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Home My WebLink About120823RTP PUBLIC NOTICE Council/Staff Retreat Date: Thursday, August 23, 2012 Place: Town Hall, Council Chambers 16705 E. Avenue of the Fountains Fountain Hills, Arizona 85268 Time: 8:00 a.m. to 2:00 p.m. Mayor Linda M. Kavanagh Vice Mayor Henry Leger Councilmember Dennis Brown Councilmember Ginny Dickey Councilmember Tait D. Elkie Councilmember Cassie Hansen Councilmember Cecil A. Yates AGENDA I. Council/Staff Retreat - Purpose A. Organization 1. Mission/Vision/Values 2. Financial/Fiscal Projections 3. Core Services 4. Town Attorney/Town Prosecutor 5. 4/10 Work Schedule vs. 9/80s or Straight 8s B. Issues 1. Strategic Plan 2. Emergency Operations Plan 3. Volunteer Program 4. Public Safety Funding 5. Jail 6. Intergovernmental Relationships 7. Budget Process 8. Franchises 9. Capital Improvement Plan 10. Impact Fees Update 11. Sign Code 12. Pavement Management Program 13. Economic Development Plan 14. Fountain Lake 15. Fire Station #2 Relocation Project 16. Community Partnership Funding Policy DATED This 15th day of August, 2012. Shaunna Williams, Executive Assistant PUBLIC NOTICE Council/Staff Retreat Date: Thursday, August 23, 2012 Place: Town Hall, Council Chambers 16705 E. Avenue of the Fountains Fountain Hills, Arizona 85268 Time: 8:00 a.m. to 2:00 p.m. Mayor Linda M. Kavanagh Vice Mayor Henry Leger Councilmember Dennis Brown Councilmember Ginny Dickey Councilmember Tait D. Elkie Councilmember Cassie Hansen Councilmember Cecil A. Yates AGENDA I. Council/Staff Retreat - Purpose A. Organization 1. Mission/Vision/Values 2. Financial/Fiscal Projections 3. Core Services 4. Town Attorney/Town Prosecutor 5. 4/10 Work Schedule vs. 9/80s or Straight 8s B. Issues 1. Strategic Plan 2. Emergency Operations Plan 3. Volunteer Program 4. Public Safety Funding 5. Jail 6. Intergovernmental Relationships 7. Budget Process 8. Franchises 9. Capital Improvement Plan 10. Impact Fees Update 11. Sign Code 12. Pavement Management Program 13. Economic Development Plan 14. Fountain Lake 15. Fire Station #2 Relocation Project 16. Community Partnership Funding Policy DATED This 15th day of August, 2012. Shaunna Williams, Executive Assistant PREFACE With a change of a Town Council presents opportunities for discussion of subjects to determine direction/redirection the subjects listed. The retreat is a worksession to further discuss the subject matter to possibly maintain the current direction or redirect current operations of the various services provided by the Town of Fountain Hills. The order of the day is have brief discussions regarding the 21 items scheduled by the Town Manager to determine what is the most important to what is the not important. This will assist the Town Manager and Executive Staff to develop a prioritized operational work program based on the items determined. Should further information be needed for a particular item or time constraints occur, the subject could then be placed on a future Town Council worksession for further discussion. TOWN OF FOUNTAIN HILLS Town Council Retreat August 23rd 2012 Mission, Vision & Values Mission •Town of Fountain Hills –The Mayor & Town Council are charged with serving the best interests of the community by providing for its safety and well-being; respecting its special, small-town character and quality of life; providing superior public services; sustaining the public trust through open and responsive government; and maintaining the stewardship and preservation of its financial and natural resources. Vision •Our Vision Fountain Hills is a distinctive community designed to invigorate the body, mind and spirit and strives to: –Be stewards of this unique enclave, dedicated to preserving the environment and visual aesthetic and to living in balance with the Sonoran Desert; –Champion the diversity of experiences our residents bring to our community and rely on this depth of experience to innovatively address our challenges; –Be economically sustainable and anchor our vitality in an active, vibrant town core that serves us culturally, socially and economically; –Be civic-minded and friendly, taking responsibility for our Town’s success by building partnerships and investing our talent and resources. Values •Our Values –Civility –Civic Responsibility –Environmental Stewardship –Economic Vitality –Education, Learning and Culture –Maintain and Improve Community Infrastructure –Public Safety, Health and Welfare –Recreational Opportunities and Amenities Financial 5 year Overview GENERAL FUND REVENUE PROJECTIONS (includes Ellman property) FISCAL YEAR (July to June) STATE SHARED REVENUES LOCAL REVENUES TOTAL GF EXPENDITURES SURPLUS/ (SHORTFALL) 2012-13 $5,015,492 $8,590,520 $13,548,618 $57,394 2013-14 $5,087,656 $8,709,459 $13,789,577 $7,538 2014-15 $5,337,214 $8,935,459 $14,262,532 $10,141 2015-16 $5,292,056 $9,462,825 $14,729,033 $25,848 2016-17 $5,379,232 $9,940,342 $15,305,194 $14,380 2017-18 $5,522,668 $10,392,125 $15,907,954 $6,839 FISCAL YEAR (July to June) STATE SHARED REVENUES LOCAL REVENUES TOTAL GF EXPENDITURES SURPLUS/ (SHORTFALL) 2012-13 $5,015,492 $8,590,520 $13,548,618 $57,394 2013-14 $5,087,656 $8,709,459 $13,789,577 $7,538 2014-15 $5,337,214 $8,935,459 $14,262,532 $10,141 2015-16 $5,292,056 $9,342,825 $14,729,033 ($94,152) 2016-17 $5,379,232 $9,760,342 $15,305,194 ($165,621) 2017-18 $5,522,668 $10,092,125 $15,907,954 ($293,161) GENERAL FUND REVENUE PROJECTIONS (excludes Ellman property) Assumptions •Revenue projections are determined using both a trend analysis formula as well as a flat percentage increase (3% – 4%) but are estimates •No change in distribution of State Shared revenues •Maintaining existing level of service •Inflation factor of 3% in departments except public safety contracts increase 4% in FY15 •The two lines represent revenue – one with development in the Ellman property (red) and one without the Ellman development (green) •No increase in staffing levels •Annual General Fund payment for Community Center is eliminated in FY15-16 •The projections presume development in the former State Trust land beginning in FY15-16, moderate increase (3%) annually in local economic activity OUTSTANDING BONDS Bond Purpose Date of Interest Date of Outstanding Type of Issue Bond Issue Rate Maturity Principal GO Refunding 6/1/2005 4.00 7/1/2019 $3,755,000 TOTAL $3,755,000 Rev Mtn. Bonds 12/1/2001 4.70 7/1/2021 $400,000 Rev Refunding 6/1/2005 4.15 7/1/2019 $4,230,000 TOTAL $4,630,000 SA Eagle Mtn 7/12/2005 3.95 7/1/2021 $3,090,000 TOTAL $3,090,000 GRAND TOTAL $11,475,000 GO General Obligation Bonds Rev Revenue Bonds SA Special Assessment Bonds Core Services Development Services Citizens of Fountain Hills Municipal Court Judge Town of Fountain Hills Organization Engineering/GIS Streets/ Fleet Recreation Community Services Fire / EMS Administration Law Enforcement Mayor and Town Council Town Manager Town Attorney Community Center Planning/ Code Enforcement Building Safety Facilities Deputy Town Manager/ Finance Director Town Clerk Human Resources/ Risk Management Economic Development Senior Services Parks Executive Assistant 45 Full Time 19 Part Time 64 Total Employees 56.61(FTE) PERSONNEL & BENEFITS $3,356,721 •No new staff positions •64 Total Employees/56.61 Full Time Equivalent •Pay Plan includes 46 Positions; 47 Job Descriptions •15% savings in health insurance premiums •2.5% cost of living increase granted 7-1-12 Delivery of service to the citizens of Fountain Hills is dependent upon the number of employees who can perform the services. Core Services Administration Town Manager Kenneth W. Buchanan Executive Assistant Shaunna Williams *Volunteer Coordinator (.88) *Heather Ware ADMINISTRATION DEPARTMENT IT Coordinator Mike Ciccarone Financial Services Tech (.25) IT Tech (.75) Beata Bogdan Accounting Supervisor Quinell Hui *CSR (.5) Robin Lehman * Part Time *Accounting Clerk (.6) *Sonia Kukkola *Financial Services Tech (.5) *Jo Moorman *CSR (.5) Cathy Whynot Deputy Town Manager/ Finance Director Julie Ghetti Town Clerk Bev Bender Human Resources Administrator/ Risk Manager Joan McIntosh Economic Development Administrator (Vacant) ADMINISTRATION DIVISIONS DIVISION NAME FTE’S FY13 BUDGET INCR/(DECREASE) PRIOR YR Town Manager 1.83 $940,491 $252,512 Information Technology 1.75 $317,799 $56,902 Town Clerk 1.0 $179,526 $(79,755) HR/Risk Mgmt 1.88 $415,624 $(30,445) Finance 3.55 $324,318 $9,360 Econ Development 0.5 $89,904 $(2,673) Legal Services .00 $317,360 $10,888 Sub-TOTAL 10.51 $2,585,022 $216,789 Economic Development Fund .5 Town Council .35 Legal (PSAC) .32 GRAND TOTAL 11.68 ADMINISTRATION $2,485,022 •11.68 FTE’s •CORE SERVICES: Town Manager, Town Attorney, Town Clerk, Finance Director, Human Resources Administrator –Information Technology, Economic Development , Budget , Finance, Banking, Asset Tracking, Licensing, Purchasing , Audit, Customer Service, Volunteer Program , Channel 11 , Website. –Employee policies/procedures, employee benefits, payroll/compensation, Loss Control/Risk Management , Volunteer Program, Employee Relations. –Public Records Administration, elections, General Administration, Legislative Administration. –Business Attraction Initiative, BR&E, Downtown Initiative, Tourism Initiative. –SPAC Commission, Public Safety Advisory Commission, Municipal Property Corporation. Core Services Development Services Director Paul Mood Executive Assistant Janice Baxter