HomeMy WebLinkAbout120802PLast printed 7/26/2012 9:00 AM Page 4 of 4
16. CONSIDERATION WITH POSSIBLE DIRECTION TO STAFF to AUTHORIZE an
unbudgeted expenditure in the amount of $28,017.21, to the Arizona Department of Water
Resources (ADWR) for the municipality fee for FY 2011/12 as established by Arizona
Legislature under A.R.S. §45-118, which was tabled at the June 21, 2012 Town Council
meeting.
17. CONSIDERATION of AUTHORIZING a budget transfer for FY 2011/12 in the amount
of $28,017.21 from the Development Services, Building Safety Division Salaries line item
and the Development Services, Engineering Wash Maintenance line item to the AZDWR
Fees line item.
18. DISCUSSION WITH POSSIBLE DIRECTION TO STAFF regarding the League of
Arizona Cities and Towns PROPOSED RESOLUTIONS FOR THE 2013 LEGISLATIVE
SESSION, which are to be reviewed by the Resolutions Committee on August 28, 2012,
during the Arizona League of Cities and Towns 2012 Conference.
19. QUARTERLY UPDATE on the progress of implementing COUNCIL’S GOALS for
Fiscal Year 2011/12.
20. COUNCIL DISCUSSION/DIRECTION to the Town Manager Ken Buchanan.
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.
21. SUMMARY of Council requests and REPORT ON RECENT ACTIVITIES by the Town
Manager Ken Buchanan.
22. ADJOURNMENT.
DATED this 26th day of July, 2012.
_____________________________________
Bevelyn J. Bender, Town Clerk
The Town of Fountain Hills endeavors to make all public meetings accessible to persons with disabilities. Please call 480-816-5100
(voice) or 1-800-367-8939 (TDD) 48 hours prior to the meeting to request a reasonable accommodation to participate in this meeting
or to obtain agenda information in large print format. Supporting documentation and staff reports furnished the Council with this
agenda are available for review in the Clerk’s office.
NOTICE OF THE
REGULAR SESSION OF
THE FOUNTAIN HILLS TOWN COUNCIL
TIME: REGULAR SESSION convenes immediately following the adjournment of the
Cottonwoods Maintenance District Board Meeting
WHEN: THURSDAY, AUGUST 2, 2012
WHERE: FOUNTAIN HILLS COUNCIL CHAMBERS
16705 E. AVENUE OF THE FOUNTAINS, FOUNTAIN HILLS, AZ
Councilmembers of the Town of Fountain Hills will attend either in person o r by telephone conference call; a quorum of the
Town’s various Commissions or Boards may be in attendance at the Council meeting.
Notice is hereby given that pursuant to A.R.S. § 1-602.A.9, subject to certain specified statutory exceptions, parents have a
right to consent before the State or any of its political subdivisions make a video or audio recording of a minor c hild.
Meetings of the Town Council are audio and/or video recorded and , as a result, proceedings in which children are present
may be subject to such recording. Parents, in order to exercise their rights may either file written consent with the Town
Clerk to such recording, or take personal action to ensure that their child or children are not present when a recording may be
made. If a child is present at the time a recording is made, the Town will assume that the rights afforded parents pursuant to
A.R.S. § 1-602.A.9 have been waived.
PROCEDURE FOR ADDRESSING THE COUNCIL
Anyone wishing to speak before the Council must fill out a speaker’s card and submit it to the Town Clerk
prior to Council discussion of that Agenda item. Speaker Cards are located in the Council Chamber
Lobby and near the Clerk’s position on the dais.
Speakers will be called in the order in which the speaker cards were received either by the Clerk or the
Mayor. At that time, speakers should stand and approach the podium. Speakers are asked to state their
name prior to commenting and to direct their comments to the Presiding Officer and not to individual
Councilmembers. Speakers’ statements should not be repetitive. If a speaker chooses not to speak when
called, the speaker will be deemed to have waived his or her opportunity to speak on the matter.
Speakers may not (i) reserve a portion of their time for a later time or (ii) transfer any portion of their
time to another speaker.
If there is a Public Hearing, please submit the speaker card to speak to that issue during the Public
Hearing.
Individual speakers will be allowed three contiguous minutes to address the Council. Time limits may be
waived by (i) discretion of the Town Manager upon request by the speaker not less than 24 hours prior to
a Meeting, (ii) consensus of the Council at Meeting or (iii) the Mayor either prior to or during a Meeting.
Please be respectful when making your comments. If you do not comply with these rules, you will be
asked to leave.
Mayor Linda M. Kavanagh
Councilmember Dennis Brown Councilmember Cassie Hansen
Councilmember Ginny Dickey Vice Mayor Henry Leger
Councilmember Tait D. Elkie Councilmember Cecil A. Yates
Last printed 7/26/2012 9:00 AM Page 2 of 4
CALL TO ORDER AND PLEDGE OF ALLEGIANCE – Mayor Linda M. Kavanagh
INVOCATION – Pastor David Felton, A United Methodist Church
ROLL CALL – Mayor Linda M. Kavanagh
MAYOR’S REPORT
i.) Recognition of Barry Spiker for his service to the Town of Fountain Hills as a
Commissioner on the Strategic Planning Advisory Commission.
ii.) Recognition of recently elected Town Councilmember Cecil A. Yates for his
contributions to the Town of Fountain Hills while serving on the Planning and
Zoning Commission as a Commissioner and Vice Chair.
iii.) The Mayor will read a proclamation declaring August 2012 Drowning Impact
Awareness Month.
iv.) The Mayor will read a proclamation declaring 2012 through 2015 as the
Bicentennial Years of the War of 1812 in the Town of Fountain Hills.
v.) The Mayor will review information provided by Salt River Project (SRP) regarding
SRP’s planned informational open houses and public comments sessions concerning
their proposed 4.8% rate increase that would take effect with November bills.
vi.) The Mayor will review recent events attended relating to economic development
and/or tourism.
SCHEDULED PUBLIC APPEARANCES/PRESENTATIONS
i.) None.
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 ITEMS
1. CONSIDERATION of approving the TOWN COUNCIL MEETING MINUTES from
June 7, 12 and 21, 2012.
2. CONSIDERATION of RESOLUTION 2012-22, abandoning whatever right, title, or
interest the Town has in certain portions of the public utility and drainage easement located
at the rear property line of Plat 603A, Block 5, Lot 4 (15470 E. Sycamore Drive) as
recorded in Book 196 of Maps, Page 28, Records of Maricopa County, Arizona. EA 2012-
06 (Los Mochos, FH, LLC.)
3. CONSIDERATION of approving a SPECIAL EVENT LIQUOR LICENSE
APPLICATION submitted by Jean Linzer representing the Fountain Hills and Lower Verde
Valley Museum and Historical Society, for the purpose of a fundraiser to be held at 13001
N. La Montana Drive, on Saturday, August 25, 2012, from 5:00 PM to 8:00 PM.
Last printed 7/26/2012 9:00 AM Page 3 of 4
4. CONSIDERATION of approving a SPECIAL EVENT LIQUOR LICENSE
APPLICATION submitted by Jean Linzer representing the Fountain Hills and Lower Verde
Valley Museum and Historical Society, for the purpose of a fundraiser to be held at 13001
N. La Montana Drive, on Wednesday, September 19, 2012, from 5:00 PM to 8:00 PM.
5. CONSIDERATION of approving a SPECIAL EVENT LIQUOR LICENSE
APPLICATION submitted by Jean Linzer representing the Fountain Hills and Lower Verde
Valley Museum and Historical Society, for the purpose of a fundraiser to be held at 13001
N La Montana Drive, on Wednesday, November 21, 2012, from 5:00 PM to 8:00 PM.
6. CONSIDERATION of approving a SPECIAL EVENT LIQUOR LICENSE
APPLICATION submitted by Jean Linzer representing the Fountain Hills and Lower Verde
Valley Museum and Historical Society, for the purpose of a fundraiser to be held at 13001
N. La Montana Drive, on Wednesday, January 16, 2013, from 5:00 PM to 8:00 PM.
7. CONSIDERATION of approving a SPECIAL EVENT LIQUOR LICENSE
APPLICATION submitted by Jean Linzer representing the Fountain Hills and Lower Verde
Valley Museum and Historical Society, for the purpose of a fundraiser to be held at 13001
N. La Montana Drive, on Wednesday, March 20, 2013, from 5:00 PM to 9:00 PM.
8. CONSIDERATION of approving a SPECIAL EVENT LIQUOR LICENSE
APPLICATION submitted by Jean Linzer representing the Fountain Hills and Lower Verde
Valley Museum and Historical Society, for the purpose of a fundraiser to be held at 13001
N. La Montana Drive, on Wednesday, May 15, 2013, from 5:00 PM to 8:00 PM.
9. CONSIDERATION of approving the “RELEASE AND ASSIGNMENT” for the
construction assurance bond for the Balera at Firerock Condominiums subdivision
(originally Firerock Parcel C), in the amount of $35,607.20, and AUTHORIZING its
signature by the Town Manager.
10. CONSIDERATION of AUTHORIZING the Town Manager to sign the Salt River Project
Municipal Aesthetic Program Funding Agreement for the design and construction of the
Fountain Hills Substation perimeter wall and gate.
11. CONSIDERATION of a FINAL REPLAT for a LOT JOIN at 10444 N. Nicklaus Drive,
aka Plat 401-B, Block 6, Lots 14 and 15. (APNs: 176-10-129 and 176-10-130)
12. CONSIDERATION of approving the PAYMENT of $1,836 to Maricopa County
Association of Governments for dues and assessments for fiscal year 2013.
REGULAR AGENDA ITEMS
13. CONSIDERATION of the FIRST AMENDMENT to the Fire Protection Service
Agreement between Rural/Metro Corporation and the Town Fountain Hills, in the amount
of $24,000, for the cost of the C.A.R.E. program part-time staffing.
14. CONSIDERATION of a REQUEST TO SEEK PROPOSALS for one (1) pumper truck
replacing Engine 822, pursuant to the Equipment Replacement Policy in the amount of
approximately $450,000, with funding from the Equipment Replacement Fund.
15. CONSIDERATION of RESOLUTION 2012-13, levying upon the assessed valuation of
the property within the Town of Fountain Hills, subject to taxation a certain sum upon each
one hundred dollars ($100.00) of valuation sufficient to raise the amount estimated to be
required in the annual budget to provide funds for bond redemptions, for the purpose of
paying interest upon bonded indebtedness; all for the Fiscal Year ending the June 30, 2013.
Last printed 7/26/2012 9:00 AM Page 4 of 4
16. CONSIDERATION WITH POSSIBLE DIRECTION TO STAFF to AUTHORIZE an
unbudgeted expenditure in the amount of $28,017.21, to the Arizona Department of Water
Resources (ADWR) for the municipality fee for FY 2011/12 as established by Arizona
Legislature under A.R.S. §45-118, which was tabled at the June 21, 2012 Town Council
meeting.
17. CONSIDERATION of AUTHORIZING a budget transfer for FY 2011/12 in the amount
of $28,017.21 from the Development Services, Building Safety Division Salaries line item
and the Development Services, Engineering Wash Maintenance line item to the AZDWR
Fees line item.
18. DISCUSSION WITH POSSIBLE DIRECTION TO STAFF regarding the League of
Arizona Cities and Towns PROPOSED RESOLUTIONS FOR THE 2013 LEGISLATIVE
SESSION, which are to be reviewed by the Resolutions Committee on August 28, 2012,
during the Arizona League of Cities and Towns 2012 Conference.
19. QUARTERLY UPDATE on the progress of implementing COUNCIL’S GOALS for
Fiscal Year 2011/12.
20. COUNCIL DISCUSSION/DIRECTION to the Town Manager Ken Buchanan.
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.
21. SUMMARY of Council requests and REPORT ON RECENT ACTIVITIES by the Town
Manager Ken Buchanan.
22. ADJOURNMENT.
DATED this 26th day of July, 2012.
_____________________________________
Bevelyn J. Bender, Town Clerk
The Town of Fountain Hills endeavors to make all public meetings accessible to persons with disabilities. Please call 480 -816-5100
(voice) or 1-800-367-8939 (TDD) 48 hours prior to the meeting to request a reasonable accommodation to participate in this meeting
or to obtain agenda information in large print format. Supporting documentation and staff reports furnished the Council with this
agenda are available for review in the Clerk’s office.
Whereas, the War of 1812 tested the mettle of Americans on both Land and Sea, and
Whereas, it is fitting and proper that we recognize the sacrifices of those who fought
in the War of 1812 to preserve the blessing of Liberty for future generations of
Americans, and
Whereas, we remember these brave patriots every time we sing our national anthem, the
Star Spangled Banner, and recall the valor of those who bravely defended Fort McHenry,
and
Whereas, it is our hope that the proud spangled banner which waved over Fort McHenry
shall never be forgotten and that it may ever wave over this land of the free and home of
the brave.
Now therefore, I, Mayor Linda M. Kavanagh, do hereby proclaim the years 2012
through 2015 as the Bicentennial Years of the War of 1812 in the Town of Fountain
Hills, Arizona.
•>ndDATED This 2no day of August, 2012.
sfeK*
•&
ritfaa M. Kavanagn, Mayor
ATTEST:
'«>*at is My?
