an appeal process to Town Council
instead of an application to the Board of Adjustment. In 2005, the Town Council
reviewed an application to build a nursing home in a Multi-Family Residential Zoning
District. The building was originally planned to go over height and the Town Council
continued the application for design revisions that did not include an over height request.
Staff is recommending that height appeals go before the Board of Adjustment as other
building regulations do.
The Multi-family Zoning District allows for some non-residential uses. In order to
maintain the character of the residential neighborhood all buildings, residential or not
should conform to the Zoning District regulations. Setbacks allow for separation
between buildings as well as landscape buffers between uses. Staff has not found record
of this request coming before Town Council in the past two years. Staff is
recommending that the variance process be used to alter setbacks for non-residential
buildings in Residential Zoning Districts.
Proposed Change – Remove sections “C” and “D” as follows
Section 11.03 Uses Subject to Special Use Permits in an M-1, M-2, M-3, R-3, R-4 and R-5
Zoning Districts are as follows:
A. Hotels and motels in an R-5 Zoning District only.
B. Nursing homes, convalescent homes and homes for the aged.
C. Non-residential building over 30 feet in height, but not to exceed 40 feet in height.
D. Required setbacks for non-residential buildings may be modified at the discretion of
the Town Council
All uses subject to a special use permit are subject to the lot coverage, setback, density
and other requirements stated in Chapter 11, Section 11.09, of this Ordinance. Sign
regulations for an C-1 Zoning District are applicable for a hotel/motel use in an R-5
Zoning District.
11.10 Multi-Family District Chart (page 9 of 9) –“e” allowing non-residential buildings
to go over 30 feet with a special use permit.
Discussion: The Zoning Ordinance has clear development standards for all zoning
districts. Variations from these standards require application to the Board of Adjustment.
Height is one of few building standards that have an appeal process to Town Council
5
instead of an application to the Board of Adjustment. Staff is recommending that height
appeals be a variance application before the Board of Adjustment.
Proposed Change – Remove section “e” as follows
Footnotes associated with the Multi-Family Zoning District Zoning
Ordinance Summary Chart
a. 1.5 TIMES THE HEIGHT OF THE ABUTTING BUILDING WALL PLANE, WHICHEVER IS
GREATER.
b. OR HEIGHT OF ABUTTING BUILDING WALL PLANE, WHICHEVER IS GREATER.
c. THE HORIZONTAL SEPARATION MUST BE AT LEAST EQUAL TO THE VERTICAL HEIGHT OF
THE HIGHEST ADJACENT BUILDING.
d. OR HEIGHT OF THE BUILDING, WHICHEVER IS GREATER.
e. BY SPECIAL USE PERMIT ONLY, NON-RESIDENTIAL BUILDINGS MAY HAVE A HEIGHT OVER
30 FEET, BUT NOT HIGHER THAN 40 FEET.
f. INCLUDING ANY EXTERIOR STAIRWELLS.
g. FOR INHABITED STRUCTURES. ACCESSORY STRUCTURES ARE REGULATED IN CHAPTER
5, SECTION 5.06.
Chapter #10
10.02.A.13.i (page 6 of 11) – Guest House criteria appeal to Town Council
Discussion: Clear criteria for the construction of a guesthouse are in the Zoning
Ordinance. Prior to this criteria being adopted in May 2002, all guest house applications
were approved by special use permit. Since the 2002 regulation change, staff reviews
applications for a guest house and then works with the applicant to bring the guest house
plans into conformance. Staff has no record of any guest house regulation appeals since
the Guest House Ordinance was adopted. Staff is recommending removal of the special
use permit section.
Proposed Change – Remove section “i” as follows
13. Guest Houses, attached or detached, provided that:
a. Structure must conform to all minimum setback requirements.
b. An attached Guest House may be located in front of the primary structure if the
Guest House is attached by a common wall.
c. A detached Guest House structure must be located no further in front of the main
structure than ½ the distance of any one side of the Guest House.
d. May not exceed thirty (30) percent of the square footage of the livable area of the
primary structure.
e. Shall not exceed fifteen (15) feet in height.
f. A detached Guest House shall not contain any of the following:
1. An attached garage.
2. Kitchen facilities (oven or stove).
g. Must be connected to primary structure's utilities, and shall not have 220 volt
electrical service to any part or common wall, with the exception of a hardwired air
conditioning unit.
h. May not be used for any commercial or non-residential uses.
i. May be appealed by Special Use Permit to Town Council.
