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Home My WebLink AboutR2-15-07 NOTICE OF EXECUTIVE AND REGULAR SESSIONS OF THE FOUNTAIN HILLS TOWN COUNCIL Mayor Wally Nichols Councilmember Mike Archambault Councilmember Henry Leger Councilmember Ginny Dickey Vice Mayor Keith McMahan Councilmember Ed Kehe Councilmember Jay Schlum TIME: 5:30 P.M. to 6:30 P.M. - EXECUTIVE SESSION (Executive Session will be held in 2nd floor Conference Room) 6:30 P.M. - REGULAR SESSION WHEN: THURSDAY, FEBRUARY 15, 2007 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. Z:\Council Packets\2007\R2-15-07\Agenda 2-15-07.doc Last printed 2/9/2007 2:02 PM • CALL TO ORDER –Mayor Nichols 1. ROLL CALL AND VOTE TO GO INTO EXECUTIVE SESSION: (i) Pursuant to § 38- 431.03(A)(3), For discussion or consultation for legal advice with the attorney or attorneys of the public body. (Specifically, legal advice regarding access into the Preserve.) 2. RETURN TO REGULAR SESSION • CALL TO ORDER AND PLEDGE OF ALLEGIANCE – Mayor Nichols • INVOCATION – Pastor Tony Pierce, First Baptist Church • ROLL CALL –Mayor Nichols 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 February 1, 2007. 2.) CONSIDERATION of approving a SPECIAL EVENT LIQUOR LICENSE for Fountain Hills Post No. 58, The American Legion, located at 16837 E. Parkview Avenue, scheduled for Saturday, March 10, 2007, from 9:00 a.m. to 11:59 p.m. 3.) CONSIDERATION of approving a SPECIAL EVENT LIQUOR LICENSE for Fountain Hills Post No. 58, The American Legion, located at 16837 E. Parkview Avenue, scheduled for Saturday, March 17, 2007, from 9:00 a.m. to 11:59 p.m. 4.) CONSIDERATION of RESOLUTION 2007-06, abandoning whatever right, title, or interest the Town has in portions of the certain public utility and drainage easements located at the easterly property line of Plat 605D, Block 2, Lot 7 (15418 E. Mustang Drive) as recorded in Book 164 of Maps, Page 15 Records of Maricopa County, Arizona. EA06-16 [Russo] 5.) CONSIDERATION of RESOLUTION 2007-07, abandoning whatever right, title, or interest the Town has in portions of the certain public utility and drainage easements located at the northeasterly property line of Plat 505D, Block 2, Lot 50 (15504 E. Grassland Drive) as recorded in Book 158 of Maps, page 41 Records of Maricopa County, Arizona, subject to stipulations. EA06-17 [Buehs] REGULAR AGENDA 6.) REVIEW the COUNCIL GOALS established at the Council’s retreat. 7.) CONSIDERATION of combining and consolidating the JOB DESCRIPTIONS of the Assistant Town Manager and Economic Development Specialist to Assistant to the Town Manager and Public Information Officer. Z:\Council Packets\2007\R2-15-07\Agenda 2-15-07.doc Last printed 2/9/2007 2:02 PM 8.) SUMMARY of COUNCIL REQUESTS by Town Manager. 9.) 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 10.) ADJOURNMENT. DATED this 9th day of February, 2007. Bevelyn J. Bender, 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 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\2007\R2-15-07\Agenda 2-15-07.doc Last printed 2/9/2007 2:02 PM TOWN OF FOUNTAIN HILLS TOWN COUNCIL AGENDA ACTION FORM Meeting Date: February 15, 2007 Meeting Type: Regular Agenda Type: Consent Submitting Department: Administration Staff Contact Information: Bevelyn J Bender, 480-816-5115, bbender@fh.az.gov Strategic Priority: Not applicable Council Goal: Not applicable REQUEST TO COUNCIL: CONSIDERATION of approving the Town Council meeting MINUTES from February 1, 2007. Applicant: N/A Applicant Contact Information: N/A Property Location: N/A Related Ordinance, Policy or Guiding Principle: A.R.S. §38-431.01 Staff Summary (background): The intent of approving previous meeting minutes is to ensure an accurate account of the discussion and action that took place at that meeting for archival purposes. Minutes are placed on the Town’s website in compliance with state law within the two days of Council approval. Risk Analysis (options or alternatives with implications): N/A Fiscal Impact (initial and ongoing costs; budget status): N/A Recommendation(s) by Board(s) or Commission(s): N/A Staff Recommendation(s): Approve SUGGESTED MOTION: Move to approve the meeting minutes Attachment(s): None Page 1 of 2 Submitted by: __________________________________________ Approved: _________________________________________ Town Manager Date Bevelyn J. Bender/Town Clerk 2/15/07 Approved by: ___________________________________________ Department Director Date TOWN OF FOUNTAIN HILLS TOWN COUNCIL AGENDA ACTION FORM Meeting Date: February 15, 2007 Meeting Type: Regular Agenda Type: Consent Submitting Department: Administration Staff Contact Information: Bevelyn J Bender, 480-816-5115, bbender@fh.az.gov Strategic Priority: Not applicable Council Goal: Not applicable REQUEST TO COUNCIL: CONSIDERATION of approving a SPECIAL EVENT LIQUOR LICENSE for Fountain Hills Post No. 58, The American Legion, located at 16837 E. Parkview Avenue, scheduled for Saturday, March 10, 2007, from 9:00 a.m. to 11:59 p.m. Applicant: N/A Applicant Contact Information: Ken Bowman, 480-837-5958 Property Location: 16837 E Parkview Ave., Fountain Hills Related Ordinance, Policy or Guiding Principle: A.R.S. § 4-203.02, 4-244, 4-261; Rule R19-1-228, R19-1-235, R19-1-309 Staff Summary (background): This application was submitted on January 18, 2007, for the purpose of support for the Chamber of Commerce Motorcycle Rally. Staff reviewed the Special Event Liquor License application for compliance and found no issues that would prohibit this application going forward to Council for their recommendation to the Arizona Department of Revenue. Risk Analysis (options or alternatives with implications): N/A Fiscal Impact (initial and ongoing costs; budget status): N/A Recommendation(s) by Board(s) or Commission(s): N/A Staff Recommendation(s): Staff requests that the Council consider a issuing a favorable recommendation to the Arizona Department of Liquor regarding this application. SUGGESTED MOTION: Move to approve the Special Event Liquor License application for the American Legion Post 58. Attachment(s): Front page of the Special Event Liquor License application, Law Enforcement’s memo, and a summary of staff’s recommendation Page 1 of 2 Submitted by: ________________________________________________ Bevelyn J. Bender/Town Clerk 2/15/07 Approved: _________________________________________ Town Manager Date Approved by: ___________________________________________ Department Director Date TOWN OF FOUNTAIN HILLS TOWN COUNCIL AGENDA ACTION FORM Meeting Date: February 15, 2007 Meeting Type: Regular Agenda Type: Consent Submitting Department: Administration Staff Contact Information: Bevelyn J Bender, 480-816-5115, bbender@fh.az.gov Strategic Priority: Not applicable Council Goal: Not applicable REQUEST TO COUNCIL: CONSIDERATION of approving a SPECIAL EVENT LIQUOR LICENSE for Fountain Hills Post No. 58, The American Legion, located at 16837 E. Parkview Avenue scheduled for Saturday, March 17, 2007, from 9:00 a.m. to 11:59 p.m. Applicant: N/A Applicant Contact Information: Ken Bowman, 480-837-5958 Property Location: 16837 E Parkview Ave., Fountain Hills Related Ordinance, Policy or Guiding Principle: A.R.S. § 4-203.02, 4-244, 4-261; Rule R19-1-228, R19-1-235, R19-1-309 Staff Summary (background): This application was submitted on January 18, 2007, for the purpose of their St. Patrick’s Day Open House. Staff reviewed the Special Event Liquor License application for compliance and found no issues that would prohibit this application going forward to