Bevelyn J. Bejider.^own Clerk
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1768647.1
RESOLUTION NO. 2012-13
A RESOLUTION OF THE MAYOR AND COUNCIL OF THE TOWN OF
FOUNTAIN HILLS, ARIZONA, LEVYING UPON THE ASSESSED
VALUATION OF THE PROPERTY WITHIN THE TOWN OF FOUNTAIN
HILLS SUBJECT TO TAXATION A CERTAIN SUM UPON EACH ONE
HUNDRED DOLLARS ($100.00) OF VALUATION SUFFICIENT TO RAISE
THE AMOUNT ESTIMATED TO BE REQUIRED IN THE ANNUAL BUDGET
TO PROVIDE FUNDS FOR BOND REDEMPTIONS AND FOR THE PURPOSE
OF PAYING INTEREST UPON BONDED INDEBTEDNESS; ALL FOR THE
FISCAL YEAR ENDING JUNE 30, 2013.
WHEREAS, the Mayor and Town Council of the Town of Fountain Hills (the “Town
Council”) is required by ARIZ. REV. STAT §§ 42-17151 and 42-17253 to adopt an annual tax levy
based upon the rate to be assessed per each one hundred dollars ($100.00) of valuation of real and
personal property within the Town; and
WHEREAS, by the provisions of State law, a resolution levying the property taxes for
fiscal year 2012-13 is required to be finally adopted on or before the third Monday in August and
not less than 14 days after a hearing on the tax levy is held; and
WHEREAS, the Town Council held a public hearing on the tax levy on June 7, 2012,
which was continued on June 12, 2012, and adopted the Town’s annual budget by Resolution
2012-11 on June 12, 2012, at least 14 days prior to the adoption of this Resolution 2012-13; and
WHEREAS, the County of Maricopa is assessing and collecting authority for the Town of
Fountain Hills.
NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND COUNCIL OF
THE TOWN OF FOUNTAIN HILLS, as follows:
SECTION 1. The foregoing recitals are incorporated as if fully set forth herein.
SECTION 2. There is hereby levied on each one hundred dollars ($100.00) of assessed
valuation of all property, both real and personal, within the corporate limits of the Town of
Fountain Hills, except such property as may be by law exempt from taxation, a secondary property
tax rate of $0.2651, or such other rate as determined by the Maricopa County Treasurer to be
sufficient to raise the sum of $1,002,000, for the purpose of providing a bond interest and
redemption fund for General Obligation Bond debt service for the fiscal year ending June 30, 2013.
SECTION 3. Failure by the county officials of Maricopa County, Arizona, to properly
return the delinquent list, any irregularity in assessments or omissions in the same, or any
irregularity in any proceedings shall not invalidate such proceedings or invalidate any title
conveyed by any tax deed; failure or neglect of any officer or officers to timely perform any of the
duties assigned to him or to them shall not invalidate any proceedings or any deed or sale pursuant
thereto, the validity of the assessment or levy of taxes or of the judgment or sale by which the
1768647.1
2
collection of the same may be enforced shall not affect the lien of the Town of Fountain Hills upon
such property for the delinquent taxes unpaid thereon, and no overcharge as to part of the taxes or
of costs shall invalidate any proceedings for the collection of taxes or the foreclosure; and all acts
of officers de facto shall be valid as if performed by officers de jure.
SECTION 4. The Town Clerk is hereby directed to transmit a certified copy of this
Resolution to the County Assessor and the Board of Supervisors of the County of Maricopa,
Arizona.
SECTION 5. If any provision of this Resolution is for any reason held by any court of
competent jurisdiction to be unenforceable, such provision of portion hereof shall be deemed
separate, distinct, and independent of all other provisions and such holding shall not affect the
validity of the remaining portions of this Resolution.
SECTION 6. The Mayor, the Town Manager, the Town Clerk and the Town Attorney
are hereby authorized and directed to take all steps necessary to carry out the purpose and intent
of this Resolution.
PASSED AND ADOPTED by the Mayor and Council of the Town of Fountain Hills,
August 2, 2012.
FOR THE TOWN OF FOUNTAIN HILLS: ATTESTED TO:
Linda M. Kavanagh, Mayor Bevelyn J. Bender, Town Clerk
REVIEWED BY: APPROVED AS TO FORM:
Kenneth W. Buchanan, Town Manager Andrew J. McGuire, Town Attorney
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
2013 Proposed RESOLUTIONS
To be reviewed
By the Resolutions Committee
On August 28, 2012
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
1
Resolution #1
The cities and towns of Arizona request that the Arizona Legislature demonstrate its
commitment for fiscal accountability and economic development by enacting a budget that
does not interfere with existing statutory formulas for the distribution of funds to local
governments as well as restores funding to programs that aid local government with
infrastructure and job creation. The Legislature is especially urged to discontinue diversions
of Highway User Revenue Fund monies to fund the operations of state agencies.
Submitted by: Bullhead City, City of Kingman, Lake Havasu City, Yuma, Apache Junction,
Sierra Vista
************
A. Purpose and Effect of Resolution
The purpose of the resolution is to assert that the League and its members believe in fiscal
accountability; money collected and designated for a specific purpose should be used for that
purpose. The effect of the resolution will be to restore proper funding streams, resulting in
increased funding for an array of projects. Specifically, the Highway User Revenue Fund
(HURF), State Lake Improvement Fund (SLIF), Statewide Transportation Accel eration Needs
(STAN) account, the Heritage Fund, and Local Transportation Assistance Fund (LTAF) are all
areas where funds have been swept, diverted or eliminated. This resolution seeks to return those
programs to a fully funded status.
With respect to HURF, funding sources include fuel taxes, motor carrier fees, vehicle license
taxes and motor vehicle registration fees. Statutes provide a method of distributing these funds
among the state, counties, and cities for the purpose of construction, improvements and
maintenance of streets and roadways within their jurisdictions. The State has swept portions of
these revenues for several years, mainly to support DPS. These sweeps affect every municipality
and county in the state. Delayed maintenance on streets has caused many streets to now need
total replacement, at a much greater cost. Arizona is no longer a place for new commerce and
industry to locate because of the poor condition of transportation infrastructure.
In addition to the direct impact on cities’ streets and roadways, this slowdown and halt of street
construction and maintenance has cost jobs. The Arizona chapter of the Associated General
Contractors estimated in 2011 that an estimated 42,000 jobs have been lost due to the lack of
highway construction. This loss has had a negative impact on the economic viability of the State.
B. Relevance to Municipal Policy
Municipalities rely on items like HURF, LTAF, SLIF and Heritage funds to help bear the costs
of local projects that provide both local and statewide benefits. Every municipality will benefit if
funds like HURF, LTAF, SLIF and Heritage funds are allowed to distribute monies as specified
in state law.
2
With regard to HURF, the longer the attention to street maintenance is neglected, the more costly
it becomes to bring streets up to even average condition. Many Arizona counties, cities, and
towns experience a significant rise in population during the winter months. The declining street
infrastructure negatively affects the state’s tourism industry and makes other warm states more
attractive to these visitors.
C. Fiscal Impact to Cities and Towns
The current diversion of HURF annually costs cities and towns $36.5 million. A restoration of
LTAF would provide millions in funding to municipalities outside of “Area A.”
D. Fiscal Impact to the State
Generally there will be a negative impact to the state only to the extent that funds are not
currently being distributed according to statutory formulas and are instead being diverted to the
state general fund.
E. Contact Information
Name: Toby Cotter Title: City Manager
Phone: 928-763-0122 Email: tcottter@bullheadcity.com
Name: Connie Scoggins Title: Assistant City Attorney
Phone: 928-373-5055 Email: Connie.scoggins@yumaaz.gov
3
Resolution #2
Urges the Legislature to support economic development of cities and counties, and to increase
access to new tools, such as the formation of Revenue Allocation Districts, which allow cities
and towns to invest future revenue in economic development projects.
Submitted by: City of Yuma, Lake Havasu City, City of Sierra Vista, City of Kingman, City of
Bullhead City
************
A. Purpose and Effect of Resolution
The purpose of this resolution is to encourage greater economic development through
collaborative partnerships between cities, counties and the state. By working together, a synergy
can be formed that will increase the effectiveness beyond the sum of each working individually.
It is important that economic development continue to be a goal for the League and partnerships
will help achieve that goal.
Large-scale economic development projects are a tremendous catalyst for job creation and
economic growth in Arizona cities and towns. However, in today’s financial environment,
financing the upfront costs of large projects, which often include substantial public components,
can often be difficult, if not daunting. Creating a Revenue Allocation District may help solve this
dilemma by allowing anticipated revenues from a completed project to be used to finance key
components of the project itself.
For example, if Lake Havasu City wanted to encourage redevelopment of the English Village
area around the London Bridge, the city could form a Revenue Allocation District around the
area. The dollar amount of TPT and property tax collected from within the English Village
district would be established as the base on the date that district was formed. In future years, any
increase in either of these revenue streams above the established base could be used by the
district to fund public improvements within the district. Most importantly, the district would have
the authority to issue bonds to help finance the project and those bonds would be repaid by new
revenue generated within that district.
B. Relevance to Municipal Policy
Cities and towns drive the economy. Joint economic development efforts will strengthen the
ability of all to accomplish the common goal of improving our economy. Revenue Allocation
Districts would give cities another option for supporting economic development projects.
C. Fiscal Impact to Cities and Towns
By partnering, a greater economic effect is possible for all entities involved. Partnering for
economic development will bring jobs, reduce unemployment, and provide new revenues for
cities, counties and the state. Supporting local governments’ efforts to bring business to Arizona
4
would allow both the state and local governments to experience increased employment and tax
revenues.
Revenue Allocation Districts capture only the city portion of new revenue that is generated as a
result of a project being built. Other taxing jurisdictions such as schools and community colleges
would not be affected. Municipal taxpayers located outside the district would also be held
harmless.
D. Fiscal Impact to the State
State programs are critical in the effort to attract new business to Arizona and to assist local
businesses considering expansion in Arizona versus another state. By creating and funding
economic development programs to support local governmental efforts' to bring business to
Arizona, both the state and local governments would experience increased employment and tax
revenues. Encouraging and supporting economic development partnerships between cities and
counties to bring business into the state can increase revenues to the State.
No state funds would be involved in the funding of Revenue Allocation Districts because the
district pertains only to the city portion of the TPT and property tax. However, the state
would receive increased income tax collections from the new employees that work within the
district as well as increased corporate income tax receipts from the companies that move into
the district.
E. Contact Information
Name: Connie Scoggins Title: Assistant City Attorney
Phone: 928-373-5055 Email: connie.scoggins@yumaaz.gov
Name: Charlie Cassens Title: City Manager, Lake Havasu City
Phone: 928-453-4141 Email: cassensc@lhcaz.gov
5
Resolution #3
Allow municipalities to receive credit for excess solar generation beyond that needed at
publicly owned sites where the solar generation may occur, and apply that credit to power
consumption at other city, town, or county sites/facilities.
Submitted by: City of Sedona, City of Flagstaff, Town of Clarkdale, City of Kingman
************
A. Purpose and Effect of Resolution
This will clearly provide a basis for use of solar generated power to generate power more nearly
commensurate with an agency’s total power consumption where the area to do so exists. This is
consistent with increasing the use of alternative energy sources within the State in a sustainable
way.
B. Relevance to Municipal Policy
The reduction of municipal costs can often be secured through allowing development of
alternative energy facilities on municipal properties. Currently the amount of energy that can be
developed for municipal use at beneficial pricing is limited to that which can be used at the
facility where the energy is being generated. This means that development of more energy is
discouraged, even though the municipality has energy demands at locations where it may not be
possible to place an energy generation facility. This resolution, by allowing the power generated
at one location to be credited for other municipal locations, encourages efficient development of
alternative energy sources on a municipal scale, which is likely to be more economic for the
benefit received.
C. Fiscal Impact to Cities and Towns
Cities may be able to more economically develop alternative energy sources.
D. Fiscal Impact to the State
None is anticipated.
E. Contact Information
Name: Charles Mosley Title: Public Works Director/City Engineer
Phone: 928-204-7132 Email: cmosley@SedonaAZ.gov
6
Resolution #4
Request that A.R.S. 34-603 C1e, concerning the use of the procurement or final list for
qualification based selection processes; allow the use of such final list until a contract for
construction is entered into. The Agent may pursue negotiations for pre-construction services
with other persons on the list provided that the agent shall not in that procurement recommence
negotiations or enter into a contract for the construction or professional services covered by the
final list with any person or firm on the final list with whom the agent has terminated
negotiations.
Submitted by: City of Sedona, Town of Camp Verde, Town of Clarkdale
************
A. Purpose and Effect of Resolution
In 2010 section 34-603 C1e was added to A.R.S regarding procurement of construction services
using non-bid methods (alternative procurement). The impact of this addition was to require
agents to restart the alternative procurement process or bid construction projects in the event that a
construction price could not be negotiated. The impact of the proposed change is to allow the
agent to utilize another person or firm on the list in the event that a construction price could not be
negotiated with the initially selected party. The resolution prohibits reopening negotiations with a
party if they have been terminated. Only one party may be negotiated with at a time.