Traffic Signal Tech II Jim Michalak Fleet Mechanic/ Open Space Specialist Jeff Larson Engineering Inspector Justin Weldy Code Enforcement Roy Jaffe DEVELOPMENT SERVICES DEPARTMENT *Custodian (.75) Mitch Ariola Maintenance Tech. George Waligora Streets Maint Tech Greg Elco Streets Maint Tech Frank Germinaro GIS/CAD Operator Ken Valverde Permit Tech Marilyn Grudier Streets Superintendent Ken Kurth Facilities /Environmental Supervisor Raymond Rees Town Engineer Randy Harrel Senior Planner Bob Rodgers Chief Building Official/Plans Examiner Jason Field *Custodian (.5) Juan Hernandez Streets Maint Tech Vacant *Part Time *Maintenance Tech (.5) Vacantt DEVELOPMENT SERVICES $2,071,685 •18.75 FTE’s •CORE SERVICES: –Planning – Planning & Zoning Commission, Board of Adjustment, General Plan, Strategic Plan, Downtown Vision Plan, Zoning/Subdivision Ordinances, Dark Skies Ordinance, Signs Ordinance, Public Art Ordinance, TUPs, SUPs, Administrative Permits – Building Safety –Building Permits, Building Inspections, Plan Review, –Code Enforcement – Safety Hazards, Abandoned Vehicles, Property Maintenance, Improperly Maintained Pools, Illegal Signage. –Engineering - Plan Review, Permitting, Engineering for ROWs, Traffic Control, Floodplains & Storm Drainage, Encroachment Permits, Utility Construction, Property Transactions easement review. – Development Services cont…. •Streets – General Roadway Maintenance, Fleet Vehicle Maintenance, Traffic Signals, Street Sweeping, Regulatory Signage, Median Landscape Maintenance, Emergency/Storm Response, Adopt-A-Street Program, Holiday Lighting. •CIP – capital improvement plan administration •GIS/GIS – Aerial Exhibits, As-Builts, Final Plats, Traffic Counts, Speed Limit Mapping, Trails Mapping, Traffic Accident Diagram Reporting, Sanitary Sewer District Atlas, Banners & Display Boards. •Facilities/Environmental – Building Maintenance for Town Hall, Community Cenetr, Library, Museum, Physical Plant, Fire Station #1 & #2, Kiwanis Building, Community Theatre Building #1 & #2. Environmental Programs for Storm Water, Wash Maintenance, Dam Maintenance, Air Quality, Solid Waste/Curbside Recycling, Energy Efficiency Programs. DEVELOPMENT SERVICES DIVISIONS DIVISION NAME FTE’S FY13 BUDGET INCR/(DECREASE) PRIOR YR Engineering 1.7 $577,546 $76,355 Facilities 3.3 $850,578 $358,201 Planning 3.35 $205,353 $62,431 Building Safety 1.0 $204,952 $(29,735) Code Compliance 1.0 $102,586 $(23,265) Mapping & Graphics .8 $101,563 $27,208 TOTAL 11.15 $2,042,578 $471,195 CIP .85 Streets Fund 6.75 GRAND TOTAL 18.75 Core Services Community Services Director Mark Mayer Executive Assistant Nancy Walter Parks Supervisor Don Clark Recreation Supervisor Bryan Hughes Rec Coordinator Kathy Worrell Rec Coordinator Anjelica Giardino COMMUNITY SERVICES DEPARTMENT Parks Lead Bo Cichuniec Grounds Keeper Eric Smyth Rec Assist PT *Erik Lundin Grounds Keeper Phil McKenzie Receptionist (.75) *Susan Phillips Receptionist (.25) *Dominick LaBate Grounds Keeper Wes Loyet Rec Assist PT *Danielle Serrano Rec Assist PT *Ronn Miller Community Center Operations Coordinator Bill Haughey Community Center Events Coordinator Rino Ghetti Senior Services Supervisor Kelley Fonville Senior Services Assistant (.35) *Lorilee Dunn HDM Coordinator (.75) *Nita Blose Activities Coordinator (.58) *Marti Lemieux Parks Lead Chance Butterfield Rec Assist PT *Jim Hamann *Part Time *Operations Support Worker (.825) Ron Hoffman *Operations Support Worker (.825) Clay Vaske COMMUNITY SERVICES $2,233,838 •21.18 FTE’s •Core Services: Community Center Advisory Commission, McDowell Mountain Preservation Commission, Parks & Recreation Commission, Senior Services Advisory Commission. Parks Maintenance, Trails, Community Center, Botanical Garden, McDowell Mountain Preserve. Public Arts Program. Recreation program for Youth/Teens, Special Interest, Adult & Youth Sports. Senior Programs, Home Delivered Meals. Community/Special Events Planning. COMMUNITY SERVICES DIVISIONS DIVISION NAME FTE’S FY13 BUDGET INCR/(DECREASE) PRIOR YR Recreation 6.3 $473,494 $1,899 Parks 6.9 $1,071,483 $17,637 Community Center Operations 4.3 $421,050 $(4,135) Senior Activity Center 3.68 $267,811 $45,282 TOTAL 21.18 $2,233,838 $60,683 Core Services Public Safety LAW ENFORCEMENT $3,049,572 •3.8 beats plus School Resource Officer •Increases to County benefits are passed on to the Town •Includes contract with County for animal control and jail fees •$15,000 for MCSO Posse for vehicle Maintenance LAW ENFORCEMENT DIVISIONS DIVISION NAME FTE’S FY13 BUDGET INCR/(DECREASE) PRIOR YR Administration .07 $22,396 $14,651 Animal Control .25 $65,324 $(1,074) Incarceration/ Transport .0 $96,000 $0 Patrol .0 $2,865,852 $136,473 TOTAL .32 $3,049,572 $150,050 FIRE & EMERGENCY MEDICAL $3,255,335 •Activities include fire suppression, emergency medical service, building safety and C.A.R.E. •Contract with Rural Metro through 2014 •Includes depreciation cost for fire engines FIRE AND EMERGENCY DIVISIONS DIVISION NAME FTE’S FY13 BUDGET INCR/(DECREASE) PRIOR YR Fire Administration -0- $144,944 $2,312 Fire Safety -0- $149,872 $3,648 Fire Emergency Medical Services -0- $1,378,543 $17,132 Fire Suppression -0- $1,551,476 $49,731 C.A.R.E. -0- $30,500 $26,300 TOTAL -0- $3,255,335 $99,123 Municipal Court $402,933 •5 FTE •Core Services –Civil/Criminal Traffic Violations; Misdemeanor Offenses; Town Code/Ordinance Offenses; Trials, Hearings, Sentence Enforcement and Compliance; Orders of Protection and Harassment Injunctions, Teen Court. Presiding Judge Mitchell Eisenberg Court Clerk Nan Norton Court Clerk Robyn Becher MUNICIPAL COURT Senior Court Clerk Dawn Hernandez Court Administrator Pat Dunn Town Council Retreat •Town Attorney/Town Prosecutor –Does the Town Council desire to revisit the positions currently outsourced? Town Attorney/Town Prosecutor cont….. Determination and consideration to revisit the “in-house” prosecutor and Town Attorney or stay with the present format. Work Week Schedule Work Week Schedule cont…. •Is there a continued desire to maintain the 4/10, four day a week schedule; a modified 9/80’s where Town Hall is open 5 days a week; or straight 8s with Town Hall open five days a week. Strategic Plan Strategic Plan cont…. Strategic Plan •Council Goals – confirmation or revisit for modification. In particular, review of the current 2010 Strategic Plan, any possible changes or directions to the Strategic Planning Advisory Commission. • =Civility • =Environmental Stewardship • =Education/Learning/Culture • =Recreational Opportunities/Amenities • =Citizen Survey • =Civic Responsibility • =Economic Vitality • =Maintain /Improve Infrastructure Emergency Operations Plan Emergency Operations Plan cont…. •Emergency Operations Plan •Update of the Emergency Operations Plan; National Incident Management Systems Training (NIMS); ICS 100/ICS 700 Training for council/employees; Emergency Operations Center; Tabletop Exercise. •Emergency Management •Complete revisions of Emergency Operations Plan (EOP) with Maricopa County Emergency Management •Complete NIMS training for Staff •Conduct tabletop emergency exercise in 2013 Volunteer Program Volunteer Program cont…. The Town of Fountain Hills has had a Volunteer Program in some capacity for many years, although it has evolved in more recent years. The August 2, 2007 Town Council Action Form states “It is the Town’s goal to develop an expanded program structured to benefit all departments and divisions of Town Hall. A Volunteer Coordinator will be crucial in developing this program and assisting the volunteers to become an integral part of the Town team.” Volunteer Program cont…. •EVENTS and PROGRAMS coordinated by our Volunteer Coordinator: Other Volunteer Programs: •Give-A-Lift Adopt-A-Street •Mayor’s Youth Council Art Walks •Volunteer Expo (in the fall) Commissions •Make A Difference Day (in the fall) Greening of Downtown •Trees and Trains (in December at CC) Save our Sculptures (SOS) •Volunteer Reception (in the spring) Community Ser. for H.S. Students • Home Delivered Meals •There are many other volunteer opportunities that are not part of the Town’s Volunteer Program: •C.A.R.E. •Library volunteers •Neighborhood watches •Student Mentors •Posse Public Safety Funding Strategies Public Safety Funding cont…. Consideration to re-address the dedicated funding scenarios to adequately fund Public Safety and/or funding sources such as a Public Safety District which would require special Legislation. Jail Alternatives Jail Alternative cont…. Reconsideration and/or determination to change to an “in-house” jail. Building modifications required, building renovations and a lease cancellation with DPS is involved. Intergovernmental Relationships Intergovernmental Relations cont…. •Importance with maintaining a sound working relationship with the following and address any issues with any of the following: –Ft. McDowell –Salt River Pima-Maricopa –Maricopa County Regional Park –FH Unified School District –FH Sanitary District –FH Chamber of Commerce Budget Process Budget Process cont…. Determine whether use of a Budget Committee in future annual budget processes should be contrinued. Franchises Franchises cont…. Consider further discussion regarding pursuing franchises with the three private investor-owned utilities in Fountain Hills operating within the Town’s Rights-of-Way. •=Chaparral City Water Company •=Southwest Gas •=Cox Communications Capital Improvement