Council for their recommendation to the Arizona Department of Revenue. Risk Analysis (options or alternatives with implications): N/A Fiscal Impact (initial and ongoing costs; budget status): N/A Recommendation(s) by Board(s) or Commission(s): N/A Staff Recommendation(s): Staff requests that the Council consider issuing a favorable recommendation to the Arizona Department of Liquor regarding this application. SUGGESTED MOTION: Move to approve the Special Event Liquor License application for the American Legion Post 58. Attachment(s): Front page of the Special Event Liquor License application, Law Enforcement’s memo, and a summary of staff’s recommendation Page 1 of 2 Submitted by: ________________________________________________ Bevelyn J. Bender/Town Clerk 2/15/07 Approved: _________________________________________ Town Manager Date Approved by: ___________________________________________ Department Director Date TOWN OF FOUNTAIN HILLS TOWN COUNCIL AGENDA ACTION FORM Meeting Date: February 15, 2007 Meeting Type: Regular Agenda Type: Regular Submitting Department: Administration Staff Contact Information: Tim Pickering, Town Manager, 480-816-5107, tpickering@fh.az.gov Strategic Priority: Not applicable Council Goal: Not applicable REQUEST TO COUNCIL: REVIEW the COUNCIL GOALS established at the Council’s retreat. Applicant: N/A Applicant Contact Information: N/A Property Location: N/A Related Ordinance, Policy or Guiding Principle: N/A Staff Summary (background): The Council held their goal setting retreat on February 2, 2007. A report on the goals established by the Council has been complied by the retreat facilitator. To ensure clarity, the Council is being asked to review the goals before the staff begins to develop an implementation plan. Risk Analysis (options or alternatives with implications): N/A Fiscal Impact (initial and ongoing costs; budget status): N/A Recommendation(s) by Board(s) or Commission(s): N/A Staff Recommendation(s): N/A SUGGESTED MOTION: N/A Attachment(s): Report entitled, “Implementing the Strategic Plan, Council Planning Retreat 2007.” Submitted by: ___________________________________________ Name/Title Date Approved: _________________________________________ Town Manager Date Approved by: ___________________________________________ Department Director Date Our Town. Our Choices. A Road Map to the Future Implementing the Strategic Plan Council Planning Retreat 2007 Town Council Planning Retreat February 2, 2007 ● Boulder House DRAFT: February 7, 2007 Facilitation and Report: www.BlackerbyAssoc.com (602) 908-1082 FOUNTAIN HILLS STRATEGIC PLAN D R A F T TOWN OF FOUNTAIN HILLS COUNCIL PLANNING RETREAT 2007 Implementing the Strategic Plan - i - Draft February 7, 2007 Table of Contents Page Introduction......................................................................................................................................1 Executive Summary: Action Plan for Fiscal Year 2007-2008.........................................................2 Strategic Priorities for Years 1-2.........................................................................................2 Strategic Priorities for Years 3-5.........................................................................................3 Other ....................................................................................................................................4 Council Retreat: Teambuilding........................................................................................................5 Council Retreat: Process Improvement Brainstorming ...................................................................7 D R A F T TOWN OF FOUNTAIN HILLS COUNCIL PLANNING RETREAT 2007 Implementing the Strategic Plan - 1 - Draft February 7, 2007 Introduction On February 2, 2007, the Town of Fountain Hills Town Council and Town Manager met at Boulder House to consider goals and objectives for the 2007-2008 budget year, July 1, 2007 through June 30, 2008. This one-day off-site retreat is part of an annual planning program. The meeting was posted as a public meeting, though no decisions were made and no formal votes were taken. The participants included: • Mayor Wally Nichols • Vice-Mayor Keith McMahan • Council Member Mike Archambault • Council Member Ginny Dickey • Council Member Ed Kehe • Council Member Henry Leger • Town Manager Tim Pickering Council Member Jay Schlum was absent due to illness. He expressed his disappointment at not being able to participate in this planning process. Several Senior Staff members were present as observers, as were a few members of the public. Only Council Members, the Town Manager and the facilitators participated in the discussions, though some Senior Staff members responded to direct questions. The retreat was facilitated by Phillip Blackerby and Lynne Brown of Blackerby Associates. Three weeks later, February 23, 2007, the Town’s Senior Staff is scheduled to meet at the same location to consider the Council’s goals and objectives, and to develop tactical and operational objectives for the 2007-2008 budget year. This one-day off-site retreat is also part of an annual operating planning program. This document summarizes the results of the Town Council retreat. In March, 2007, the Town Council will consider adopting the goals and objectives in this report—as well as tactical and operational objectives to be developed by the Staff—as its priorities for budget year 2007-2008. Town Senior Staff will then develop internal operating plans to identify and sequence tasks and staff assignments to implement the adopted goals and objectives. Senior Staff will also report periodically to the Town Council on progress in achieving the goals and objectives. D R A F T TOWN OF FOUNTAIN HILLS COUNCIL PLANNING RETREAT 2007 Implementing the Strategic Plan - 2 - Draft February 7, 2007 Executive Summary Action Plan for Fiscal Year 2007-2008 During the Town Council retreat, participants set goals through Fiscal Year 2007-2008 (July 1, 2007 to June 30, 2008, as guidance to the Staff. They are arrayed below consistent with the struc- ture of the Town’s Strategic Plan 2006-2010, adopted December 1, 2005, which lists Strategic Priorities for the first two years of the planning period, 2006-2007, and for years 3-5 of the planning period, 2008-2010. The Town Council selected six topics for goal development. In interviews with the facilitators prior to the retreat, Council Members identified topics they thought the Council should address in the next year. The facilitators consolidated those topics into a single list, arrayed against the Strategic Plan. In the retreat, Council Members added several topics to the list. Council Mem- bers used seven red “dots” (stickers) to indicate their choices for goal development topics, using only one dot for any topic. The topics receiving the highest numbers of dots, and at least four dots, were selected for goal development. The six topics the Council selected for developing goals for Fiscal Year 2007-2008, in no particular order, are: • Financial implementation of Strategic Plan; • Revenue shortfall; • Annex State Trust Land; • Enhance pedestrian safety; • Enhance environmental stewardship; and • Enhance economic development. Strategic Priorities, Years 1-2 Develop financial implementation plan for strategic priorities by June 30, 2006. Goal 1. To create a timeline and implementation plan for the second year of the Strategic Plan. Resolve projected revenue shortfall by Dec. 31, 2007 Goal 2. To make