The current law prohibits an option that had been previously allowed, due to silence of prior
legislation. The restriction imposed by the current legislation places the agent at the mercy of a
contractor late into the project development process when the construction price is being
negotiated. The contractor may insist on unreasonably high negotiated price. In this case the
agent is forced to bid the project, or restart the procurement process, or accept the high price.
Bidding the project may not be desirable when project familiarity is important to an agent in
pursuing construction of a project (for instance business area improvement projects), and may
result in loss of the ability to contain construction claims. Restarting the procurement procedure
may unreasonably delay the project. Accepting the high price is a disservice to the public.
The City of Sedona was able in 2009 to construct a project by using the second low proposer
when it could not obtain a satisfactory price from the first ranked proposer. This allowed the
project to successfully continue to construction, using the benefits of the Construction-Manager-
at-Risk approach. The first ranked proposer’s price was well above the engineer’s estimated
price, while the second was much more in line. The project was successfully completed, with
return of some unneeded funds.
B. Relevance to Municipal Policy
Alternative Delivery Methods have benefits beyond costs, however, when the process allows a
contractor to attempt to push an agent to reject excessive costs, at the risk of losing these benefits
for the project, the public is placed at an unfair disadvantage. Modifying the process to give the
7
agent the option to continue with the Alternative Delivery Method without excessive loss of time
due to starting the procurement over again, or other disadvantages seems to be in keeping with
allowing the use of Alternative Delivery Methods in the first place. As a matter of public policy
it does not seem that qualification based selection processes should reduce incentives for unfair
pricing. The public policy concern regarding bid-shopping is dealt with by the allowing
negotiations with only one proposer at a time, and prohibiting reopening closed negotiations.
C. Fiscal Impact to Cities and Towns
Cities would be more assured of being able to secure realistic pricing using Alternative Delivery
Methods, from the initially selected proposer, while maintaining the benefits on appropriate
projects of using these delivery methods.
D. Fiscal Impact to the State
None anticipated
E. Contact Information
Name: Charles Mosley Title: Public Works Director/City Engineer
Phone: 928-204-7132 Email: cmosley@sedonaaz.gov
8
Resolution #5
Amend the Arizona State Statutes to require the Alternative Contribution Rate (ACR) paid by
employers to the Arizona State Retirement System (ASRS) for employees who retire from an
employer participating in ASRS and later return to work for an employer participating in
ASRS to be applicable only to employees hired after July 1, 2011. This essentially holds
employers harmless for hiring decisions made prior to the passage of pension reform
legislation in 2011. For hires made after July 2011, employers knew that they would be
responsible for paying the ACR for employees who met the criteria.
Submitted by: Town of Queen Creek, City of Apache Junction, City of Kingman
************
A. Purpose and Effect of Resolution
In 2011 the Arizona State Legislature passed a comprehensive pension reform package that
included the establishment of an Alternative Contribution Rate (ACR). The ACR is to be paid by
employees who retire from an employer participating in the Arizona State Retirement System
(ASRS) and later return to work for an employer participating in ASRS. The employer is
responsible for paying the ACR. As the law was passed the ACR is to be paid for employees
hired both before and after the passage of the legislation. This resolution would amend Arizona
State Statutes to require the ACR paid to ASRS be applicable only to employees hired after July
1, 2011. This essentially holds employers harmless for hiring decisions made prior to the passage
of pension reform legislation in 2011. For hires made after July 2011, empl oyers knew that they
would be responsible for paying the ACR for employees who met the criteria.
B. Relevance to Municipal Policy
This is relevant to municipal policy because it impacts local hiring decisions as well as municipal
budgets. Many smaller cities and towns have difficulty attracting experienced applicants to fill
senior positions within their organizations. Often times budget limitations prevent small cities
from being able to offer competitive salary packages. The solution for many cities and towns is
to hire individuals who have retired from other communities. This allows the municipality to hire
an experienced individual at a salary the municipality can afford. The pension reform package
passed by the Arizona State Legislature in 2011 now requires municipalities to pay an ACR to
ASRS for these types of employees. This is not an expense that municipalities anticipated for
employees hired before 2011. The proposed resolution does not oppose the concept of the ACR,
but does make it applicable only to employees hired after July 2011. This insures that
municipalities have the opportunity to be informed about the costs associated with hiring
individual before making that hiring decision and holding cities and towns harmless for hiring
decisions made prior to 2011.
9
C. Fiscal Impact to Cities and Towns
The anticipated positive fiscal impact to cities and towns is $250,000. The total amount of ACR
paid by cities and towns statewide for employees hired before July 1, 2011 is unknown. For the
Town of Queen Creek if this legislation is signed into law, it will translate to an annual savings
of $20,000.
D. Fiscal Impact to the State
The estimated positive impact to the State of Arizona budget is $2 million dollars because the
State and other ASRS employers will not have to pay the ACR for applicable employees. There
is a potential negative actuarial impact to ASRS, but the impact is unknown without further fiscal
analysis from the system. This legislation would not impact ASRS’s ability to collect the ACR
for all hires made after July 2011.
E. Contact Information
Name: Bruce Gardner Title: Workforce and Technology Director
Phone: 480-358-3200 Email: bruce.gardner@queencreek.org
10
Resolution #6
Urges the Legislature to amend A.R.S. § 39-121.01 to place reasonable limitations on requests
for public records that are overbroad or abusive. Such limitations may include the scope of
requests, the time period covered in a request, and the number of requests from a single
individual during a specified time period and allowing charges for requests that exceed
statutorily established limitations.
Submitted by: City of Yuma, Town of Oro Valley, City of Apache Junction, City of Bullhead
City
* * * * * * * * * * * * * * *
A. Purpose and Effect of Resolution
This Resolution seeks amendments to public records laws to discourage overbroad and abusive
requests for public records.
Municipalities receive and process thousands of requests for public records each year. Most of
these requests are reasonable, coming from persons who may or may not make other requests but
whom seek specific and limited information or specific requests from the media. Other requests
require preparation of voluminous amounts of documents or materials and substantial amounts of
staff time in multiple departments to locate, review, and prepare the documents for review and/or
copying.
But other requests are overbroad, such as requests for “All documents, e-mail, memoranda, etc.
pertaining to the city action ……..” These documents can cover many years, require production
of hundreds or thousands of documents, and involve research and review by several City
departments.
Municipalities also receive and process numerous requests for public records from only a few
individuals. For example, in Yuma, one individual is responsible for the following statistics:
Year Number of requests
2008 114
2009 120
2010 85
2011 155
These requests, some of which require locating massive amounts of documents from across city
departments in different locations, have a significant impact on city resources. Such requests
from one or two individuals require a disproportionate amount of city-wide staff time to locate,
review, and prepare the records for examination. Oftentimes, a requestor may never review the
documents after being notified they are ready for inspection. As an example, Yuma has received
46 requests in 44 business days from a single individual, including nine filed in one day, while
25 filled requests waited to be reviewed. These overbroad and abusive requests by a few
individuals abuse the rights and privileges these laws were enacted to protect.
11
Amending Title 39 to give municipalities authorization in certain instances to restrict the number
or frequency of requests made by a single individual and to limit certain requests such as those
with a broad scope or that cover an extensive time period will allow cities to both comply with
spirit and intent of public records laws while discouraging overbroad and abusive requests.
B. Relevance to Municipal Policy
Transparency is an essential component of a responsive representative government. Cities
endeavor at all times to be open, accessible and responsive to their citizens. Making records
available for inspection by the public and the media is important to maintaining transparency and
trust in government. Most citizens and the media are conscientious and purposeful in their
requests. However, requests by a few individuals which are overbroad or abusive and require
disproportionate amounts of city-wide staff time do not further the goal of transparency.
C. Fiscal Impact to Cities and Towns
Cities will still respond to public records requests in the spirit of transparency and openness in
government. Allowing cities some relief from abusive public records requests or to identify
potentially abusive practices will free staff to perform other governmental functions.
D. Fiscal Impact to the State
There will be no fiscal impact to the State. However an amendment could include public records
requests of the State, which will result in savings.
E. Contact Information
Name: Connie Scoggins Title: Assistant City Attorney
Phone: (928) 373-5055 Email:Connie.Scoggins@YumaAz.gov
12
Resolution #7
This resolution requests that ARS 9-441.01 be amended to exempt cities and towns of less than
a certain population from requiring that the local governing body adopt a resolution declaring
specific portions of the jurisdiction a “housing development area,” for the purpose of assisting
with the acquisition, construction or rehabilitation of housing.
Submitted by: City of Sedona, Town of Clarkdale
************
A. Purpose and Effect of Resolution
Per ARS 9-441.01 it is a valid public purpose of municipalities to assist in providing for the
acquisition, construction or rehabilitation of housing and other facilities necessary or incidental
to the housing and primarily for the use of those residing in the housing, in areas that are
declared by the municipality to be housing development areas.
ARS 9-441.01 also requires that before exercising any of the powers conferred on municipalities
by this article, and before any public moneys can be spent, the local governing body must adopt
a resolution finding that a shortage of housing, or a certain type of housing, exists in a certain
area of the municipality. These areas must be declared to be “housing development areas,”
thereby designating those areas as areas where assisting in the development of housing is in the
interests of the public health, safety, morals or welfare of the residents. The resolution must also
establish specific boundaries depicting what constitutes the housing development area.
The resolution requests a change to ARS 9-441.01 to exempt cities and towns of less than a
certain population from having to designate certain areas as housing development areas. In small
cities or towns, such a designation of an entire area of the city for housing development is
impractical. Often, small municipalities merely want to develop or improve individual parcels or
lots throughout the city in order to provide better overall housing.
B. Relevance to Municipal Policy
While it is critical to engage the citizens of the community in any planning around housing
development or redevelopment, the requirement to adopt a map depicting an entire area as a
“housing development area” could create an inaccurate impression that the city or town intends
to undergo large-scale housing development projects throughout such an area. Given the
concerns and stigmatization that arise as a result of following the public process to adopt such
areas, this requirement may mislead residents and/or derail a process which is intended to assist
the city or town with limited housing needs that are dispersed throughout the entirety of a small
community. The locality should be allowed to determine what methods of citizen participation
and engagement would be appropriate for that community and for those areas in which housing
development was deemed necessary.
13
C. Fiscal Impact to Cities and Towns
N/A.
D. Fiscal Impact to the State
N/A
E. Contact Information
Name: Nicholas Gioello Title: Assistant to the City Manager
Phone: 928-203-5100 Email: NGioello@sedonaaz.gov
14
Resolution #8
Urges the Governor and the State Legislature to develop and pass legislation that allows
greater flexibility in annexing county islands.
Submitted by: Marana, Sierra Vista, Oro Valley, Tucson
************
A. Purpose and Effect of Resolution
Over the past 30 years, the State Legislature has made changes in annexation law in response to
actions by local governments that have unintended, and often negative, consequences. In 1980,
the Legislature disallowed “strip” annexation by communities wanting to annex only highly
lucrative commercial properties. That same legislation also changed the law further to disallow
the creation of county islands, recognizing that having such islands completely surrounded by an
incorporated city of town is not good public policy. Other steps have been taken within state law
to improve the process, but more are needed.
Although new county islands can no longer be created, unfortunately a number of cities and
towns in Arizona still have such areas within their incorporated limits. The islands are governed
by the laws of their respective county, which is a branch of local government largely designed to
provide rural services and a one size fits all approach to planning and growth management.
Depending on the individual county/city, disparities between county and city regulations may
exist, and in many cases, these services and/or enforcement differences are taking place literally
across the street from areas with the same density and neighborhood type.
It is time to allow a city or town more flexibility to extend urban services to these islands. This
could include: allowing a city to shrink an island annexation area once the process has started if
there is not enough interest to proceed with the entire area; removing the tie to assessed valuation
in the process; allowing property owners with multiple properties within an annexation area to
have a vote for each property; requiring property owners to sign a petition to opt out of a county
island annexation rather than opt in, to address those areas with high out-of-town owners; or any
combination of these methods. The ideas would be discussed with legislators to determine the
most viable.
B. Relevance to Municipal Policy
Consistent service delivery to a community’s residents insures that all areas of a city or town are
appropriately managed. Counties, by design, are funded to provide a rural level of service. But
such a service level within the middle of an urban area can, and has, led to problems that bleed
over into incorporated cities.
15
C. Fiscal Impact to Cities and Towns
If legislation moves forward that allows greater flexibility in annexing county islands, it would
be up to cities and towns themselves to determine timing on annexing these areas if they choose.
Those communities that choose to move forward will need to extend their services to newly
annexed areas. Those costs would be different for each community. But nothing in the legislation
should require a city or town to annex county islands if they feel they cannot provide services. It
should be noted that counties currently providing services to these islands, if annexed, would
save money not doing so in the future.
D. Fiscal Impact to the State
There is no fiscal impact to the state when it comes to which local government provides local
services. Minor adjustments in state-shared revenues would be made based on population
changes, but it would be a reshuffling of the total allocation, not an increase in state revenues to
local government. Eliminating barriers to annexation would also encourage economic
development that would ultimately result in increased revenue to the state.