Program CIP •Capital Improvement Program & Infrastructure Improvement Plan •Capital Improvement Plan (CIP): A multi-year planning document that is the product of a systematic evaluation of capital projects which serves as a guide for the construction of public facilities. •Infrastructure improvement Plan (IIP): A written plan that individually identifies the necessary public services that are to be subject to Development Fees and is incorporated into the Town’s CIP. •Senate Bill 1525 requires that municipalities adopt an IIP to serve as the central document for the planning and imposition of development fees. •Projects identified in the IIP must be completed within 10 years (15 years for water/wastewater projects) or development fees paid may be subject to a refund. •Questions regarding Fountain Hill’s IIP: •What projects will be eligible for development fees under SB 1525? • What projects will be completed within 10 years? • What funding source will be utilized for projects not fully funded by development fees? • Will enough development fees be collected to fund projects? • Is development fee funding of projects realistic? Development Impact Fees Development Impact Fees cont…. Address the required update of the Development Impact Fees due to the sweeping changes in municipal development fees laws, as well as the viability of DIFs as a revenue source and the underlying issue of the requirement for any capital project funded by DIFs to be built in 10 years. Sign Code Sign Code cont…. Address the Sign Code Committee and Planning & Zoning recommended changes to the sign code. Pavement Management Program Town of Fountain Hills Pavement Management Historical Streets Revenue & Road Maintenance Fiscal Year HURF* Revenue Total Road Maintenance GF/CIP Contribution 2000 $ 1,012,184 $ 1,557,543 $ 1,269,100 2001 $ 1,061,521 $ 1,281,528 $ 771,700 2002 $ 1,254,816 $ 968,745 $ 588,100 2003 $ 1,310,997 $ 306,356 $ - 2004 $ 1,400,448 $ 540,428 $ - 2005 $ 1,471,032 $ 595,289 $ - 2006 $ 1,574,453 $ 548,074 $ 500,000 2007 $ 1,750,051 $ 1,171,728 $ - 2008 $ 1,682,055 $ 721,183 $ 721,183 2009 $ 1,468,335 $ 637,905 $ 637,905 2010 $ 1,391,100 $ 420,883 $ 420,883 2011 $ 1,396,075 $ 325,074 $ 325,074 2012 $ 1,132,332 $ 200,000 $ 100,000 2013 $ 1,265,640 $ 200,000 $ 100,000 * Excludes in-lieu fee and miscellaneous revenues Pavement Maintenance Zones Fountain Hills Roadway Statistics • 390 lane miles • 3,460,000 SY of pavement surface • 7 Pavement Maintenance Zones Pavement Management Practices Historical pavement management practices have consisted of crack sealing, surface seals and slurry seals by maintenance zone once every seven years and was funded through a combination of HURF, General Funds and CIP Funds. Current budget constraints allow only $200,000 annually for lane striping, curb, sidewalk and asphalt repairs. The January 2009 Pavement Management Report completed by Stantec Engineering suggested the need for $1.2 million annually for pavement management projects. It is estimated that $2.8 million annually will be required to provide asphalt mill & overlays to 20% of the Town’s streets as well as slurry seal or surface seal treatments to the remaining streets. This is a long term pavement management program that will target one of seven pavement management zones each year and will replace the entire public street network over a 35 year period. This program is perpetual in nature but will not address reconstruction of the worst roads such as Saguaro Blvd. The lifespan of some existing streets will need to be stretched to 50+ years in some areas under such a program. If a budget of approximately $1.1 million were available on an annual basis the Town could apply a slurry seal to the collector streets and a surface seal to residential streets in one zone annually. While this will provide some benefit to prolonging the lifespan of the streets it is not a long-term, sustainable program. Eventually, all asphalt needs to be removed and replaced. Asphalt Conditions: Zones 1 – 7 Staff has conducted an assessment of Pavement Management Zones 1 - 7 and identified various areas where the asphalt and subgrade is failing. These areas will need to be removed and replaced before any surface treatments can be effectively applied. The cost of the asphalt replacements are estimated at $782,000. Zone 1 $318,000 Zone 2 $218,000 Zone 3 $95,000 Zone 4 $12,000 Zone 5 $7,000 Zone 6 $22,000 Zone 7* $110,000 Total = $782,000 * Excludes portions of Saguaro Blvd., Fountain Hills Blvd. , Palisades Blvd. and Shea Blvd. which may be included in a future bond. Asphalt Replacement Costs Zone 1: Asphalt Replacement Notes: • 73 pavement replacement locations • 19,000 square yards • $380,000 