a recommendation by December 31, 2007 for a resolution of the revenue shortfall, for the community. Goal 3. To contract an economic study of the current and future impacts of changes in key revenue options. D R A F T TOWN OF FOUNTAIN HILLS COUNCIL PLANNING RETREAT 2007 Implementing the Strategic Plan - 3 - Draft February 7, 2007 Strategic Priorities, Years 1-2 (Cont.) Work with local schools The Council noted that it will continue ongoing activities working with the Fountain Hills Unified School District the next year, including development of joint-use parks on District lands. Low-water native landscaping The Council noted that this Strategic Priority was effectively achieved in Fiscal Year 2006-2007. Strictly enforce General Plan & zoning ordinances The Council noted that it will continue ongoing implementation of this Strategic Priority during the next year. Create commercial architecture review board The Council noted that this Strategic Priority was effectively achieved in Fiscal Year 2006-2007. Annex State Trust Land The Council noted that, while it did annex the State Trust Land during 2006, the State Land Commission has not yet sold the land (auction is scheduled March 15, 2007). Whenever it is sold, additional work with the new owner will be required before the land is developed. Goal 4. To ensure responsible development (when sold) of the State Trust Land for the community, in keeping with the character of the community. Strategic Priorities, Years 3-5 Enhance pedestrian safety Goal 5. To improve pedestrian safety for residents and visitors Objective 5.1. To build pedestrian walkways to and from schools for students. Objective 5.2. To connect sidewalks where a gap exists that forces pedestrians into the street along major thoroughfares.. Objective 5.3. To assess the adequacy of crosswalks for pedestrians. D R A F T TOWN OF FOUNTAIN HILLS COUNCIL PLANNING RETREAT 2007 Implementing the Strategic Plan - 4 - Draft February 7, 2007 Strategic Priorities, Years 3-5 (Cont.) Enhance stewardship of the natural environment Goal 6. To provide open access to the McDowell Mountain Preserve for the public. Goal 7. To create a responsible environmental policy for the community, addressing: dark skies, water, noise, recycling, hazardous waste, energy, solar energy, solid waste, trails and natural environment. Other The following issue was raised in the Town Council’s discussions at the retreat. It is supple- mental to the structure of Strategic Priorities in the Town’s Strategic Plan 2006-2010. Business relations: integration with the Town and economic development (5 dots) Goal 8. To promote commercial development and business vitality in Fountain Hills, to meet consumer needs. D R A F T TOWN OF FOUNTAIN HILLS COUNCIL PLANNING RETREAT 2007 Implementing the Strategic Plan - 5 - Draft February 7, 2007 Council Retreat: Teambuilding As an icebreaker and teambuilding exercise, Council Members were asked to share some per- sonal information in response to the following questions. These questions were adapted for the Town Manager, shown below. • Why did you originally decide to run for Town Council? • Why do you think you were elected? • What is your Role? • What do you need from others to do your role the way you would like to? The responses to these questions included: Town Council Members: Why did you originally decide to run for Town Council? • Public service, contribute, active in community, 3 generations, vision for town to evolve into small town, safe, business friendly, education, art, environment… woman on Council. • Lots of issues: preserve State Trust Land, environment. • Distraught over direction of town. • Chaos. • Not enough business representation, opposed preserve…the original plan. • Advance vision and values, financial health, downtown businesses, quality of life, growth, strategic plan. Why do you think you were elected? • Committed, non-partisan, know a lot of people. • Vision resonated, changed direction, strategic plan. • Well-known, experienced: roads, schools, Chamber of Commerce. • Citizen focused, positive, optimism, not one issue candidate. • Lot of shoe leather, listened, put face to name…always ask why not? • Listener…75 coffees, house to house, face to face. Then unopposed for next election. What is your Role? • Listen, act, plan, improve quality of life. • Open mind, no agenda…further cause of open government. • Represent my vision…balance, planned community…diversity…build a city. • Represent and serve, objective, best interest of town, informed decisions, learn, lead with integrity, high involvement. • Finger on pulse, listen and act, follow and lead. • Leadership: facilitate, build consensus, outside face of community. D R A F T TOWN OF FOUNTAIN HILLS COUNCIL PLANNING RETREAT 2007 Implementing the Strategic Plan - 6 - Draft February 7, 2007 What do you need from others to do your role the way you would like to? • Trust, full knowledge, share goals. • Communication leads to wise decisions. • Cooperation, communication, support, camaraderie. • Open, honest communication, non-manipulative, whole story, objective, complete, timely, lead time, respect, managed resistance, ask for my input. • Respectfully listen to each other. Follow the organization chart…the citizens at the top of the chart, then the Town Council, then the Town Manager. • No surprises, pre-work, open, honest, good data, good staff, committed to excellence, prepare. Town Manager: Why did you originally apply for this job? • Taco Bell; that is, when you enter Fountain Hills, you know you are in a special place.. • Nice look of the town and the size of the town. Why do you think you were appointed? • Experience in public safety and economic development. • Tough situation in 2002. • Fire department. What is your Role? • Coach, motivate, empower, and focus on goals. • Support the Council, give advice, pros and cons, protect Council, media relations. • Project manager. What do you need from others to do your role the way you would like to? • Get the pulse of the community from the Council. • Resources to accomplish goals. • Continue support…no shifting sands. • Responsibility…allow us to fail. • Respect and honesty. D R A F T TOWN OF FOUNTAIN HILLS COUNCIL PLANNING RETREAT 2007 Implementing the Strategic Plan - 7 - Draft February 7, 2007 Council Retreat: Process Improvements Brainstorming During the interviews, Council Members raised some process-related concerns under four key topics: role clarity, communications, teamwork and problem solving. As a teamwork exercise, Council Members met in pairs to brainstorm ways to improve Council processes in these areas. The following lists summarize the Council Members’ ideas. In addition, Council Members identified a few items under “Next Steps.” Like all brainstorming exercises, ideas were captured regardless of merit. This list has not been narrowed to items the Council wishes to work on; it is simply a list of ideas. Role Clarity 1. Organization chart: Action item: create a “Council 101” Training for Council, candidates, and staff. a. Q: Who is the top official for the town: the Town Manager or the Town Council? b. A: The Town Council. 2. Public perception. 3. Action item: Need position descriptions (roles/responsibilities) for the Council, the Town Manager, and the staff. These should also indicate who is accountable for what. We need to discuss this as a group. a. Q: Is their room in the organization chart for the Council to deal directly with the staff? Can Town Council deal directly with problems? b. A: It is recommended that Members go through the Town Manager. 