E. Contact Information
Name: Del Post, Marana Title: Deputy Town Manager
Phone: 520-382-1904 Email: dpost@marana.com
16
Resolution #9
Urges the Legislature to partner with cities and towns for the operation and maintenance of
Arizona State Parks (ASP) under long term leases, for a nominal amount, and to participate
financially by providing for a dedicated funding mechanism to share a portion of the costs.
Submitted by: City of Yuma, Town of Oro Valley, Town of Camp Verde, City of Kingman,
City of Bullhead City
************
A. Purpose and Effect of Resolution
When the State became unable to continue full support of its parks, local governments and non-
profit groups in Arizona stepped up to the plate and entered into short term agreements to operate
and maintain the parks in or near their jurisdictions (Alamo Lake, Boyce Thompson Arboretum,
Fort Verde, Homolovi, Jerome, Lost Dutchman, Lyman Lake, McFarland, Picacho Peak, Red
Rock, Riordan Mansion, Roper Lake, Tombstone Courthouse, Tonto Natural Bridge, Tubac
Presidio, Yuma Prison, Yuma Quartermaster Depot) so Arizona residents and visitors alike could
continue to enjoy the rich recreational experiences that state parks provide. This arrangement
has proven to be successful. This resolution asks the State to continue and to expand this
partnership with local jurisdictions on a long term basis.
Making the current partnerships sustainable in the long-term and increasing the number of
partnerships will make the entire park system more viable over time. Further utilization of
partnerships (non-profit, public and private) will necessitate financial support from local
governments, non-profits, and the State.
This resolution will assure that State Parks remain open to the public as a recreational,
environmental, and cultural benefit that supports and generates tourism, and provides important
revenue to not only local, but also to the regional and statewide economies. In addition, the
availability of the State Parks System will continue to provide a high quality of life for Arizona
residents and serve as an attraction to new residents.
B. Relevance to Municipal Policy
State Parks are essential to the rural economies and people of Arizona, and the continued threat
to their operation leaves a continued threat to the still weak local economies in rural Arizona. In
addition, Arizona’s natural environment, including access to the environment through
availability of State Parks across the state draws millions of tourists to Arizona, benefiting every
entity that relies on tourism as part of its economy.
Increasingly, ASP is reliant on partnerships with local governments to make its state parks
viable. This comes at a time when local resources are shrinking.
17
C. Fiscal Impact to Cities and Towns
Visitors’ expenditures combined with their direct and induced impacts resulted in $21,171,627 in
Federal Government taxes and $22,762,326 in state and local government taxes. The total tax
impact of Arizona State Park visitors in 2007 was $43,933,953.
D. Fiscal Impact to the State
The economic benefit of the State Park System is statewide. Calculated at the state level for
FY07, the total economic impact of Arizona State Parks (direct, indirect and induced) on the
state was $266,436,582. This total state income resulted in 2,397 direct jobs and 950 indirect
jobs for a total of 3,347 jobs statewide. The jobs provided were generated directly, through State
Parks employment, but also indirectly, for the tourism industry that is supported and enhanced by
the existence of State Parks.
Visitors’ expenditures combined with their direct and induced impacts resulted in $21,171,627 in
Federal Government taxes and $22,762,326 in state and local government taxes. The total tax
impact of Arizona State Park visitors in 2007 was $43,933,953.
(Economic figures cited are from “The Economic Impact of Arizona State Parks 2007” study
prepared by The Arizona Hospitality Research & Resource Center, Center for Business Outreach
and The W. A. Franke College of Business, Northern Arizona University in February 2009.)
E. Contact Information
Name: Connie Scoggins Title: Assistant City Attorney
Phone: 928-373-5055 Email: Connie.scoggins@yumaaz.gov
18
Resolution #10
Requests that A.R.S. 36-1606, concerning consumer fireworks regulation; state preemption;
further regulation of fireworks by local jurisdiction, be amended to allow an incorporated city
or town and a county within the unincorporated areas of the county to regulate the sale and
use of permissible consumer fireworks.
Submitted by: City of Prescott, Town of Prescott Valley, Town of Chino Valley, Town of Camp
Verde, Town of Clarkdale, City of Sedona.
************
A. Purpose and Effect of Resolution
In 2010 the Arizona State Legislature lifted the statewide ban of the sale of consumer fireworks.
The Legislature allowed municipalities to ban the use of consumer fireworks within incorporated
limits but not the sale. This resolution seeks to enable the elected governing body of each
municipality and county in Arizona to decide for their constituents whether or not to allow the
sale in addition to use of consumer fireworks within their geographic boundaries (unincorporated
areas in the case of counties).
On May 2, 2011, a fire was started in the backyard of a home in Prescott Valley, Arizona, as a
result of an unattended 11 year old child playing with a consumer firework (sparkler). Central
Yavapai Fire District personnel were called to respond to the scene. Upon their arrival the fire
had been extinguished by the residents after burning about a tenth of an acre. This incident
occurred even though the Prescott Valley Town Council enacted an ordinance that banned the
use of all consumer fireworks within Town limits.
B. Relevance to Municipal Policy
In addition to the potential cost and damage of fires, HB2246 which allowed fireworks to be sold
in Arizona, intruded into local control. The evaluation of risk and the decision to allow
consumer fireworks to be sold and used in a community is best left to the governing body of that
community. This resolution does not place any restrictions or mandates on any community,
rather it allows each to decide what is best.
C. Fiscal Impact to Cities and Towns
There will a minimal loss in sales tax collection if a municipality chooses to ban the sale of
consumer fireworks. The local control aspect of this resolution would allow each city and town
to weigh the potential costs of damage to property and public safety response with the benefit of
allowing the sale of consumer fireworks.
19
D. Fiscal Impact to the State
The State could experience a minimal negative reduction in revenue dependent upon the number
of municipalities that choose not to allow the sale of consumer fireworks.
E. Contact Information
Name: Alison Zelms Title: Deputy City Manager
Phone: 928-777-1220 Email: alison.zelms@prescott-az.gov
20
Resolution #11
To seek legislative actions that assist local, collaborative groups with resources and funding
for planning and proactive actions to improve forest health and reduce wildfire threats,
promote the economic engine of tourism dollars coming to the state, driving down the costs
and human toll wildfires take as well as the cost of watershed sustainability.
Submitted by: City of Flagstaff, City of Sedona, City of Scottsdale, City of Sierra Vista
************
A. Purpose and Effect of Resolution
Statewide awareness and attention to the value of collaborative planning, implementation, and
monitoring of our forests to improve forest health, reduce the human and economic costs from
catastrophic disasters resulting in the loss of property, life and recreational destinations for our
residents and tourists who generate revenues. As we have learned from the many fires of the
past decade, particularly the Rodeo-Chedeski Fire of 2002, the Schultz Fire of 2010 and the
Wallow and Monument fires of 2011, there are things we must do to greatly reduce catastrophic
losses from occurring wherever they strike. Proactive, coordinated efforts have been studied and
proven to reduce impacts from and costs of such events.
B. Relevance to Municipal Policy
Communities across the state face increasing economic and life threats as the result of degrading,
unsustainable, forest-and-range conditions. The threat is not only catastrophic wildfire that
destroys the natural environment our residents enjoy for recreation, but also includes post-fire
effects. Loss of property, sales tax and tourism, livelihood, displacement of residents, erosion,
flooding, loss of wildlife habitat, etc. exists for all jurisdictions and ownerships because of the
statewide impact on economic factors such as reduced State Shared Revenues. Joint-action by
all parties (local, county, state, and federal) is required to adequately and satisfactorily address
the issue which starts with planning at the local and regional levels.
Community-based stakeholder groups working on landscape scale areas and focused upon
appropriately-scaled treatments, using a science-based model, are critical to our success.
Adequate environmental analysis, transparent decision making, application of Firewise practices,
and sufficiently sized and appropriate forest treatments must be planned for. Selective thinning,
debris disposal, prescribed fire, and biomass utilization, are crucial to the future of our State’s
forests and rangelands, communities, and our corporate well-being.
C. Fiscal Impact to Cities and Towns
The negative economic impact of such events is beyond the capacity of any single community to
bear. The costs of the past catastrophic fires to each area of the state rose to the millions of
dollars levels.
21
D. Fiscal Impact to the State
The economic impact of such events that have already occurred is in the millions of dollars and it
would be economically sound for the state to appropriate planning funds for forest health. The
Federal government has identified four of northern Arizona’s forests to be part of the 4FR I
Initiative with federal funds appropriated to that effort as a pilot program for the nation.
E. Contact Information
Name: Jerene Watson, Title: Deputy City Manager,
Phone: 928-213-2073; Email: jerenewatson@flagstaffaz.gov
Name: Paul Summerfelt Title: Wildland Fire Manager
Phone: 928-213-2509 Email: psummerfelt@flagstaffaz.gov
22
Resolution #12
Urges the Governor and the State Legislature to develop and pass legislation that supports
efforts to reduce the shortage of physicians in the State of Arizona. The League encourages
the Legislature to consider: expanding the level of Graduate Medical Education (GME)
funding; expanding medical school capacity within the state universities; addressing issues
affecting the attraction and retention of physicians from out-of-state; reducing obstacles to
medical practice in Arizona; and addressing any other major issues that affect a physician’s
decision to locate or remain in Arizona to practice.
Submitted by: City of Sierra Vista, City of Bisbee, City of Yuma, Town of Marana, City of
Douglas, City of Flagstaff, Town of Clarkdale.
*************************
A. Purpose and Effect of Resolution
Part II of the 2005 Arizona Physician Workforce Study, conducted by specialists from the
University of Arizona and Arizona State University, identified that since 1992 to 2004,
Arizona’s physician supply is not keeping up with its population growth. The situation has not
gotten any better. Arizona has 219 physicians per 100,000 population, well below the national
average of 293 per 100,000. Rural communities in the state are affected by the shortage even
more, with one county at under 60 physicians per 100,000. Specialty physicians are particularly
difficult to recruit and retain. By way of example, the City of Sierra Vista’s regional hospital is
now the only location in all of Cochise County in which a woman can deliver a baby outside of a
setting in which emergency services are available. In addition, as the Baby Boomer population
ages, more of the older doctors in rural communities will retire, potentially exacerbating the
situation.
Since approximately 60% of physicians who complete their training in Arizona teaching
hospitals remain to practice within the state, enhancing the Graduate Medical Education (GME)
program is a critical component to addressing this shortfall, and has been identified by previous
gubernatorial task forces. Also recommended were efforts to reduce obstacles to medical
practice in Arizona. Recruitment and retention of physicians is hampered throughout the state by
higher professional liability premiums as compared to other states, and this is certainly an
obstacle needing attention. Recent actions to reduce funding to the State’s Medicaid program
will only exacerbate the issue statewide. Now, more than ever, action is needed to retain existing
physicians, and insure Arizona is a desirable place to practice for others.
B. Relevance to Municipal Policy
Health care is a key component of the overall quality of life for any community. It is an
attraction and retention component for both business and military activities, both of which are
the backbone of the state’s economy. An adequate supply of physicians is the foundation of
quality healthcare, and although most barriers to physician recruitment and retention are beyond
the direct control of local government, the health of our citizens should be a strong consideration
23
for local legislative input and advocacy. The National League of Cities has incorporated citizen
health in its overall federal legislative platform by developing and advocating for health
programs for children and youth.
C. Fiscal Impact to Cities and Towns
There should be no negative fiscal impact on Cities and Towns. To the contrary, not only will
there be an intrinsic gain to Cities and Towns in overall quality of life of their residents if
accessibility to health care is improved, but all communities in the state can use improved health
care as an economic development tool in the future.
D. Fiscal Impact to the State
There are some solutions, such as investing in the graduate medical program, which will require
additional investment by the state in medical education. However, some recommendations can
be implemented with little to no effect on state finances. But like the cities and towns,
improvement in access to health care results in an improvement in the ability of the State to
attract corporations who value health care access as a major factor in relocation to Arizona. In
addition, more physicians in the rural areas of the state will reduce the number of trips on already
overcrowded roadways that residents from those areas make to the Phoenix or Tucson
metropolitan areas to seek treatment.
E. Contact Information
Name: Mary Jacobs Title: Assistant City Manager
Phone: 520-458-3315 Email: mary.jacobs@sierravistaaz.gov
24
Resolution #13
Urges the Governor and the State Legislature to develop and pass legislation or engage in
other activities that supports and advocates for resources to improve Arizona’s ports of entry
with Mexico and related infrastructure, and will enhance international trade and improve the
global competitiveness for Arizona with Mexico.
Submitted by: City of Sierra Vista, City of Douglas, City of Bisbee
************
A. Purpose and Effect of Resolution
Mexico is Arizona’s top trading partner. Our shared border is the gateway for $26 billion worth
of imports and exports and 44 million people (crossings) each year. Mexican visitors spend
approximately $7.3 million each day in Arizona, providing an annual impact of $2.3 billion.
Trade with Mexico supports six million jobs in the U.S. and tens of thousands jobs in Arizona.
In addition, Mexico is now the third-ranked commercial partner of the U.S. and the second
largest market for U.S. exports.
Despite this wealth of opportunity, recent studies show that competing border states such as
Texas are far outpacing Arizona when it comes to developing trade relations with Mexico. While
Arizona exports to Mexico totaled about $5.7 billion in 2011, in Texas the total was $87 billion.