6
Chapter #5
5.11.G.4 (page 24 of 32) – Special use permit to undertake clearing not in conformance
with the plan of development
Discussion: The Planning and Zoning Department does not have record of receiving a
special use permit application for site clearing or grading not in conformance with the
Plan of Development. Plans go through Concept review, and then Site Improvement
review. If site work is not being done in conjunction with the Plan of Development then
a plan addendum is filed. Town staff encourages developers to update their plans, rather
than ask for relief from their plan. Staff is recommending removal of the special use
permit section.
Proposed Change – Remove the section
Land Disturbance Standards
G. Procedural Regulations
4. Special Use Permit. A special use permit shall be required for any person, firm, or
corporation to undertake clearing or any work regulated by Chapter 70 of the Uniform Building
Code when not in accordance with a Plan of Development as determined by the Community
Development Director.
5.12.E (page 24 of 32) – Special use permit to have more than 3 vending machines
Discussion: The Planning and Zoning Department does not have record of receiving a
special use permit application for vending machines. The Code Enforcement department
has no record of a violation related to number of vending machines at a business. As this
has never surfaced as a Town problem staff is recommending removal of the special use
permit option.
Proposed Change – Remove the last sentence as follows
Outdoor Storage
E. Vending Machines.
Up to three (3) vending machines placed outdoors on one property is permitted. Permission to
maintain in excess of three (3) vending machines outdoors on one property shall be by special use
permit.
5.06.I (page 6 of 32) – Solar unit criteria appeal to Town Council
Discussion: The Town has set standards for the installation of solar units. Installation
should meet Ordinance specifications. Town staff has reviewed approximately five solar
unit applications in the past two years all of which have been in conformance with zoning
regulations. Staff is recommending removal of the special use permit appeal to Town
Council.
Proposed Change – Remove the last sentence as follows
I. Solar Units
7
Solar heating, cooling units, solar greenhouses and associated apparatus shall be located behind
the front line of the primary structure on the front, and behind the street side of the primary
structure on the street side of a corner lot, shall not cover more than thirty (30) percent of any side
or rear yard, shall be at least three (3) feet from any rear and side lot lines, shall be at least six (6)
feet from any other structure, and shall not exceed twelve (12) feet in height. With the exception
of the solar panels, any solar heating or cooling unit shall be screened from public view. An
application for a Solar Unit that does not meet the above requirements may be appealed to the
Town Council by Special Use Permit.
Chapter #4
4.01.E.3 (page 4 of 4) – Extension of a non-conforming use
Discussion: The Town rarely receives requests for an extension of a non-conforming use.
There have been no requests for this type of application in the past two years. In the rare
circumstance where a property owner wants to extend a non-conforming use planning
staff works with the applicant to bring the addition or extension into conformance with
current regulations. Staff is recommending removal of this section.
Proposed Change – Remove the section as follows
E. Extensions
1. Any extension of a nonconforming structure shall conform with all regulations for the
zoning district in which such structure is located.
2. All changes to distinguishing traits or primary features of the use of a building or land as
evidenced by increased parking requirements, change of occupancy, change of outside storage,
or other features, occurring to existing properties after the effective date of this Zoning
Ordinance, shall be subject to all of the provisions of this Zoning Ordinance.
3. Any extension of a nonconforming use shall be by special use permit issued by the Town
Council subject to the following limitations:
a. The extension of a lawful use to any portion of an existing nonconforming building
shall not be deemed the extension of a nonconforming use.
b. No nonconforming use shall be extended to displace a conforming use.
c. A nonconforming use of a building or lot shall not be changed to another
nonconforming use whatsoever. Changes in use shall be made only to a conforming use.
d. Once changed to a conforming use, no building or land shall be permitted to revert to
a nonconforming use.