4. “Crossing lines” is not always clear. It is broken or fuzzy. Action item: If Town Council Members forward something to the staff…the staff needs to “close the loop” with the Town Council Members who refer the item. Also if Town Council has strategic thoughts they would like implemented…they want to make sure these strategies are implemented as they envisioned them. 5. According to the organization chart, the citizens instruct Council Members who create policies to be implemented by the Town Manager and his staff. 6. Town Council does policy development: creation and implementation. 7. Council as legislators…passing laws…vs. meeting on development…it is not Council’s role to meet with individual developers. 8. There are Council limitations as individual Council Members. Action item: these need to be clearly delineated. 9. Action item: public protocol: who has permission for direct connectivity with the public…interaction with our constituents? 10. Research responsibilities: a. Q: Action item: How much is the Town Council supposed to do? b. A: This was not answered. D R A F T TOWN OF FOUNTAIN HILLS COUNCIL PLANNING RETREAT 2007 Implementing the Strategic Plan - 8 - Draft February 7, 2007 11. Town Council stays on the balcony at the 30,000 foot level. Is this true? 12. Always respond to constituents even if you cannot meet their requests. 13. Responsibility for hiring and firing personnel…this is the Town Manager’s responsibility. Action item: Town Council would like for Town Manager to keep them informed about these items. 14. We are all in this together. We need to “check our hats” when we come in so we have an equal playing field to problem solve. 15. It is valuable for Town Council to talk directly to staff. 16. Struggle with others not giving or sharing their ideas. Would like for other Council Members to share and give me their ideas as I will do with them…it should be reciprocal. Communications 1. Ask for input… 2. Listen for understanding… 3. Share ideas by direct communication. Make this the first move. 4. Provide timely information, e.g. agenda items monthly and well in advance. 5. Town Council members should “group together” to meet with staff in questions on the agenda…pull together a few members to meet with staff. 6. Have a direct link to Town staff…an open door. 7. Don’t undermine or gossip. 8. Remember, we are not full time legislators. 9. Email: if a quorum of the Council is included in the email message…this is a meeting and should be open. Action item: we need a written policy on the use of email for communication. We should use email to get and receive information quickly, i.e. “coffees” information and media updates…we need to mind the Open Meeting Law. Email is for information only and cannot be used to propose legal action. 10. Town Council needs to be available for questions from the Town Manager and his staff. 11. Communicate even when you disagree, e.g. encourage explanations on why there is disagreement. 12. Be as explicit as you can in communication…whether one-on-ones or by memos or by email, etc. 13. Don’t hesitate to use the telephone. 14. Recognize Council has to direct by a majority. But Council should encourage all debate. 15. Don’t try to manage, lead to conclusions without full information…until all information/debate is provided. 16. Provide room for divergent opinions. D R A F T TOWN OF FOUNTAIN HILLS COUNCIL PLANNING RETREAT 2007 Implementing the Strategic Plan - 9 - Draft February 7, 2007 Teamwork 1. Clarify and confirm expectations and goals. Would like to know progress along the way…would like a quarterly schedule and what is in the works to be agendized in the future. Town Council may not know where some issues are in the process. It is helpful for the Town Council to see a project plan… a big picture…of what the staff is working on. Action item: Town Manager said he presently does not have a “master plan” but it is a good process to work on. 2. When the Town Council sees staff going in a different direction…confirm the destination with the Town Manager. 3. Listen for understanding. 4. ID expectations and seek consensus. 5. Manage personal resistance. Be respectful. No personal attacks. 6. Have a sense of humor. 7. Respect staff’s time by asking them… What’s a good time…? 8. Respect staff’s expertise…at end of day, we may not agree but by no means does it mean lack of respect. 9. Agreement on goals. 10. All members receive same information and are included in discussions. There are no secrets. 11. Talking with each other. 12. Socializing together; celebrate successes. 13. Be agreeable despite some differences. 14. Practice together consensus as long as there is opportunity and encouragement to debate prior to reaching consensus. 15. Respect Council’s time…this is a part time role. Action item: could meeting times be changed to better suit those Council Members who work? Problem Solving 1. Clarify goal…desired output…destination. 2. Ask for input…brainstorm…also use committees and/or commissions. • Q: When does the council have the opportunity to brainstorm? • A: Can brainstorm with 3 or less members. • Q: When should brainstorming take place? • A: Where there is no clear answer or when we are at an impasse. 3. Begin budget discussions earlier…action item: need multiple work sessions in March/May…maybe a preliminary budget earlier…if line items are controversial, we should have more than one opportunity to discuss it. • Action item: more training in financial accounting of the Town 4. Allow research on problems to take place. 5. Action item: Define the time for community input and procedures, i.e. work study, public committees. D R A F T TOWN OF FOUNTAIN HILLS COUNCIL PLANNING RETREAT 2007 Implementing the Strategic Plan - 10 - Draft February 7, 2007 6. Have a “can do attitude”. Provide full information. Do not manipulate where you want to go. When Town Council questions staff, they are not questioning integrity or expertise…they are just trying to understand. 7. Follow up and close the loop on results of problem solving. 8. Action item: We must understand the roles of the Town Council, the Town Manager and the Staff in problem solving: who is responsible and who is the final decision maker? Does one person have veto power? 9. Town Council needs to read information given to them and ask or raise questions. 10. Town Council needs to receive timely information. 11. Everyone needs to put their personal agenda aside. 12. Work to have cordial relationships with each other and staff. 13. Diverse points of view: Staff focuses on statistics; Council focuses on statistics and the human element impact (citizens for and citizens against). 14. Council members would like to have more input into meeting agendas. a. Q: Who has the final say on meeting agendas? Council doesn’t like surprises. b. A: Refer to Council Rules for process to get something on the agenda. Next Steps 1. Consultants will document input from meeting. 2. The Executive Assistant to the Town Manager will distribute this documentation back to the Town Council Members. 3. The Town Council will discuss corrections and/or additions to the documentation at the Town Council Meeting. 4. Consultants will work with Town Staff on Actions Plans at Staff Retreat on February 23. 