Mexico is the 13th largest economy in the world, and in 2010, Mexico invested an
unprecedented five percent of its Gross Domestic Product (GDP) in infrastructure.
Arizona’s ports of entry face significant challenges, including aging infrastructure and an often
inadequate number of customs and border protection agents needed to staff them. A heavy focus
on security has impacted the tourism industry by diverting investments from needed
improvements and leaving a multibillion dollar deficit in border infrastructure. For example,
while investments of $200 million into the expansion to the Nogales port of entry are
progressing, no funding is allocated at this time (pending completion of appropriate studies and
reviews) toward improving Arizona State Route 189, which connects the Mariposa Land Port of
Entry to I-19. The U.S. General Services Administration (GSA) describes the Mariposa Land
Port of Entry as “…one of the United States’ busiest land ports…serving as the main entry point
for fresh produce entering from Mexico…”
With 23 million northbound visitor border crossings and 373,000 northbound truck crossings,
long waits at the border and congestion north of our ports of entry suppress economic
development. In addition, greater emphasis is needed to upgrading southbound passenger
vehicle and pedestrian crossings. And with significant public safety concerns arising from the
602 train crossings annually, there is clearly a need to develop an alternative to Arizona’s sole
rail port of entry in Nogales in order to respond to increasing manufacturing and sea port
expansions in Mexico. According to the Arizona State University North American Center for
Transborder Studies, needed enhancements include staffing, technology, infrastructure and
communications.
25
Through the League of Arizona Cities and Towns, Arizona’s cities and towns should unite in
support of legislation or other policies that will enhance international trade and improve the
global competitiveness for Arizona with Mexico, which is the 13th largest economy in the world
and the State’s number one trading partner.
B. Relevance to Municipal Policy
The vast majority of the economic benefit generated by trade passing through Arizona’s ports of
entry is realized within the State’s cities and towns. For example, nearly half (43%) of all of the
Winter produce consumed in the United States comes through the Nogales port of entry. Along
with produce, which makes up 28 percent of Arizona imports from Mexico, other major
commodities include electrical machinery and equipment (18%); machinery and mechanisms
(12%); edible fruits and nuts (11%); vehicles (6%); and optical, photographic and cinemagraphic
equipment (4%).
The logistics centers, warehousing and distribution facilities, and value-added manufacturing
facilities for these commodities are located primarily within the State’s cities and towns, along
with the associated sustainable wage jobs that are created as a result of this economic activity.
The economic multiplier effect that these jobs create adds to the prosperity in these communities
and enhances tax revenue at a time when every dollar of local revenue is even more precious to
cities and towns. Enhancing trade opportunities with Mexico will only further stimulate the
economies in Arizona’s cities and towns.
C. Fiscal Impact to Cities and Towns
As described above, enhancing international trade and improving the global competitiveness for
Arizona with Mexico will have a positive fiscal impact to cities and towns.
D. Fiscal Impact to the State
Similarly, supporting the requested legislation and policies will have a positive fiscal impact to
the State and will further diversify our economic base. Failure to do so will sustain the
advantage that other border states currently enjoy over Arizona.
E. Contact Information
Name: Mary Jacobs Title: Assistant City Manager
Phone: 520-458-3315 Email: mary.jacobs@sierravistaaz.gov
26
Resolution #14
Urges the Governor and the State Legislature to develop and pass legislation that supports the
long-term retention of Arizona’s military installations, and provides opportunities to use the
synergies connected to the military operations in the attraction of new or expanded
governmental and non-governmental missions or businesses.
Submitted by: City of Sierra Vista, City of Bisbee, City of Peoria, City of Yuma, Town of
Marana, City of Flagstaff, Town of Clarkdale.
************
A. Purpose and Effect of Resolution
Arizona’s military sector is an essential component of the state economy, and most local
economies within the state. There are five major military installations in Arizona, plus four
principal National Guard operations. According to a 2008 report by The Maguire Group,
commissioned by the Arizona Department of Commerce at the time, it is conservatively
estimated that this sector produces over 96,000 direct, indirect and induced jobs in the state, with
over $9.1 billion in economic impact.
The Maguire report further quantified the amount of revenue Arizona’s military installations
contribute directly to state and local governments at just over $400 million annually, split nearly
evenly between the two. In general, jobs connected to the military are especially valuable to the
Arizona economy because they are largely unaffected by routine economic cycles, which means
revenues associated with their presence are more stable.
The Maguire report noted “Arizona would do well to guard this economic asset and preserve its
viability.” It further stated “Maintaining these operations and the jobs and economic output they
support should be a priority of state and local government.”
Support from Arizona’s local governments, through the League of Arizona Cities and Towns, for
legislation that could enhance military effectiveness or protect against efforts to erode military
missions is critical in the state’s long term success retaining Luke AFB, Davis-Monthan AFB,
Fort Huachuca, Marine Corp Air Station Yuma and the Yuma Army Proving Ground.
Arizona’s cities and towns must be unified in our support for the military, working together to
identify opportunities to demonstrate that support through such things as: encouraging officials
from state and local government to elevate needs identified by military installations for
legislative action; supporting the continued activity and existence of the Governor’s Military
Affairs Commission; supporting funding for economic development efforts at the state level to
attract new/expanded military and military-connected missions and businesses; encouraging the
use and continued funding of the Military Installation Funds (MIF) to help mitigate
encroachment; and supporting legislative proposals regarding state land transfers to reduce
potential encroachment around military installations.
27
B. Relevance to Municipal Policy
At a time in which every dollar of local revenue is even more precious to cities and towns, we
must guard against inadvertent or blatant measures that could jeopardize existing military
installations and the over $200 million it directly contributes to local government. Encroachment
is a major issue across the state, and is not only associated with new subdivisions. Water use,
electromagnetic interference, lighting, airspace and other issues can ultimately affect military
missions, or could result in the state’s five major bases not being considered for realigned
missions in the future.
The Maguire study excluded military-related businesses such as Raytheon, Boeing and those
associated with the redeveloped Williams Center in Gilbert, which take advantage of synergies
with the state’s military community but separately add hundreds of millions more in economic
impact to the state and local economies. But if the military missions are not retained, then
opportunities to grow or expand these types of businesses, and the resulting impact on the state
and local economy, could be missed.
C. Fiscal Impact to Cities and Towns
Failure to protect such a valuable asset to the state will have a direct and potentially devastating
effect on local government. The military industry directly contributes approximately $200
million in tax revenues annually to local government alone.
D. Fiscal Impact to the State
Similarly, Arizona’s military installations contribute about $200 million in revenue annually to
the state government. Any loss of missions could erode that revenue, as well as impact future
expansion opportunities for both military and non-military missions.
E. Contact Information
Name: Mary Jacobs Title: Assistant City Manager
Phone: 520-458-3315 Email: mary.jacobs@sierravistaaz.gov
28
Resolution #15
Urges the State Legislature to support implementing a pilot program to restrict trucks to the
two right-most lanes when traveling on Arizona highways in urban areas with three or more
lanes in each direction.
Submitted by: City of Apache Junction and City of Douglas
************
A. Purpose and Effect of Resolution
The purpose of this resolution is to improve traffic mobility, improve safety and facilitate the
flow of goods on freeways in Arizona’s busy urban areas. An initial step is to implement a pilot
program to determine and compare the feasibility, impacts, and effectiveness of restricting trucks
to operating only in certain lanes on highways in urban areas that have three or more lanes in
each direction, which have a moderate or high level of truck traffic, and do not have left hand
exits. The lane restrictions would apply to “trucks” as defined by Arizona State law. Trucks
would be restricted to the two right-most lanes, leaving one lane for truck-free operation;
assuring that trucks will always have access to at least two lanes.
Demand for trucking services continues to increase. According to statistics available from the
Bureau of Transportation Statistics (BTS) trucking accounts for an estimated 70% of the total
value, 60% of the weight, and 34% of the ton-miles of freight moved in the U.S (Bureau of
Transportation Statistics, 2006). In addition, between 1980 and 2020, truck travel is predicted to
increase by over 90% while lane-miles of public roads will increase by only 5% (FHWA, 2006).
This increase will have significant negative influences on traffic congestion and safety. A truck
lane restriction strategy is used in many states nationwide as a way to address some of these
impacts.
With regard to improving safety and mobility, here are several safety benefits of truck lane
restriction:
Prevents "No-Zone" Wrap, Tractor trailer's on two (2) sides of passenger cars at same
time
Positions largest vehicles out of the highest speed lanes
Reduces the frequency of passenger vehicles being "boxed-in" by large trucks
Reduces evasive truck maneuvers to the right, or into the trucker's "blind" side
Provides additional spacing from life-saving median barrier systems.
Provides additional truck clearance from opposing direction traffic.
Improves visibility and clearance for disabled vehicles in or along median shoulders.
By improving traffic mobility, the flow of transporting goods through the State positively
impacts economic development. The Freight Industry has welcomed lane restrictions in other
29
states because passenger vehicles are able to stay in the fast lanes, which gives more mobility for
the trucks in the slower lanes. Trucks then reach their destinations in a timelier manner.
B. Relevance to Municipal Policy
Arizona residents directly benefit from improved traffic operations and improved safety on
freeways in Arizona’s busy urban areas. In addition, by improving the flow of transporting goods
and services in Arizona, economic development of the State, cities and towns could also
increase.
C. Fiscal Impact to Cities and Towns
As the State of Arizona is able to reap the positive economic effects of improved traffic flow
which in turn improves the efficient movement of goods thru the State; this will positively
impact cities and towns as well.
D. Fiscal Impact to the State
Positive fiscal impact to the State:
Whereas large metropolitan areas (e.g. North Texas) that are in direct competition with the Sun
Corridor have successfully implemented ‘Goods Movement’ oriented traffic restrictions to
facilitate enhanced traffic flow have experienced positive economic development effects, the
City of Apache Junction and the City of Douglas urge implementation within Arizona so that we
also experience positive economic effects.
Negative fiscal impact to the State include:
Costs associated with developing and implementing a pilot program, which would include
conducting a study before and after restrictions are implemented. If the new restrictions were put
in place permanently there are costs associated with selecting, designing, implementation
administration, advertising, enforcing, and monitoring of the truck lane restrictions.
E. Contact Information
Name: George Hoffman Title: City Manager
Phone: 480-474-5066 E-mail: ghoffman@ajcity.net
30
Resolution #16
Amend Arizona Revised Statutes Title 13 (Criminal Code) and amend Title 8 (Children) to
include criminal damage by graffiti to ensure that crimes of graffiti are treated more seriously.
Submitted by: City of Yuma, City of Sierra Vista
* * * * * * * * * * * * * * *
A. Purpose and Effect of Resolution
Graffiti is a continuing and fast growing problem for cities and towns. The level of punishment
for individuals committing illegal acts of graffiti is a difficult and complex issue. Abatement of
graffiti and apprehension and prosecution of the perpetrator is costly to cities and these costs are
seldom if ever recovered. Arizona statutes allow prosecution of graffiti under the criminal code
as criminal damage. Because graffiti is such an immediate and growing problem on both public
and private property, it needs to be addressed in statutes setting forth stricter penalties and full
restitution of all economic loss to the victim. Economic loss includes all reasonable costs of
repair by municipalities, including but not limited to, materials, labor and equipment. As it stands
now, some courts have been reluctant to severely punish offenders, or order restitution for
economic loss, especially where juveniles are involved. A community service component should
also be added to the penalty where available.
B. Relevance to Municipal Policy
The physical appearance of communities is a source of pride for Arizona cities. It is one of the
factors that attract people to visit or relocate into an area. While graffiti was once limited to older
and deteriorating communities or facilities, it has become prevalent in all areas of cities,
regardless of age, appearance, or use. Despite the penalties for selling instruments of graffiti to
minors enacted in the last few years, the numbers of incidents and the extent of damages have
continued to increase. Stiffer penalties are needed to deter the rising tide of this vandalism.
C. Fiscal Impact to Cities and Towns
Graffiti abatement in this fiscal year has so far cost the City of Yuma $117,645.00, despite a
policy to aggressively pursue restitution from the courts. The costs to Yuma are high; therefore,
it would follow that statewide costs may be in the millions of dollars. Increasing the penalties for
criminal damage may deter graffiti vandals, and reduce the number of incidents and the extent of
damages, thereby reducing costs of abatement. Any additional revenue generated from the
stronger penalties could be directed to reduce the costs to cities for abatement. Also, if violators
are required to perform community service, they would be able to witness the consequences their
actions have on the community.
D. Fiscal Impact to the State
Because graffiti may also occur on state owned properties, abatement costs to the state could be
reduced.
31
E. Contact Information
Name: Connie Scoggins Title: Assistant City Attorney
Phone: (928) 373-5055 Email: Connie.Scoggins@YumaAz.gov
32
Resolution #17
Urges the Legislature to amend A.R.S §42-5010, as enacted in SB1442 last session, so that
state shared revenues to cities and towns are distributed prior to the recapture of construction
sales tax to be used for funding infrastructure projects. Further, urges the Legislature to find
additional mechanisms for funding infrastructure that is necessary for economic development
projects that are beneficial to the entire state.