Chapter #5
5.11.C.4 (page 19 of 32) – Cut/Fill waiver for fill or cuts over 10 feet
Discussion: The Town has detailed cut and fill standards. These standards ensure that
development with in the Town is respectful of the natural topography. While at times a
true hardship is found with these standards such as in large lot development and
subdivision development, in many circumstances creativity by the architect and engineer
would alleviate the problem. The current process for relief from cut and fill standards is
8
a special use permit to Town Council. The variance process would also allow for relief
from Town standards if a true hardship were found.
In the past two years Town Council has reviewed approximately five cut or fill requests,
four requests have been for single lots, one for a subdivision. In all cases the Town
Council has approved the requests.
Proposed Change – Remove half the last sentence as follows
C. Cut and Fill Standards
4. Limitations on Cut and Fill. The height of any fill or the depth of any cut area, as measured
from natural grade shall not be greater than ten (10) feet regardless of whether the fill or cut is
retained, unretained, or a combination thereof. The total combined height of any fill or the depth
of any cut area as a result of subdivision improvement grading and/or any subsequent grading,
including but not limited to grading approved as a part of building permit approval, shall not total
more than ten (10) feet, as measured from natural grade, unless otherwise provided in this section.
These limitations may be waived by the Town Council, FOR DEVELOPMENT OF 5 ACRES
OR GREATER OR SUBDIVISIONS, and in the case of unexposed basement cuts, may be
approved by the Zoning Administrator as provided in subsection B below.
5.06.F (page 5 of 32) – R1-10 Swimming pool setback exclusion on a street side yard
Discussion: Only properties in the R1-10 Zoning District are allowed this setback
exclusion for swimming pools in the front of a property. Other Zoning Districts have
properties where street setbacks have increased since Town Incorporation, but these
properties are required to apply for a variance for setback exclusion. In looking through
building permits over the past two years, staff did not find any permits where this
regulation has been applied. It seems appropriate and just to require all properties
regardless of Zoning District to go before the Board of Adjustment, therefore staff is
recommending removal of this regulation.
Proposed Change – Remove the section as follows
F. Swimming Pools
Any swimming pool in any zone shall not be located in the required front or street side yard and
shall be at least three (3) feet from any rear and interior side lot lines, and shall maintain side yard
setbacks from the street side lot lines as required for the main structure in that zone. However, a
new swimming pool and a new pool enclosure fence or wall (but not pool equipment) may be
built while observing a street side-yard setback of between ten (10') and twenty feet (20') if all of
the following conditions apply:
1. The property must be located within the "R1-10" Zoning District.
2. The development of a wall or fence must be a part of a new swimming pool building
permit application in order for the wall or fence to be located within the street side-yard
setback.
3. A single-family house must have been developed on the property under a building
permit issued prior to November 18, 1993 and the single-family house or a portion of the
house (not including unenclosed porches or patios) must have been built between the then
minimum street side-yard setback line of ten feet (10') and the current street side-yard
setback of twenty-feet (20').
9
4. No pool enclosure wall or fence shall, in the opinion of the Town Engineer, be
permitted within twenty (20') feet of a street-side property line if such a wall or fence:
a. Infringes on vehicular sight line, and/or is within 50' of a street intersection.
b. Encroaches into any public utility easement, drainage easement or drainage
flow path.
c. Would be located in an area that would be needed for future utility lines,
boxes, or structures.
d. Would be located in an area that would be needed for future utility lines,
boxes, or structures.
e. Is located within a roadway "clear zone":
f. Is needed to convey flood flows.
5. If all of the conditions as stated in subsections 1 through 4 above are met, a mew
swimming pool and a new pool enclosure fence or wall (but not pool equipment) may be
built while observing not less than the street side-yard setback of between ten-feet (10')
and twenty-feet (20') as observed by the single-family house. for example, if a house in
the "R1-10" Zoning District was built in 1990 and if one corner of the house was built
observing a twelve (12') street side-yard setback, a new pool enclosure wall or fence and
a new swimming pool could be built while observing a twelve (12') street side-yard
setback.
10