5. Consultants will document this information. The Executive Assistant will distribute this documentation back to the Town Council Members for consideration of acceptance. TOWN OF FOUNTAIN HILLS TOWN COUNCIL AGENDA ACTION FORM Meeting Date: February 15, 2007 Meeting Type: Regular Agenda Type: Regular Submitting Department: Administration Staff Contact Information: Joan McIntosh, Human Resources Administrator, 480-816-5125, jmcintosh@fh.az.gv Strategic Priority: Not applicable Council Goal: Not applicable REQUEST TO COUNCIL: CONSIDERATION of combining and consolidating the JOB DESCRIPTIONS of the Assistant Town Manager and Economic Development Specialist to Assistant to the Town Manager and Public Information Officer. Applicant: N/A Applicant Contact Information: N/A Property Location: N/A Related Ordinance, Policy or Guiding Principle: N/A Staff Summary (background): This is a request for the reclassification of two existing positions, the Assistant Town Manager and Economic Development Specialist, to the positions of Assistant to the Town Manager and Public Information Officer. BACKGROUND The Town hired an Assistant Town Manager effective December 15, 2005, with a monthly salary of $7,521. It soon became apparent that the original expectations of having the combination of public information, grants, intergovernmental affairs, fulfilling the duties of the Town Manager when absent, and special projects was too many specialized skills to expect from one person and the expectations set for this position were not reasonable. The Assistant Town Manager resigned her position effective June 19, 2006. The Town hired an Economic Development Specialist effective April 2004. This position is serving a vital role for the Town by facilitating commercial projects, meeting with developers and being the ombudsman for local businesses. In addition to economic development functions, in the last year, this position has also been assisting Town public information projects such as employee communications and newsletters, organization and operation of a Town booth at trade fairs, and planning and promoting Town sponsored events. During the 2005-06 fiscal year budget preparation Mr. Pickering proposed to the Council the addition of a Public Information Officer to implement the public information program desired by the Council. After discussion, the Council requested the position be upgraded from a Public Information Officer to an Assistant Town Manager with main responsibilities being: (1) Develop a public information program, (2) Develop a grant writing program, (3) Assume Town Manager’s responsibilities in his/her absence and (4) Develop an intergovernmental program. Everyone was in agreement that finding a person with experience in these three diverse areas would be challenging. The salary range for this position was approved at $81,938 - $115,188. Shortly after the resignation of the Assistant Town Manager, our Economic Development Specialist went on maternity leave for 12 weeks. The absence of these two personnel left Administration very short staffed. Kate Zanon, one of our Planners, agreed to assist with the duties of the Economic Development Specialist in addition to completing the projects Page 1 of 3 started by the Assistant Town Manager. It soon became clear that the combination of duties of economic development, special projects and fulfilling the duties of the Town Manager when absent were like duties that one person would have the skill set for and could reasonably be expected to accomplish. Ms. Zanon has done a magnificent job in this capacity and has made it possible for Mr. Pickering to maintain his manager responsibilities. We began to realize through this experiment that combining economic development with an assistant’s role is a more natural fit than combining an assistant’s role and public information. POSITION ANALYSIS CURRENT DUTIES ECONOMIC DEVELOPMENT SPECIALIST ASSISTANT TOWN MANAGER Economic Development Public Information Grants Intergovernmental Affairs Special Projects Fulfilling Town Manager duties in absence PROPOSED DUTIES PUBLIC INFORMATION OFFICER ASSISTANT TO THE TOWN MANAGER Public Information Program Economic Development Intergovernmental Affairs Grants Special Projects Fulfilling Town Manager duties in absence As you can see from the attached job description, the Assistant to the Town Manager would continue the responsibility of special projects from the Town Manager as well the duties currently carried out by our Economic Development Specialist. Consequently, 50% of this salary could still be utilized from the Downtown Development fund. This position is a more fact driven person who is a facilitator and negotiator. Assistant to the Town Manager is a common title used by other municipalities for a position with these responsibilities outlined in the attached job description. Municipalities try to stay with consistent titles in an effort to maintain accuracy while conducting compensation and classification surveys. The salary range for Assistant to the Town Manager would be $65,864 – 94,771. This represents an annual cost savings from the salary previously being paid to the Assistant Town Manager. Although the Assistant to the Town Manager would not be immediately prepared to fulfill the duties of the Town Manager in the event of his departure, it is a position that is mentored and coached in Town Manager duties. This position is a good fit in the organization and meets the needs of our Succession Plan. Additionally, it is proposed that the Economic Development Specialist position be reclassified to a Public Information Officer (PIO). This is a creative type of position with outstanding writing and communication skills. A few of the specific duties of a PIO would be to assist in redesigning the Town’s website in an effort to make it user friendly, improve Channel 11 including more videos and programming, write monthly human interest stories, and coordinate monthly “meet the manager or department director” coffees. The complete job description is attached for your review. The salary range of $51,529 – 73,279 would remain the same. To assist in this restructuring, Ms. Zanon was asked to analyze the existing Public Information Officer duties. This was used to assist in the recommendation. See the attached memo from Ms. Zanon. Please note that approving the proposed reclassified job descriptions does not add additional staff. Your approval would only reassign existing responsibilities to the same number of personnel and enable your executive team to arrange responsibilities in a more practical and complimentary manner. Approval would also result in approximately a $24,000 annual cost savings. DO WE NEED AN ASSISTANT TOWN MANAGER? At the recent retreat the following questions were raised: -- Evaluate Assistant Town Manager position: is the position truly viable or not? Or do we need a Grant Writer and a Public Information Officer? Page 2 of 3 We do not need an Assistant Town Manager as it was designed with too many duties and expectations for one person to fill, but we can provide such services as public information programming, economic development, grant writing, and others while saving money. History has shown us that Fountain Hills cannot afford a rudderless ship like it experienced in 2001 and 2002. The Council has mindfully deemed succession planning an important and responsible step to undertake. Therefore having an Assistant to the Town Manager in place that is being groomed and positioned to guide the ship if a transition occurs in the Town Manager position while still filling the vital roles is a necessary step. As many other Arizona cities are currently experiencing, filling a Town