Submitted by: City of Chandler, City of Peoria
************
A. Purpose and Effect of Resolution
When manufacturing facilities locate in a municipality, there are often infrastructure
improvements needed to support the project. If these are incremental improvements, the host
municipality is able to fund them through its regular capital improvement program without over
burdening their ratepayers.
However, large manufacturing projects, such as the construction of the $5 billion Intel Fab 42,
require significant industrial infrastructure. That project alone will require in excess of $200
million in water and wastewater improvements. The magnitude of costs such as these makes it
impossible for the host city to fund the infrastructure by itself and requiring the company to do
so places this state at a competitive disadvantage.
Last session, SB1442 was introduced in an effort to provide a mechanism for the state to help
fund these infrastructure needs. It was intended to allow the construction sales tax to be
recaptured and used to pay for any water, wastewater or transportation projects needed to support
a manufacturing facility that met certain capital investment requirements.
Unfortunately, the bill was amended on the last day of the session and the result was a negative
impact on state shared revenues. The intent of this resolution is to change the statute so that the
funds used to pay for infrastructure come from the state’s portion of sales tax.
Additionally, SB1442, as originally drafted, would have been only a partial solution to the
problem of infrastructure funding. Other mechanisms should also be explored in order to
address this problem more comprehensively.
B. Relevance to Municipal Policy
Cities are already responsible for the majority of the costs of infrastructure related to economic
development and should not have to also contribute through a loss of shared revenues. The
intent of SB1442 was to create a mechanism for the State to participate in funding the
infrastructure that is necessary to attract and retain these manufacturing facilities and the jobs
they create.
33
C. Fiscal Impact to Cities and Towns
The total loss of cities’ shared revenue attributed to SB1442 is approximately $2.5 million.
However, if an equitable solution cannot be developed, our inability to continue to attract these
businesses will also have a long term negative impact on economic development and the increase
in shared revenues attributable to these projects.
D. Fiscal Impact to the State
If the distribution formula of cities’ state shared sales tax is restored, the state will lose the
approximately $2.5 million in construction sales tax monies that would be recaptured to fund the
cost of infrastructure under the provisions of SB1442. Again, if a solution cannot be agreed
upon and cities are not able to fund the infrastructure necessary for these businesses, the state
risks losing the future economic activity created by new or expanded manufacturing facilities.
E. Contact Information
Name: Patrice Kraus Title: Intergovernmental Affairs Coordinator
Phone: 480-782-2215 Email: patrice.kraus@chandleraz.gov
34
League Staff Resolution #1
The League of Arizona Cities and Towns urges the Legislature to address serious issues
related to the enactment of HB 2826, (consolidated election dates, political subdivisions).
Submitted by: League Staff
************
A. Purpose and Effect of Resolution
HB 2826 (Laws 2012, Chapter 353) requires that cities and towns hold all candidate elections in
the fall election cycle of even years. Multiple technical issues associated with implementation of
this law must be addressed by clarifying legislation. Issues regarding the length of terms for
incumbent councilmembers, alternative expenditure limitation renewal elections and municipal
incorporation elections need clarity before the law takes effect in 2014. Although HB 2826 must
overcome review and preclearance by the Justice Department (as well as possible court
challenges), this resolution would empower League staff to pursue needed changes to address
significant shortcomings of the new statute. These changes will be absolutely necessary to ensure
that the new law doesn’t create dire, unintended consequences.
B. Relevance to Municipal Policy
This issue is fundamentally relevant as elections are a foundational part of our system of
government.
C. Fiscal Impact to Cities and Towns
Although many of the fiscal impacts of this bill cannot be calculated at this time, there could be
significant problems for local budgets if election law related to the home rule option isn’t
changed.
D. Fiscal Impact to the State
Not applicable
E. Contact Information
Name: Tom Belshe Title: Deputy Director
Phone: 602-258-5786 Email: tbelshe@azleague.org
35
League Staff Resolution #2
The League and its members support meaningful and effective regulatory reform efforts. The
League will oppose any proposal that does not promote greater efficiency, effect significant
cost savings, or improve existing regulatory frameworks for the mutual benefit of
stakeholders. Furthermore, the League shall work to enact changes to SB 1598 (Laws 2011,
Chapter 312) that enable the law to serve its intended function of improving the licensing and
permitting process.
Submitted by: League Staff
************
A. Purpose and Effect of Resolution
The purpose of the resolution is to express the League’s commitment to working with the
Legislature to: 1) enact legislation that respects municipal autonomy; and 2) partner with cities
and towns to create an attractive business climate for new and existing businesses. The effect of
the resolution would be to empower the legislative staff of the League to work with interested
parties on mutually beneficial changes to existing laws while exploring new opportunities for
improvement of regulatory frameworks. Specific goals include: preservation of local authority;
opposition to state mandates; encouragement of municipal flexibility and timeliness; and
avoidance of additional bureaucracy and paperwork.
B. Relevance to Municipal Policy
This issue is fundamentally relevant as licensing and permitting is the primary way in which
municipalities interact with the businesses in their community. Regulatory design represents a
core function of municipal governance, to the extent it operates to promote the safety and welfare
of city residents.
C. Fiscal Impact to Cities and Towns
Enacting changes to SB 1598 will likely lead to a positive fiscal impact, resulting from the
increased clarity and paperwork reduction those changes will bring. Additionally, there is the
potential for a positive fiscal impact from increased business activity as a result of reforms.
D. Fiscal Impact to the State
Increased business activity would benefit the state because of increased sales and income
tax collections.
E. Contact Information
Name: René Guillen Title: Legislative Associate
Phone: 602-258-5786 Email: rguillen@azleague.org
36
League Staff Resolution #3
A RESOLUTION OF THE LEAGUE OF ARIZONA CITIES AND TOWNS CALLING UPON
THE ARIZONA LEGISLATURE TO RESPECT THE AUTHORITY OF CITIES AND
TOWNS TO GOVERN THEIR COMMUNITIES FREE FROM LEGISLATIVE
INTERFERENCE AND TO REJECT LEGISLATION THAT CONFLICTS WITH CHARTER
PROVISIONS OF ARIZONA’S CHARTER CITIES
WHEREAS, the League of Arizona Cities and Towns is concerned about the extent to which
Arizona’s 50th Legislature considered legislation to micromanage local government, enact
decisions best made at the local level and impose one-size-fits all mandates on municipalities;
and
WHEREAS, the League further shares the conservative belief that the most effective, responsible
and responsive government is government closest to the people; and
WHEREAS, the Arizona Constitution specifically provides that any city, “may frame a charter
for its own government” [emphasis added]; and
WHEREAS, once a city has successfully completed the city charter process, the charter becomes
the organic law of the city; and
WHEREAS, charter cities draw their power from their citizens, are governed by their charters,
and do not require legislative authority from the State to exercise power; and
WHEREAS, the provisions of the charter, as the organic law of the city, supersede all laws of the
State in conflict with the charter provisions, insofar as such laws relate to purely municipal
affairs; and
WHEREAS, the Arizona Constitution thus establishes a home rule mechanism to render charter
cities independent of the Legislature with respect to matters of local concern; and
WHEREAS, the Arizona Supreme Court recently affirmed, in Tucson v. Arizona, that provisions
of a city’s charter supersede conflicting statutes with respect to matters of local concern; and
WHEREAS, all municipalities are no less affected by the imposition of burdensome mandates by
the State than is the State by the imposition of similar mandates by the Federal government;
NOW, THEREFORE, BE IT RESOLVED, that the League of Arizona Cities and Towns calls
upon the Arizona’s 51st Legislature to affirmatively reject, oppose and renounce legislative
proposals that diminish local authority, address matters of purely local concern, and conflict with
the organic law of Arizona’s charter cities.
League of Arizona Cities & Towns
Outcome of Resolutions Subcommittee
37
No. Summary Sponsor Co-Sponsor Subcommittee
Recommendation
1
Keep local funding formulas intact. Bullhead
City Kingman, Lake Havasu City
Merge 1 and 11,
Recommend with
Amendments
2
Support economic development tools.
Yuma Bullhead City, Sierra Vista
Merge 2 and 3,
Recommend with
Amendments
3
Develop revenue allocation districts. Lake
Havasu
City
Bullhead City, Kingman
Merge 2 and 3,
Recommend with
Amendments
4 Credit for excess solar generation. Sedona Flagstaff, Clarkdale,
Kingman
Significant Municipal
Issue
5 Alternative Delivery Methods. Sedona Camp Verde, Clarkdale Recommend for Adoption
6 Alternative Contribution Rate (ACR)/Arizona State Retirement
System (ASRS).
Queen
Creek Apache Junction, Kingman Recommend for Adoption
7 Public record requests. Yuma Oro Valley, Apache
Junction, Bullhead City
Significant Municipal
Issue
8 Housing development areas/population threshold. Sedona Clarkdale Significant Municipal
Issue
9 Greater flexibility in annexing county islands. Marana Sierra Vista, Oro Valley,
Tucson Recommend for Adoption
10 Partner with cities and towns for the operation and maintenance of
Arizona State Parks. Yuma Oro Valley, Camp Verde,
Kingman, Bullhead City
Significant Municipal
Issue
11
Stop future sweeps of Highway User Revenue Funds allocated to
Arizona cities and towns, to restore HURF funding to FY2008
levels.
Yuma
Lake Havasu City, Bullhead
City, Apache Junction,
Sierra Vista, Kingman
Merge 1 and 11,
Recommend with
Amendments
12
Allow an incorporated city or town and a county within the
unincorporated areas of the county to regulate the sale and use of
permissible consumer fireworks.
Prescott
Prescott Valley, Chino
Valley, Camp Verde,
Clarkdale, Sedona
Recommend for Adoption
13 Improve forest health and reduce wildfire threats. Flagstaff Sedona, Scottsdale, Sierra
Vista Recommend for Adoption
League of Arizona Cities & Towns
Outcome of Resolutions Subcommittee
38
14
Reduce the shortage of physicians. Sierra
Vista
Bisbee, Yuma, Marana,
Douglas, Flagstaff,
Clarkdale
Significant Municipal
Issue
15 Resources to improve Arizona’s ports of entry with Mexico and
related infrastructure.
Sierra
Vista Douglas, Bisbee Recommend for Adoption
16 Support the long-term retention of Arizona’s military installations. Sierra
Vista
Bisbee, Peoria, Yuma,
Marana, Flagstaff, Clarkdale Recommend for Adoption
17 Restrict trucks to the two right-most lanes. Apache
Junction Douglas Significant Municipal
Issue
18 Criminal damage by graffiti/restitution. Yuma Sierra Vista Recommend with
Amendments
19
Amend §42-5010, as enacted in SB1442 last session, so that the
recapture of construction sales tax to be used for funding
infrastructure projects is made after the distribution of state shared
revenues.
Chandler Peoria Recommend for Adoption
39
League Staff Recommendations
No. Summary Subcommittee
Recommendation
1 Statutory fixes to HB2826, consolidated elections dates; political subdivisions. Recommend for
Adoption
2 Support meaningful and effective regulatory reform. Recommend for
Adoption
3 Oppose unfunded mandates and preserve local authority. Recommend for
Adoption
Key to Subcommittee Recommendations
Recommend for Adoption – Becomes a part of the Municipal Policy Statement, and will help guide legislative activity in the coming
session.
Recommend with Amendments - Becomes a part of the Municipal Policy Statement, and will help guide legislative activity in the
coming session, but needed amending for either content or technical reasons.
Significant Municipal Issue – Although an important concept to cities and towns, does not quite rise to the level of legislative
activity. League staff may address the issue with state agencies and/or other stakeholders.
Not Recommended for Passage – The resolution may be too confined to one community, be on its face contrary to core principles, or
not in line with current agreements with other stakeholders.
4th QUARTER
REPORT ON
COUNCIL GOALS
FOR FY2011-12
August 2, 2012
November 17, 2011
Page 1 of 11
On December 16, 2010, the Town Council adopted Council Goals for FY2011-12 based on Strategic Plan
2010.
The following graph depicts progress that the staff has made toward achieving these goals since the
beginning of FY2011-12:
0 10 20 30 40 50 60 70 80 90 100
Recreational Opportunities and Amenities
Economic Vitality
Education, Learning, and Culture
Civic Responsibility
Environmental Stewardship
Civility
PERCENT COMPLETE
PROGRESS TO COUNCIL GOALS FOR FISCAL YEAR 2011 -12
Quarter 1
Quarter 2
Quarter 3
Quarter 4
OVERVIEW
Page 2 of 11
Strategic Value: CIVILITY
Percent Complete: 100%
C1 Practice the art of civility in all public settings and encourage those around you to do the same.
Staff supports the concept and principle that civility serves as the foundation of our interactions and
relationships internally and externally by reaching out to local organizations and asking how the Town
and the organizations can work together to maintain open and respectful dialogue in advance of divisive
issues becoming controversial.
C2 Support community events and activities that create opportunities to build community and
friendship.