replacement cost Zone 1: Asphalt Replacement Examples Sterling & Ibsen Bayfield & Hamilton Valloroso & Armijo Del Cambre & Rosita Arterial Roadway Reconstruction In June of 2012 the Town contracted with RAMM Geotechnical Engineering to take core samples in order to determine the actual pavement thickness and subgrade profile for the following streets: 1. Saguaro Blvd. (Shea Blvd. to Fountain Hills Blvd.) 2. Palisades Blvd. (Saguaro Blvd. to Fountain Hills Blvd.) 3. Fountain Hills Blvd. (Palisades Blvd. to Middle School) The results of the geotechnical investigation showed that the pavement thickness and subgrade profile varied greatly on all of the streets tested. For Saguaro Blvd. the asphalt was typically between 1” and 2” thick over a 2” to 3” subgrade which is far less than normal standards. Due to the existing conditions of Saguaro Blvd. the RAMM report recommends full reconstruction for the entire length which consists of removing the top 10” of existing asphalt and subgrade, scarifying and compacting the exposed subgrade and placing a new pavement section of 4” of asphalt on 6” of base course. The report also recommends full reconstruction for the areas of Palisades Blvd. and Fountain Hills Blvd. with the exception of the area on Fountain Hills Blvd. near the Ashbrook Wash which was reconstructed with a wash crossing project in 1996. Arterial Roadway Reconstruction Based on the information and recommendations provided by the RAMM Engineering report staff has compiled new estimates for reconstruction of the following streets: $7.1 million Saguaro Blvd. (Shea Blvd. to Fountain Hills Blvd.) $1.6 Million Palisades Blvd. (Saguaro Blvd. to Fountain Hills Blvd.) $1.6 million Fountain Hills Blvd. (Palisades Blvd. to Middle School) $10.3 million The estimate for Saguaro Blvd. reconstruction includes the following: • engineering design and construction oversight • asphalt/subgrade removal and replacement • water valve & sewer manhole adjustments • striping and pavement markings • drainage Improvements (intersections of Palisades and Desert Canyon Golf Course areas) • modified three-way stop at Avenue of the Fountains (turn lane and pedestrian) Unknowns not included in Saguaro Blvd. estimate • ADA sidewalk and ramp improvements (Federal requirement) • extruded curb replacements Any work would be coordinated with the Sanitary District , Chaparral City Water, SRP, SW Gas, Cox Communications, Century Link, etc. The asphalt on the south side of Shea Blvd. from Fountain Hills Blvd. to Palisades and Shea Blvd. from Palisades to Scottsdale is in need of a mill and overlay at a cost of approximately $1.2 million. Saguaro Blvd. Drainage Improvements October 2010 December 2011 The photographs below show Saguaro Blvd. near the Desert Canyon Golf Course. The inlets to various drainage structures on the west side of the street are undersized and do no allow for proper drainage. The Saguaro Blvd. Reconstruction estimate includes design and construction of proper sized drainage structures in this area to prevent standing water which is not only a hazard to motorists but accelerates deterioration of the asphalt and subgrade. Saguaro Blvd. Drainage Improvements Saguaro Blvd.: Palisades Blvd. to Parkview Ave. Saguaro Blvd. & Palisades Blvd. Intersection The photographs below show southbound Saguaro Blvd. from Palisades Blvd. to Parkview Ave. after a rainstorm in October of 2010. Due to the lack of storm drains in this area the water drains to a catch basin south of Parkview Avenue which then flows into Fountain Park. The Saguaro Blvd. Reconstruction estimate includes design and construction of proper drainage in this area to prevent standing water. STREETS FUND (HURF) $1,321,880 •Funds street division operations – 6 FTE’s •Maintain 390 lane miles, 3.5M sq yards of asphalt •Maintain 68 acres of medians •Swept by State legislature* •Does not fund proper pavement maintenance * Economic Development Program ECONOMIC DEVELOPMENT PROGRAM EXCISE TAX FUND/GENERAL FUND $273,872 Total Combined Funds: $273,872 Marketing, Promotion to Tourism new Events (-)50,000 Holiday Lighting/Downtown Initiative (-)30,350 JumpStartBiz Incubator Contract (-) 4,500 $189,022 Salary/Benefits/.5 GF/.5 ETF Full Time Equivalent (-)100,346 Remaining Funds for Econ Dev Business Attraction Initiative $88,676 *Business Attraction (Base Sector Industries: NAICS #52,#54, #62) *Business Retention/Expansion *Retail/Attraction Excise Tax Fund $183,968 General Fund $ 89,904 Total Combined Funds $273,872 Consensus Based Economic Development Implementation Plan (EV1) Tourism Initiative (EV5) Business Attraction Initiative (EV 4) Downtown Initiative (EV3) STRATEGY DEVELOPMENT: Area Specific Plan Implementation