Manager position takes a minimum of six months. Thank you for your consideration and for addressing this issue at this time. Enough time has passed since the Assistant Town Manager left for the Town Manager and myself to provide a thoughtful recommendation. We appreciate you making this decision so that we can provide training to the appropriate personnel and develop the budgets necessary to implement the Council’s goals of economic vitality and improving our public information program. I would be happy to answer any reorganization questions that you may have. Risk Analysis (options or alternatives with implications): N/A Fiscal Impact (initial and ongoing costs; budget status): Annual savings of approximately $24,000. Recommendation(s) by Board(s) or Commission(s): N/A Staff Recommendation(s): Approve SUGGESTED MOTION: Move to combine and consolidate the JOB DESCRIPTIONS of the Assistant Town Manager and Economic Development Specialist to Assistant to the Town Manager and Public Information Officer. Attachment(s): (1) Memorandum from Kate Zanon to Joan McIntosh dated February 5, 2007 regarding Public Information Officer (PIO) Work; (2) Job Description: Assistant to Town Manager; (3) Job Description :Public Information Officer. Submitted by: ___________________________________________ Name/Title Date Approved: _________________________________________ Town Manager Date Approved by: ___________________________________________ Department Director Date Page 3 of 3 TOWN OF FOUNTAIN HILLS INTOFFICE MEMORANDUM ADMINISTRATION DEPARTMENT TO: Joan McIntosh, Human Resources Administrator DATE: February 5, 2007 FR: Kate Zanon, Office of the Town Manager RE: Public Information Officer (PIO) Work I began assisting with public information work in July 2006. Over the past seven months I have spent approximately 45% of my time (72 hours a month) on the Public Information Officer (PIO) role. There are several components that make up a public information program. My time was divided into three primary areas 1) media, 2) Intergovernmental and agency relations, and 3) Town communications. MEDIA Time Spent = 20 of 72 hours a month Communicating with the media is not the most time consuming part of being a PIO, but it is the most demanding. The employee in the PIO role needs to be able to balance all their other responsibilities around media requests. The media works on quick turn around deadlines and the PIO needs to be able to put aside all other duties to facilitate getting them information quickly and accurately. The Town has worked hard to establish strong relationships with our media (the Fountain Hills Times, Take 5, the Scottsdale Tribune and the Arizona Republic). Having a PIO to maintain media relations is important to the Town so we get our stories told, the media has confidence in the information provided and the media comes to the PIO (Town) first when there is a difficult story. Even though other Town team members do assist in providing facts related to media requests, all communication is funneled through the PIO’s office. I will attest to the importance of sending media to the PIO and not directly to Town team member for several reasons: the PIO has the established relationship with the media, the PIO is responsible for fact verification and accuracy and the PIO is trained to provide information in a style easily usable by the media with both facts and quotes. At the Council’s request the Town has been tracking time spent on media related work since August 2006. Media related work includes Staff recaps to interviews and presentations, press releases, pitching stories and gathering information for a story. A month’s example of the media log is attached to this memo. On average I spend 20 hours a month on media related work. This number can and could increase if duties are rearranged to allow a concentration on communication efforts. Because being a PIO was not my sole job I predominantly reacted to media requests rather than pitching weekly stories. Increasing distribution of stories and press releases would add approximately an additional 20 hours per month to the media relations’ portion of this position. INTERGOV RELATIONS Time Spent = 16 of 72 hours per month Establishing strong relationships with neighboring communities and other PIO’s is critical to the Town. Some unique characteristics of our Town are public safety services are provided by contracting with other agencies and water and sewer services are private. Due to these unique characteristics strong relationships with PIO’s in these organizations are important in co- managing emergency situations and in supporting each other in media relations. On average I spend approximately 8 hours a month building relationships with other PIO’s at utility companies, the County and in neighboring communities. The second piece of Intergovernmental relations is supporting Mayor and Council build relationships with neighboring communities. The Town participates in approximately 4 of these meetings a fiscal year. Each of these meetings takes approximately 20 hours to organize and execute. The last piece of Intergovernmental relations is supporting the Mayor and Council with talking points at various Town functions and meetings. I only spent approximately 4 hours a month providing this type of support, but with more time dedicated to PIO duties this is an area that a PIO can provide more support. TOWN COMMUNICATIONS Time Spent = 36 of 72 hours per month Over the past seven months I was responsible for both internal employee communications and external community communications. Every two weeks I complied and edited the Town Manager’s Report and three times over the past seven months compiled and edited the Compass community newsletter. These two communications took the bulk of my communication time at approximately 16 hours a month. I also bi-monthly edit the employee newsletter the Town Sound. In addition I supported Town communications such as writing “My Turn” articles, preparing fact sheets, preparing and making presentations to service organizations and preparing activity newsletters such as the monthly construction activity update on the Avenue of the Fountains Enhancement project for Avenue merchants. These types of activities added approximately an additional 8 hours a month to community communications. This is another area of growth for the Town Public Information Program. Finally, I also supported Town communications through customer service by answering letters from citizens and inquiries from the public. I spent approximately 8 hours per month on these activities. A last community communications area I am involved in is Channel 11 programming and website content. This is a large growth are for the Town and an area I was not able to invest a lot of time. Only about 4 hours a month has been invested in this area of PIO work. I have begun focusing more time into Channel 11 programming in 2007. I did not work on a Town public service video in the fall. I will be working on one-two between now and the end of the fiscal year. Each of these productions will take approximately 30 hours to write, produce and edit. This public information area has a lot of growth opportunity for the Town. PUBLIC INFORMATION PROGRAM There are several components and areas of opportunity in the Town Public Information Program. Many of these opportunities I have not been able to implement due to the fact that public information is only one area I have responsibility for. Following are my suggestions for the Town Public Information Program with suggested time allocations if being a PIO was a full-time job. Media: 50 hours of 160 per month 1. All media correspondence should be funneled through the PIO. This is not always happening. If all media correspondence came though the PIO this would add approximately an additional 10 hours or work per month. 