1. Build on success of current service events and opportunities.
“Make a Difference Day” was held on Saturday, October 22, 2011 from 7:30 a.m. to noon. The
event was coordinated by Volunteer Coordinator Heather Ware and her much appreciated planning
committee that included Nan Norton, Paul Appledorn, Boyce Baldwin, Pastor Steve Bergeson,
Victoria Caltabiano, Dan Foster, Bill Myhr, Jo Nelson and Mike Scharnow. Approximately 175
residents volunteered their time and skills to complete a variety of projects consisting of building a
wheelchair ramp, building fences, patching stucco, painting, clearing brush and overgrown
landscaping, cleaning closets, and cleaning garages. In addition, great progress was made at
Fountain Park with the Greening of Downtown project. This first “Make a Difference Day” in
Fountain Hills was a big success and we would like to continue to be a part of national “Make a
Difference Day” each fall, held on the fourth Saturday in October. The recipients of this event were
extremely grateful. One lady stated that with all the negative things going on in the world, this
event restored her faith in mankind. Some prepared food for the volunteers and many became
teary eyed when expressing their appreciation. Overall it was a very rewarding experience. Many of
the volunteers with “Make a Difference Day” want to continue to help the residents they served
during the event on an ongoing basis.
2. Provide new event to provide opportunity for community service and camaraderie building.
This initiative was intended to introduce the Keep Fountain Hills Beautiful Day in conjunction with
the Keep America Clean initiative. The Town held the second annual “Make a Difference Day” event
that was extremely successful. The efforts of the staff and volunteers resulted in so many
community projects being completed that staff will focus efforts on continuing this program next
fiscal year rather than diluting efforts with a second event.
3. Support and contribute to state centennial activities and incorporate centennial activities.
The local event to celebrate the Arizona Centennial was held on Sunday, February 12, at the
Centennial Circle adjacent to the Community Center. There were an estimated 400-500 people at
the event. An application to the Arizona Centennial Commission was prepared, submitted and
approved to have this local event sanctioned as an official State Centennial event. The 2011 theme
for the Holidays at the Community Center in December was “Christmas through the Years – a
Centennial Celebration of the Holidays”. The Centennial Circle was improved in December with the
addition of decorative pavers and landscaping in a design created by the local Centennial Committee
members. A monument was placed by the Community Center that recognizes local residents, Jerry
and Jackie Miles who played a significant part in establishing the Town’s art collection. Funds were
requested to complete the landscaping of the Centennial Circle at the request of Jerry Miles. Funds
were also included for the 2012-13 fiscal year to complete the task of bringing electrical power into
the Circle to host events. These funds were recently approved and the work will begin after the new
fiscal year begins.
Page 3 of 11
4. Develop a proposal to reduce the cost of facility use and rental fees for residents and organizations
in Fountain Hills.
Two new proposals were approved earlier this year in the new fee structure that was adopted at the
Community Center. One was to reduce the fee for local groups that book on a more frequent basis.
Additionally, the fees for audio visual use at the Community Center, which are again used often by
local groups, were reduced by half.
5. Develop a program to encourage organizations to partner with the Town in facility maintenance and
upkeep.
The initiative is to meet with stakeholder groups to determine the parameters of a program that
would encourage regular user groups to participate in general maintenance. The majority of groups
that regularly use Town facilities are proud of their facility and willingly assist in the cleanup.
To date, the following groups have agreed to participate as indicated:
- Sonoran Conservancy – Maintain the trails in the Preserve and the Town’s Overlook Trail
- Botanical Garden Society – Maintain the Desert Botanical Garden and the Desert Wildflower
Garden in Fountain Park; provide docents for tours of the Desert Botanical Garden by the public
- Master Gardeners – Maintain the Low-Water Garden in Fountain Park
- Volunteers – help to maintain the public art on display outdoors; act as docents for art walks
- Little League and Soccer both contribute to help cover some of the cost of maintaining their
respective facilities at both Golden Eagle Park and Desert Vista Park.
- Local Veterans groups help defray some of the costs to maintain the Veterans Memorial.
C3 Genuinely solicit and consider public and stakeholder feedback as part of the decision-making
process.
1. Encourage greater citizen participation in Town Halls.
Town staff has introduced the concept of “Citizen Town Halls” by inviting residents to visit their
Town Hall and meet with a Department Director from any department regarding any issues that
they would like to talk about. The first Citizen Town Hall in September had five resident attendees
and the second had two. Additional Town Halls were held during the months of October through
December with minimal public attendance.
2. Expand web-based feedback instruments to encourage public stakeholder feedback.
The initiative is to utilize technology to survey citizen satisfaction with Town services and identify
areas for improvement. During the Town Manager search, a survey was added to the website
asking residents for input on what they would like to see in a new Town Manager. The website was
updated to include a searchable “Tax Dollars at Work” section that includes all payments made to
vendors for the fiscal year. The front page was also updated to provide a link for residents to follow
the proposed Congressional and Legislative redistricting efforts of the Arizona Redistricting
Commission. The Administrative Department/Finance now includes a link to the monthly budget
report showing year to date revenues and expenditures. Development Services solicited feedback
for the Avenue of the Fountains Median Master Plan Study through a public questionnaire. Staff
received 367 responses, which will be used when evaluating concepts for the median master plan.
3. Consider strategies that utilize social media as a feedback instrument.
The Town has updated the front page of the Town website to make it more dynamic with more
current information. For example, a link was provided to the Arizona Redistricting Commission
website so residents could follow the changes made to the Congressional and Legislative Districts.
As a result, more citizens contacted the Town on how to become engaged. Additionally, staff has
increased the posts to the Town’s Facebook and Twitter accounts to alert residents of ongoing
Page 4 of 11
events. A new communication tool is the use of “robo calls” to contact volunteers to remind them
of upcoming events; it is anticipated that this method of reaching out to residents can be expanded
as more residents sign up with their contact information.
Strategic Value: Environmental Stewardship
Percent Complete: 100%
ES3 Explore and implement new technologies and opportunities that will minimize noise, air, and
light pollution and reduce energy consumption.
1. Conduct and analyze Town energy audit and employ strategies to reduce energy consumption.
An Energy Audit has been completed. Three high-priority items from the audit were to install a new
energy management system (EMS), HVAC upgrades, and lighting retrofits to more energy efficient
lights and fixtures.
2. Investigate ways to reduce energy costs.
A new energy management system for the Town Center complex has been installed, along with
mini-split air conditioning units to the electrical and server rooms at Town Hall and the Community
Center to provide more efficient cooling for these rooms. Staff will monitor the energy use data
collected by the EMS to calculate energy savings. We will continue to use the energy audit as a tool
to implement priority energy saving measures on Town-owned facilities in the future.
3. Recommend sustainable practices.
Staff will continue promoting water conservation through our low-water landscape ordinance and
utilizing “Water Use It Wisely” as part of our public outreach and education for water conservation.
Staff works closely with Allied Waste and Recyclebank to educate and encourage residents on
increasing the landfill diversion rate of the Town’s curbside trash and recycling program. A Town
sponsored electronics recycling event and a Museum sponsored paper shredding event was held in
November of 2011. The Town-wide diversion rate from July 2011 thru May 2012 is holding steady at
25%, with a total of 2060 tons of recyclable materials being recovered. Resident brought in over
5000 pounds of documents to be destroyed during the April 21, 2012 shredding event. There were
165 residential vehicles that came through the electronics recycling event also held on April 21,
2012.
Strategic Value: Civic Responsibility
Percent Complete: 100%
CR2 Discover, recognize, and utilize the talents of our citizens and use these assets to address
community needs.
1. Expand “Take Pride Day” where volunteers complete small jobs to promote facility maintenance and
upkeep of amenities, perhaps as a semi-annual event or as part of Centennial activities.
The initiative is to continue to build on the success of “Take Pride Day.” The FY11-12 budget
included a spring “Take Pride Day”; staff would like to propose foregoing the annual “Take Pride
Day” in lieu of expanding “Make a Difference Day”. Our staff does such a great job maintaining
Town-owned property that it is a challenge to create municipal projects for a “Take Pride Day”
event. National “Make a Difference Day” is more aligned with the strategic direction of utilizing the
talents of our citizens to address community needs, and we are confident it will grow larger each
year. The 2011 “Make a Difference Day” event was a huge success.
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2. Establish a senior mobility program that uses volunteers to escort seniors to doctor’s appointments,
services, and other errands.
The Give-A-Lift program has been in existence since July of 2009. We currently have approximately
125 riders and 39 drivers. We are in desperate need of more volunteer drivers. Our Volunteer
Coordinator will continue to reach out to local organizations, at Volunteer Coffees, and through
newspaper articles in an attempt to recruit more volunteers for this program.
CR3 Foster a culture of public service and volunteerism.
1. Continue to utilize Volunteer Coordinator to foster volunteerism for activities and initiatives.
Our Volunteer Coordinator continues to actively recruit volunteers. There are application packets in
each of the kiosks at the Town Hall, Community Center and Library. The Volunteer Program is
featured on our website. In addition, our Volunteer Coordinator continues to speak at local
organizational meetings to discuss the numerous roles volunteers can fill. Periodic articles appear in
the Fountain Hills Times. Partnering with clubs and organizations, as well as the faith community,
brings new volunteers to the Town as seen in our recent “Make a Difference Day”. Our greatest
resource continues to be word of mouth.
2. Expand on the Adopt A Street program to include citizen stewardship of community assets.
Several public areas have now been adopted by a number of local groups that are assisting with the
maintenance of various community assets. These include the trails in the Preserve and adjacent to
Fountain Park, the Desert Botanical Garden, and the Low-Water and Desert Wildflower Gardens in
Fountain Park. Volunteers are also continuing to maintain the display of public art on a monthly
basis.
CR4 Implement a comprehensive communications plan to encourage informed citizen participation in
civic life.
1. Develop a communications strategy to effectively provide information to citizens.
The initiative is to develop a comprehensive citizen’s communications strategy which identifies how
citizens most often prefer to receive information about the Town and prescribe methods the Town
can effectively communicate with residents and other critical publics. Developing a comprehensive
communications strategy without staff dedicated to this initiative limits how comprehensive any
strategy can be. However, staff continues to communicate through appearances at local
organization meetings, Citizen Town Halls, monthly AveNEWS, weekly Manager’s reports, Facebook,
Twitter and Town website.
2. Develop a single community activities and events calendar to showcase Town, partner, and regional
activities and serve as a clearinghouse to communicate opportunities.
The Town website has a calendar that includes events that the Town is aware of; staff solicits
information from local organizations so that their events can be included on the calendar.
3. Close the loop on citizen inquiries and inform council members of final answers/resolution.
Citizens are encouraged to submit comments, complaints, or inquiries through the Town website’s
citizen portal, eFountain. The issue can then be tracked by both the citizen and staff (and Council)
as to the progress and/or resolution. The system sends an email to the citizen when the issue is
closed so they can see that their issue was addressed. Issues forwarded by the Town Council to staff
are also entered into eFountain to ensure that there is follow-up.
4. Utilize civic events to share information about Town issues.
The Town participated in the Fountain Hills PTO Holiday Boutique on December 4, 2011 by
purchasing a booth space. Town staff manned the booth with brochures and information on Town
services and staff was available to answer questions from participants on any Town issues.
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CR7 Communicate the role of local government and clearly define the trade -offs between service
levels and amenities and the associated costs so residents can make informed choices.
1. Deliver budget presentations to identified community stakeholder groups.
The FY2012-13 budget process began with the Council budget retreat on Thursday, November 17, at
the Fountain Hills Community Center, and was open to the public. The Town Council was presented
with the “tools” that are available for balancing a municipal budget each year and worked together
to come up with those options that were considered as part of the discussion for the budget goal
setting retreat session on January 26, 2012 at the Community Center. During the month of April,
2012, staff made several presentations to local organizations to seek feedback on proposals. During
the months of April through June, there were six public meetings where residents and Council
members could ask questions or get further information regarding the proposed expenditures for
FY12-13. The final budget was adopted on June 12, 2012.
Continue to present Citizens Academy.
The second annual Citizens Academy was conducted for seven weeks beginning Wednesday,
January 25 through Wednesday, March 7, 2012. The classes included presentations from
Administration, Community Services, Development Services, Law Enforcement, the Fire Department,
the Municipal Court, and the Mayor.
2. Create an easy-to-understand, meaningful document that translates the budget for public
consumption.
The Budget in Brief document will be enhanced to provide comprehensive but easy to understand
information for the public. The document is posted on the Town’s website.
3. Clearly communicate policy decisions and implications of decisions.
Included as part of the Budget in Brief document.
4. Investigate the potential of becoming an Arizona We Want pilot community.
The Town applied to be considered but was not accepted; the Town will support the local business
that was accepted and contribute in any way that we can.
Strategic Value: EDUCATION, LEARNING AND CULTURE
Percent Complete: 95%
ELC2 Support partners in providing arts and cultural opportunities and amenities.
Staff presented recommendations to the Town Council to help streamline the special event process for
applicants, staff and the Town Council. The proposed recommendations were approved at the
November 3 Town Council meeting. Additionally, staff is working with representative from Fort
McDowell, and their enterprises, to better communicate and potentially jointly program for special
events.
1. Identify local talent and promote opportunities to showcase talents at community events and
activities.
Staff researched options for this event and feedback was less than enthusiastic for an event of this
nature. Staff has removed this event from the budget for FY 2011-12.
Support public art walk.