2. Distribution of material. Is it a press release, a fact sheet or a summary? Currently we send most information as a press release, but exploring other mediums may improve getting the story in the paper in an organized fashion. 3. Pitch more stories. The Town does not approach media with very many stories outside of current topics. The Town has a lot of successes and outstanding people to talk about. 4. Forge relationships with editors and not just the beat reporter. In time the Town may be able to have a space or section where our information consistently appears. 5. Build relationships with TV media and TV programming such as Horizon on Channel 8. This is an untapped area for the Town. Intergov Relations: 25 hours of 160 per month 1. Relationship building with other PIO’s. This needs to be an ongoing task. Increased participation in PIO regional meetings is also important. 2. Providing Mayor and Council support. The PIO can create talking points and fact sheets for Public Officials engagements. 3. Setting up Joint Council Meetings. The Town has already been doing this program and it is important to continue. Town Communications: 85 hours of 160 per month 1. Employee communication. Communication with employees is critical for the organization. Every employee is a Town spokesperson so the PIO needs to communicate regularly to staff. It is also important the all staff understands the PIO role and knows when to send information to that office. 2. Presentations. Presentation to service organization on Town projects and services. These should be happening monthly. 3. Channel 11 programming. Channel 11 is an under utilized communication resource. Increasing programming will get messages out to a larger audience. 4. Town Hall open house. Annually Town Hall should host a community open house for residents to learn about municipal services and meet Town employees. 5. Customer service. Responding to questions and letters from residents. SUMMARY As detailed above, there is a lot of opportunity for the Town to grow its Public Information Program. Below are two charts. This first summarizes where I have been spending my public information time. The second chart is my recommendation on where public information time should be spent. Please note the first chart is based on a 45% job commitment and the second chart is based on a 100% job commitment. CURRENT PIO TIME DISTRIBUTION Hours Per Month % of PIO Work PIO AREAS of RESPONSIBILITY Media 20 28% Inter Gov Relations 16 22% Town Communications 36 50% TOTAL MONTHLY HOURS 72 PROPOSED PIO TIME DISTRIBUTION Hours Per Month % of PIO Work PIO AREAS of RESPONSIBILITY Media 50 31% Inter Gov Relations 20 12% Town Communications 90 57% TOTAL MONTHLY HOURS 160 In the 2005 US Census, the population of Fountain Hills was 24,492. The following chart indicates cities and towns in Arizona of comparable size. Of the cities listed, 80% have a communications officer on staff. Communications Town/City Population* Officer on Staff Florence 20,530 Yes Nogales 21,830 Yes San Luis 22,930 Yes Buckeye 25,406 Yes Kingman 25,860 No Marana 26,725 Yes El Mirage 32,061 No Casa Grande 32,470 Yes Prescott Valley 33,575 Yes Apache Junction 34,070 Yes *2005 Census In summation the Fountain Hills Public Information Program is established and is taking care of the minimum requirement for media and basic community communications. The communication we provide is complete, but there is a lot of opportunity to increase program and activity exposure with more staff time allocated for Public Information work. From experience over the past seven months a full time Public Information Officer would have the ability to devote the necessary time to media relations and be able to expand Town communications and improve public knowledge and perception of the Town government. CC: Tim Pickering, Town Manager SAMPLE MEDIA LOG – OCTOBER 2006 DATE NAME MEDIA TOPIC MEDIA SOURCE STAFF TIME - INITIATION TO COMPLETION 10/2/2006 Zanon/Ward Holiday Lighting Bob Burns 1 hour 10/2/2006 Zanon/Williams Picture of Kurt Dunham Bob Burns 10 minutes 10/06/06- 10/26/06 Zanon/Bender Small Business Research Shanna Hogan - Tribune 1.5 hours 10/4/2006 Pickering Informed workshop survey and Umass professor's contact info Bob Burns emails 10 minutes 10/9/2006 ZanonGhetti Finanacing the Future Workshop 2 Bob Burns 2 hours 9-Oct Zanon/Bender Nov. Election Ballot measures Press Release 1.5 hours 10/9/2006 Scott La Greca Goldfield Ranch Fire District Application. Future possibilities of service providers. To early in the process to speak to a unknown and subjective plan.Bob Burns-Times 15 minutes 10/9/2006 Julie Ghetti Provided the FH Times with the summary of results from the Informed Choices/Financing the Future workshops as provided by Image Weavers Bob Burns - Times 15 minutes 10/9/2006 Scott La Greca Provided to the FH Times answers to questions about the Fire Station Bob Burns - Times 20 minutes 10/9/2006 Tim Pickering Provided to the FH Times answers to questions about the Fire Station Bob Burns - Times 45 minutes 10/11/2006 Zanon Increasing Deputies Presence at Schools Press Release 1 hour 10/15/2006 Scott LaGreca Provided to FH Times answers to follow-up questions on Fire Station Sites Bob Burns-Times 50 minutes 10/16/2006 Tim Pickering Provided to FH Times answers to follow-up questions on Fire Station Sites Bob Burns-Times 20 minutes 10/16/2006 Zanon AOTF EP Celebration Alicia Draper- Take 5 1 hour 10/18/2006 Morast/Zanon AOTF Pedestrian Crossing BOB Burns 1 hour 10/19/2006 Zanon/Griego AOTH EP Celebration Press Release 2 hours 10/19/2006 Zanon/Griego Banner Art Contest Press Release 2 hours 10/19/2006 Scott LaGreca Interview with Bob Burns, FH Times, on FD Stratigic Plan.Bob Burns-Times 30 minutes 10/20/2006 Zanon/Rees Code Cars Get Wired Press Release 2 hours 10/20/2006 Pickering/Ghetti/ Zanon Financing the Future.Bob Burns 2.5 hours 10/20/2006 Zanon Avenue Celebration and Facts Bob Burns 45 minutes 10/23/2006 Griego/Zanon AOTF EP Celebration Jessica Coombs - interview 1 hour 10/25/2006 Zanon Aquatics Unlimited Fact Sheet Jessica Coombs 30 minutes 10/30/2006 Bender Confirmed the list of FH polling locations for the November 7, 2006 General Election Bob Burns 1 minute FOUNTAIN HILLS, ARIZONA Job Description Job Title: Assistant to Town Manager Department: Administration Immediate Supervisor: Town Manager FLSA Status: Exempt BRIEF DESCRIPTION OF THE JOB: Performs professional administrative duties and completes special projects as directed by the Town Manager; performs related work as required. Serves as acting Town Manager in his/her absence. This classification may supervise staff as necessary. ESSENTIAL FUNCTIONS: This information is intended to be descriptive of the key responsibilities of the position. The following examples do not identify all duties performed by any single incumbent. Revised 2/9/07 1 FOUNTAIN HILLS, ARIZONA Job Description Physical Strength Code ESSENTIAL FUNCTIONS 1 L Facilitates the Town’s economic vitality by working with developers and businesses to locate and build business in Fountain Hills. Maintains data systems to track and assess the progress of the development program. These systems should include a minimum economic monitoring, accurate and up-to-date tax base information, individual building files, thorough photographic documentation of all physical changes and information on job creation and business retention. 