Staff continues to support the public art walk and has expanded the private tour offerings by
reaching out to neighboring school districts. The art docent manuals have been updated to reflect
the new art acquisitions since last season. The orientation meeting was held to kick off the new
season of art walks. A new season of docent led art walks will begin in the fall.
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ELC4 Position the community’s arts and cultural businesses, venues, and amenities as economic
drivers integrated into the Town’s comprehensive economic strategy.
1. Increase external awareness of and interest in public art.
This initiative was intended to provide a partial virtual tour of public art in Fountain Hills; once the
Town has a digital library of all the art pieces, the virtual tour will be available on the Town’s
website.
2. Continue to support Greening project.
Staff continue to work closely with the Greening of Downtown group and has completed all of the
phased work on Fountain Park. The final phase planned for Fountain Park included a cactus garden
and additional improvements to add landscaping around the amphitheater.
3. Continue to support the arts district.
The Town supports the arts district by coordinating the general maintenance of each piece of art
through volunteers, as well as hiring a professional to come in twice a year for maintenance.
ELC5 Encourage access to higher learning opportunities or the establishment of an educational or
training campus within our community.
1. Broker a commitment from an organization to establish an educational or training facility/program
in Fountain Hills. Report on activities to date.
The Town met with and continues to maintain a relationship with Scottsdale Community College
(SCC). After several meetings and discussion, SCC desires to assist and work with the Town on
workforce training and development for Fountain Hills businesses on a case by case basis, rather
than establish a program or facility in the community. SCC previously provided classes at the
Community Center and was not able to sustain the presence due to the lack in attendance. An
opportunity was presented to discuss Fountain Hills with Brookline College. It was an opportunity to
learn about their presence in Arizona, as well as future plans, and exchange information.
Research on communities who are and have been successful in attracting institutions of higher
learning have several common factors which include a significant population growth pattern and a
younger population base. We will continue to monitor opportunities and respond appropriately as
opportunities present themselves.
Strategic Value: ECONOMIC VITALITY
Percent Complete: 75%
EV1 Develop a comprehensive economic development strategy for the Town’s future and work with
our partners to forward economic growth and awareness.
The Town Manager and the economic development administrator are working on refining the draft
plan which encompasses three areas of general strategies. The three areas are: Downtown
Initiative, Tourism Initiative, and Business Attraction Initiative. The formulation of Key Result Areas
with action plans and action steps is currently being drafted, all of which will be brought to Council
to review and discuss.
1. Develop a comprehensive community marketing plan/campaign.
As part of the Town’s contract with the Fountain Hills Chamber of Commerce for tourism services, a
brand has been created to market Fountain Hills. The Chamber presented an update to the Town
Council on the brand and a strategy that will promote the Town of Fountain Hills.
EV2 Develop and maintain a balanced, equitable, sustainable, local financing structure to support the
Town’s core government services at desired service levels.
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1. Revisit the 2007 Revenue Enhancement Analysis Report and identify potential strategies for
consideration and/or implementation.
The Revenue Enhancement Analysis was prepared in 2007 and contains significant amounts of data
that compares Fountain Hills to similar communities both inside and outside of Arizona. An update
of the report was proposed for the FY12-13 budget; however, the Town Council removed the item
from the toolbox.
2. Review and consider implementation of a storm water maintenance fee.
The stormwater fee was considered last year but did not receive Council support. The fee was
presented as a “toolbox” item during the FY12-13 Council budget retreat discussion but did not
receive majority Council support.
3. Consider establishing a financial sustainability commission to review and recommend strategies to
ensure long-term financial sustainability.
The initiative to consider establishing a financial sustainability committee to review and recommend
strategies to ensure long-term financial sustainability was assigned by Mayor Schlum to the Strategic
Planning Advisory Commission for research. During the joint meeting between the Town Council
and the Strategic Planning Advisory Commission, there was significant discussion but the Council has
not elected to proceed with this initiative thus far.
EV4 Promote retention, expansion, and relocation of quality businesses.
Retail Business Recruitment / Attraction:
Recruitment of retail businesses, which will provide products and services for Fountain Hills’
residents, continues to be an emphasis.
The Town continues to build and maintain relationships with the real estate professionals who
represent retail space in Fountain Hills, as well as provide them with information on the market. To
that end, the Town has touched bases with various leasing agents over the course of the 4th Quarter
to provide information and support for their marketing efforts.
A discussion and evaluation of current retail attraction efforts was undertaken. The evaluation was
to determine the best way to support retail attraction efforts and particularly to support the efforts
of the retail property leasing agents and owners. The efforts in this area are being reformulated and
will be included in the economic development plan that will incorporate action plans and action
steps.
Business Recruitment / Attraction:
The attraction of businesses that will create quality jobs, increase daytime population, and build the
community’s economic base continues to move forward. The identified three targeted business
sectors for Fountain Hills, which are NAICS 54 – Professional, Scientific and Professional Services;
NAICS 52 – Finance and Insurance; NAICS 62 – Healthcare Industry, align well with the Greater
Phoenix Economic Council’s (GPEC’s) target industry sectors.
As an ongoing effort, staff regularly participates in GPEC meetings and is engaged in continuous
interaction with GPEC in order to promote Fountain Hills as a logical option for business locations.
In addition to GPEC, staff met with several Arizona Commerce Authority (ACA) business
development representatives to discuss location opportunities in Fountain Hills, and learn about
responsibilities and target areas of focus for each representative.
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In the 4th Quarter, Fountain Hills researched, prepared and submitted a prospect package outlining
the benefits of a Fountain Hills location for an engineering/advanced IT services company. This
opportunity came through a lead from ACA.
The economic development administrator also met with SRP economic development
representatives to discuss programs available to assist with the Town’s business attraction efforts as
well as business retention efforts.
1. Provide opportunities to receive feedback from those investing in our community.
The strategy outlined below is being used as a forum for an exchange of ideas with the Town and for
the Town to receive feedback.
2. Develop strategies that focus on business retention within the community.
GPEC implemented an outreach effort to our existing businesses in specific sectors. Twenty-four
companies participated. The purpose was to gather information from our existing businesses to
help define and refine the competitive advantages of a Fountain Hills location. A questionnaire was
used to facilitate data gathering and also allow input from the existing business base as to how the
Town can improve the local and regional business climate.
The economic development administrator is also coordinating with the Greater Fountain Hills
Business Alliance on retention efforts so as not to duplicate efforts. Follow-up visits to specific
companies are scheduled based on GPEC’s and the Greater Fountain Hills Alliance’s outreach efforts.
One visit was completed prior to the end of the fiscal year to a company who may have an
expansion project. Information was provided on various ways the Town can assist with the project.
Further outreach efforts have been scheduled.
3. Continue to review codes to identify opportunities to relieve businesses of unnecessary regulation.
A sign committee made up of two Councilmembers, two Planning and Zoning Commissioners, four
staff members, the President of the Chamber of Commerce, and five members of the business
community met on a weekly basis between April 2011 and June 2012. Upon completion of their
review, the committee held three public open houses and submitted recommendations for
proposed changes. The proposed changes were presented to the Planning and Zoning Commission
for review and recommendations on July 12, 2012 and will subsequently be submitted to the Town
Council for approval.
Staff is currently proposing revisions to the zoning ordinance regarding Outdoor Seating areas for
restaurants. The current ordinance requires that all outdoor seating areas be enclosed with a fence.
The proposal would allow outdoor seating areas to be used without fencing when appropriate and
safe. This proposal was heard by the Planning and Zoning Commission on June 28, 2012. The
Commission has forwarded the proposal to the Town Council with a recommendation for approval.
Town Council will hear the proposal on September 6, 2012.
Staff is currently proposing revisions to the zoning ordinance regarding Public Art. The current
ordinance requires that Public Art donations be made at the time of Occupancy Permit issuance.
The proposal would move that requirement forward so that such donations would be made at the
time a Building Permit is issued. This proposal was heard by the Planning and Zoning Commission
on June 28, 2012. The Commission has forwarded the proposal to the Town Council with a
recommendation for approval. Town Council will hear the proposal on September 6, 2012.
Staff is currently proposing revisions to the zoning ordinance regarding Temporary Use Permits. The
current ordinance contains numerous Temporary Use Permit regulations, residing in eight separate
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ordinance sections of seven different chapters of the zoning ordinance. The regulations occasionally
duplicate other permit requirements and create additional unnecessary and time-consuming
procedures. Amendments being recommended will change Temporary Use Permit issuance into an
administrative process. Additionally, Temporary Use Permits will no longer require abutter
notification; will no longer require a minimum 10-day waiting period before they can be issued; and
will only need to go before Town Council if appealed. It is anticipated that this change will save
applicants, as well as Town staff, a great deal of time and expense without affecting public safety at
all. This proposal was heard by the Planning and Zoning Commission on June 28, 2012. The
Commission has forwarded the proposal to the Town Council with a recommendation for approval.
Town Council will hear the proposal on September 20, 2012.
4. Examine possibilities associated with acquisition of properties not used by school district for
possible business location or other municipal uses.
The initiative to examine possibilities associated with acquisition of properties not used by the
school district for possible business location or other municipal uses has not moved forward at this
time. Four Peaks elementary school currently has a tenant and is not available for Town use.
EV5 Promote Fountain Hills as a visitor destination.
1. Continue to support and partner with the Fountain Hills and Fort McDowell Tourism Bureau.
Staff regularly attends the bi-monthly meetings of the Visitor’s Bureau to share information about
upcoming events. Staff also meets regularly with Visitor’s Bureau staff to provide input on
marketing efforts related to events and Fountain Hills as a wedding destination. Staff met with a
representative from the Radisson Fort McDowell to discuss increased awareness of events between
the Town and resort and the Fort McDowell Yavapai Nation. Staff plans to increase communication
between the Town and all the relevant Fort McDowell enterprises moving forward.
Town staff continue to be involved in the planning with the Tourism Bureau for the upcoming
International Trails Symposium and a new event called “Cyclovia,” which is a combination of
cycling, wellness activities, a street fair and entertainment along streets. Both events are in the
planning stages.
EV6 Identify a slate of economic development tools and strategies (includi ng tax incentives, fee
abatements, etc.) to stimulate economic growth.
1. Develop a strategy to focus new development and business relocation to the Downtown Core (along
Avenue of the Fountains).
Based on the Downtown Vision Plan, and the information and recommendations made at the ULI
AzTAP event, a strategy has been developed and is being implemented which focuses efforts on new
business attraction to vacant spaces on the north side of the Avenue. The guiding principles are to
increase foot traffic and vibrancy while encouraging a complementary business mix. The strategy is
to attract another anchor business to the Avenue and infill with complementary businesses.
Implementation items completed include a vacant space inventory, contact with leasing agents of
vacant space, identification of a building that can accommodate an anchor business, identification of
target business types, conceptual building layout for building, and conceptual redesign of open
space/courtyard space.
A key area in the economic development plan is the Downtown Initiative. The past plans, strategies,
and activities are being reviewed and evaluated. The goal is to hone the approach and strategies
with specific action plans and action steps, all of which will be brought to Council to review and
discuss.
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2. Analyze and facilitate necessary rezoning (and related activities) to support future Lakeside District
development and look at other tools that might prepare us for making the Downtown Vision Plan
come to life as the economy improves.
The proposed road bond that was not approved by Fountain Hills voters had included reconstruction
of the Avenue of the Fountains and Saguaro Blvd. intersection, which involved components of the
Downtown Vision Plan.
The Town is awaiting a letter by early August, which has been verbally promised by the Grants
Section of the Arizona State Parks, regarding the challenges to conveying the land in Fountain Park
for the potential development of the Lakeside District in Fountain Park.
Strategic Value: RECREATIONAL OPPORTUNITIES AND AMENITIES
Percent Complete: 100%
R2 Provide an interconnected, multi-use trail and bicycle system that promotes active living, physical
activity, education, and appreciation of our parks and natural resources.
1. Utilizing the Urban Trails Plan, identify improvements along circuits that better accommodate and
promote multi-modal use of urban trails.
The proposed Urban Trail Plan was presented to both the Town Council and the Parks and
Recreation Commission at their joint meeting. The final plan was presented to the Council and
approved this quarter. Funding to begin implementing the Trail Plan has been approved in the
FY2012-13 budget and will include trailhead and trail signage, as well as an informational trailhead
kiosk.
2. Provide analysis of pedestrian movements with the Town and identify interconnect gaps.
A sidewalk map has been created. Community and Development Services have developed a
preliminary Urban Trails Plan, which also helped identify gaps in the sidewalks where potential
pedestrian paths may be located in the future.
The Town Council placed on hold a capital project which would have connected the sidewalk on the
south side of Shea Blvd. at Eagle Mountain to the City of Scottsdale multi-use path at 142nd Street.
This is a joint project with the City of Scottsdale that included CMAQ funding. Staff anticipates
bringing the project back to Council in FY12-13 to determine if the Town wishes to move forward
with the project or forfeit the grant funding.
3. Work with Sonoran Conservancy and other organizations to expand and maintain Preserve Trails.
Staff continues to support the efforts of the MMPC and continues to work with the commission on
possible expansion of the trail system to include a link to the Preserve trail system from Scottsdale.
In addition, the Sonoran Conservancy has agreed to and is currently maintaining the Town’s
Overlook Trail system that provides views adjacent to Fountain Park and the lake.