2 S Acts as liaison between the Town, local and regional Chambers of Commerce, Economic Development Councils and various federal, state and local government agencies. Builds effective working relationships with elected officials, Town leaders and department managers, planning and building divisions, and other Town staff. 3 S Prepares and administers the Town’s Business and Industry Marketing Program. 4 S Develops and conducts ongoing public awareness and educational programs designed to enhance appreciation of the Town’s assets. Fosters an understanding of the downtown development program's goals and objectives through speaking arrangements, media interviews and appearances, while keeping the downtown highly visible in the community. 5 L Meets and corresponds with various citizen, professional, business and other groups to answer questions and secure their help in carrying out various programs related to generating business and development opportunities. 6 S Identifies, plans and produces and administers all grant-related functions. 7 S Conducts special research and analysis projects for the Town Manager's office. Manages special activities or programs from the Town Manager's office. May serve as a representative of the Town Manager's office to various organizations and boards dealing with issues of community-wide interest. 8 S Fills in for Town Manager in his/her absence. * See page 3 – Overall Physical Strength Demands Revised 2/9/07 2 FOUNTAIN HILLS, ARIZONA Job Description JOB REQUIREMENTS: JOB REQUIREMENTS Formal Education / Knowledge Work requires extensive knowledge of public administration with particular reference to municipal administration, the municipal organization and the functions of constituent units. Requires a thorough knowledge of basic laws, ordinances, and regulations underlying the municipal corporation, and considerable knowledge of research techniques and other sources and availability of information. Works requires professional level of knowledge of a discipline equivalent to that which is acquired in a Bachelor's degree in public or business administration, or a closely related field preferably supplemented by a Master's degree in a related area. Experience Two (2) to five (5) years of public sector experience, working with executive-level staff in a local government. Certifications and Other Requirements Valid driver's license for a minimum of two years with a good driving record. ** Equivalent combinations of experience and training that meet the minimum qualifications may be substituted. Reading Work requires the ability to read technical information and data, policies, laws, guidelines, and procedures at a college level. Math Work requires the ability to perform general math calculations such as addition, subtraction, multiplication, division and percentages Writing Work requires the ability to write reports, policies, and general plan goals and objectives. Managerial Within this job, the employee normally performs the duty assignment within broad parameters defined by general organizational requirements and accepted practices. Budget Responsibility Assists in annual budget preparation. Supervisory / Organizational Control Work requires evaluating program/work objectives and effectiveness, establishing broad organizational goals and realigning work and staffing assignments for the department. Complexity Work is governed by broad instructions, objectives and policies. Requires the exercise of considerable initiative and independent analytical and evaluative judgment. Interpersonal / Human Relations Skills High - Interaction with others outside the Town requires exercising considerable initiative and independent judgment that supports Town efforts and quality processes. Revised 2/9/07 3 FOUNTAIN HILLS, ARIZONA Job Description OVERALL PHYSICAL STRENGTH DEMANDS: Sedentary XX Light Medium Heavy Very Heavy S=sedentary Exerting up to 10 lbs. occasionally or negligible weights frequently; sitting most of the time L=Light Exerting up to 20 lbs. occasionally, 10lbs. frequently, or negligible amounts constantly OR requires walking or standing to a significant degree. M=Medium Exerting 20-50 lbs. occasionally, 10-25 lbs. frequently, or up to 10-20 lbs. constantly. H=Heavy Exerting 50-100 lbs. occasionally, 25-50 lbs. frequently, or up to 10-20 lbs. constantly. VH=Very Heavy Exerting over 100 lbs. occasionally, 50-100 lbs. frequently, or up to 20-50 lbs. constantly. PHYSICAL DEMANDS: C = Continuously 2/3 or more of the time F = Frequently From 1/3 to 2/3 of the time O = Occasionally Up to 1/3 of the time R = Rarely Less than 1 hour per week N = Never Never occurs This is a description of the way this job is currently performed; it does not address the potential for accommodation. PHYSICAL DEMANDS FREQUENCY CODE DESCRIPTION Standing O Copier, fax machine, presentations, inspections, filing, front counter Sitting F Computer, desk work, answering telephone, meetings, presentations Walking O To/from office equipment, inter-office, performing inspections Lifting O Files, documents, lap top computer, files Carrying O Files, documents, lap top computer, files Pushing/Pulling R File cabinet drawers Reaching R Office supplies, files, folders Handling R Files, documents Fine Dexterity F Computer keyboard, calculator, writing, telephone keypad Kneeling R File drawers Crouching R File drawers Crawling N Bending R File drawers Twisting R Filing Climbing R Stairs Balancing R On stairs Vision C Computer, desk work, reading, writing, filing, use of office equipment Hearing C Telephone, co-workers, supervisor, citizens, vendors, meetings, presentations Talking F Telephone, co-workers, supervisor, citizens, vendors, meetings, presentations Foot Controls R Driving Revised 2/9/07 4 FOUNTAIN HILLS, ARIZONA Job Description MACHINES, TOOLS, EQUIPMENT, AND WORK AIDS: ENVIRONMENTAL FACTORS: D = Daily W = Several Times Per Week M = Several Times Per Month S = Seasonally N = Never HEALTH AND SAFETY ENVIRONMENTAL FACTORS Mechanical Hazards N Extreme Temperatures S Chemical Hazards N Noise and Vibration N Electrical Hazards N Wetness/Humidity N Fire Hazards N Respiratory Hazards N Explosives N Physical Hazards N Communicable Diseases N Physical Danger or Abuse N Other (see 1 Below) PRIMARY WORK LOCATION Office Environment X Warehouse Shop Vehicle Outdoors Recreation Center Other (see 2 Below) (1) (2) PROTECTIVE EQUIPMENT REQUIRED: NON-PHYSICAL DEMANDS: C = Continuously 2/3 or more of the time F = Frequently From 1/3 to 2/3 of the time O = Occasionally Up to 1/3 of the time R = Rarely Less than 1 hour per week N = Never Never occurs NON-PHYSICAL DEMANDS Time Pressures F Emergency Situations R Frequent Change of Tasks F Irregular Work Schedule/Overtime C Performing Multiple Tasks Simultaneously F Working Closely with Others as Part of a Team C Tedious or Exacting Work O Noisy/Distracting Environment R Other (see 3 below) (3) Revised 2/9/07 5 8.) SUMMARY of COUNCIL REQUESTS by Town Manager. 9.) 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 10.) ADJOURNMENT. DATED this 9th day of February, 2007. Bevelyn J. Bender, 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 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\2007\R2-15-07\Agenda 2-15-07.doc Last printed 2/9/2007 2:02 PM