Strategy (Hyatt/Palma; Swaback Plan; ULI Plan) Mixed Used Development Zoning (Smart Growth Principles); Development Incentives; Capital Wayfinding Plan Funding Plan STRATEGY DEVELOPMENT: -Promotion/ Marketing New Events Planning -Website(s)/Electronic Media -Funding STRATEGY DEVELOPMENT *54- Professional, Technical, Scientific Services Businesses *52- Finance, Insurance, Businesses *62- Health Care -Industry Retention & Expansion Program -Website Enhancement Industry Retention & Expansion Program/Retail Attraction -Website/Electronic Media Stakeholders: Town of FH, SPAC, FH Chamber of Commerce, FH Business Alliance Ft. McDowell, FH Sanitary District, FH School District, Utilities, Developers, Commercial Property Owners, Commercial Real Estate Leasing Agents, Community Leaders Downtown Initiative Strategy Action Planning •Downtown Implementation Strategies –Website Enhancements Promoting Downtown •Include in Municipal Economic Development Redesigned Website •Include in Other Partners Websites –Discuss previous planning efforts with entities involved at the time. •Swaback Group/FH C of C/Citizens/Councilmembers/Property Owners •Hyatt/Palma Downtown Study •ULI Recommendations •SPAC –Understanding Previous Efforts •Council Directives/Staff Efforts •Downtown Association Attempts •10 ULI Recommendations •Swaback “Vision Plan”/Area Specific Plan Strategy Action Planning •Downtown Implementation Strategies cont…….. –Districts –The Business District - The Avenue District -The South End District –The Residential District - The West Side District -The Civic District –The Service District -The Lakeside District -The Park District •Incentives –Government Property Lease Excise Tax (GPLET) –Express Permitting –Construction Sales Tax Tenant Improvement Enticements –Construction Sales Tax Development Fee ‘”Buy-down” –Zoning/Land-Use Flexibility Measures •Wayfinding Plan –Signage from Shea Blvd to Downtown •Current Downtown Projects –Theatre Project –Median Project Strategy Action Planning •Downtown Implementation Strategies cont……..SWOT •Strengths –Recreation –Open Space –Icon of “The Fountain –McDowell Mountains –Small Town Rural Feel in Urban environment –Golf –Human Capital –Casino –Annual Events •Weaknesses –Location –Pedestrian Access –Commercial Saturation –Depth of Specialty Retail Strategy Action Planning •Downtown Implementation Strategies cont…….. •Opportunities –Create a “Local Sense of Place” –Focus on civic tourism –Connect the park to the Avenue –Make the downtown work for the community first before tourism –Downtown should be “16 hour” village oriented environment –Invent or Re-Invent Downtown Image –Attention on “Design” –Consider “Infill/Redevelopment –Simplify Policies/Procedures •Threats –It’s not about one big idea/its doing 1,000 things well –It’s not a piecemeal solution/a holistic approach is needed –Not thinking “big/bold/long term” Strategy Action Planning •Downtown Implementation Strategies cont…….. •Key Ingredients •Compact Development –Better connection for civic center –Focus on scale –District approach is great –Stair step building intensity/building foot print •Integrated Mixed–Use –Identify appropriate uses for Downtown (no more auto uses) –Explore what will bring in visitors •Green Streets –Widen Sidewalks - More Landscaping –More Boulevards - Outdoor Activities –Places to Sit •Friendly Sidewalks –Overhangs - Appropriate Street Trees –2nd Story balconies - Creating Intriguing Side Areas to Visit –Areas with more surprises - Make block shorter –Misters - Meandering Sidewalks Strategy Action Planning •Downtown Implementation Strategies cont…….. •Key Ingredients cont…… –Brand Identity •Don’t pretend to be something else •Bring the water/views into the Downtown •Subtle Place Making •Opportunity to lose your idea of time •Continue with Art/Make it more distinguished •More Fountains/Dancing Fountains •Make Saguaro Blvd a Mall –Destination Program •Strategic Implementation •Phasing Public/Private Resources •Roles •Funding Strategy Action Planning •Urban Land Institute (ULI)10 Recommendations –Retail/Detail •Complete Market Study for scale/scope of existing business –Activate the Water •More Fountain –Shape the “What” •Focused programming strategy –From “What” to “Brand” •Gateway Brand; bicycling; green /eco;visual arts –Toolbox •Zoning Regulations; ease of Development Permitting Process –Starting Point •Avenue/Fountain/Amphitheatre –Continue the Conversation •Advisory Panel –Authenticity •Organic Retailers/Mixed Housing –Education as Driver •Higher Education in Downtown Area –The “Time is Now” •Plan in a “bold” deliberate manner. Strategy Action Planning •Downtown Implementation Strategies cont…….. •Current Downtown Projects •Theatre Project •Median Project •Implementation Plan •Priority Projects –Park Amphitheatre –Saguaro Blvd Road Bond Improvements –Downtown Street Maintenance Improvements –Park/Avenue Access Projects –Public Rest Rooms –Tourism Center •Incentives Strategy –Government Property Lease Excise Tax (GPLET) –Express Development Permitting –Construction Sales Tax Tenant Improvement Enticements –Construction Sales Tax Development Fee ‘”Buy-down” –Zoning/Land-Use Flexibility Measures •Wayfinding Plan –Signage from Shea Blvd to Downtown Tourism Initiative Strategy Action Planning •Tourism Implementation Strategies –Website Enhancements; Websites Linkages –Discuss previous planning efforts with entities involved at the time. •FH C of C/Citizens/Councilmembers •FH C of C Executive Director •Tourism Bureau Manager –Understanding Previous Efforts •Council Directives/Staff Efforts/FH CofC Efforts •“Branding” •Swaback “Vision Plan” –Implementation Plan/Priority Projects •Key Result Areas –Resources –Product –Competitiveness/Niches/Collaborations –Linkages Strategy Action Planning •Tourism Implementation Strategies Cont…….. –Goals •Budget/Structure •Resorts/Hotels •Niches Collaborations –Golf –Events/Art –Weddings –Desert Experience/Outdoor Adventure –Biking •Major Events •Weekly Events •Major Art Fairs •Strong Image as Art-Active Destination –Action Plan •Tourism Destination Activities –Bridal –Golf •Print Media Strategy Action Planning •Tourism Implementation Strategies Cont…….. –Action Plan •Budget/Structure •Reinitiate New Resort Development •Niche Product Marketing –Tourism Destination Activities »Bridal >> Multi-Day Events »Golf >> Weekend Events »Desert Experience >> Art Fairs »Art-Active Image •Destination Marketing –Local/Regional Promotion of Events/Attractions –Social Media –Websites –Media Relations/PR –Niche Marketing –Weddings –Desert/Southwest Experience –Native American Heritage/Old Wet Experience –Arts & Related Art Events •Partnership Development Business Attraction Initiative Strategy Action Planning •Business Attraction Implementation Strategy –Industry Sector Opportunities •NAICS #52 Finance, Insurance, Business Industry Sectors •NAICS #54 Professional, Technical, Scientific Services Sectors •NAICS #62 Health Care/Wellness Industry Sector –Current NAICS #52,#54,#62 Businesses in Fountain Hills –Basic Economy •Concept Development Corporation – aerospace & defense; law enforcement safety products (sell to the military & law enforcement); •SJT Micropower Inc. – aerospace & defense; designs and fabricates (contract mfg) metal semiconductor field effect transistors (power regulation and wireless technologies for defense and medical applications); •CR Engineers, Inc. – Electrical Engineers; 8 employees. •Ad-Soft – Software Support & Development company; 7 employees. •Desert Fountain Software – Custom application/database development consulting; •Christensen Computer – Software developer& wellness product software; 20 employees •Brokers Alliance – Insurance agency and brokerage; 62 employees. –Non-Basic Economy •Basha’s; Safeway; Fry’s •Phil’s; Sofritas; Redendo’s Strategy Action Planning •Business Attraction Implementation Strategy cont…… •Retention & Expansion Program •Municipal Website Enhancements –Depicting Implementation Strategies –ED Data; Labor Force; Workforce Development –Location of Properties for NAICS Business Sector •Infrastructure Assessment •SWOT: Electricity; Cellular; Broadband; Wi-Fi •Town Council Review/Partnerships Cooperation/Approval Strategy Action Planning •Current Downtown Projects –Theatre Project –Median Project •Town Council Review/Approval •Partners Review/Approval •Economic Development Summit –Implementation Plan •Priority Planning –Action Plan Development –Action Step Development Fountain Lake Fountain Lake •Fountain Lake –Further discussion regarding the proposed intergovernmental agreement for the FH Sanitary District to operate and manage the Fountain Lake. –Further discussion regarding the Fountain Lake Pumpback System and the additional costs involved with the projects. Fire Station #2 Project Fire Station #2 •Fire Station #2 Relocation Project –Site Determination consideration for revisiting the site of Fire Station #2. Discussion and reconsideration of the Land trade with MCO. =Original Site Disposition =Construction Project Funding Prioritized Community Partnership Funding Policy Community Partnership Policy •Policy Consideration to Review Partnerships: •Economic Development/Tourism $103,000 •Fountain Hills Community Theatre $72,240 •Fountain Hills Boys/Girls Club $80,000 •Food Bank $30,250 •MCSO Posse $15,000 •Senior Citizens, Inc. $15,000 •JumpStartBiz $4,500 Q5. Please add any additional comments below: 1MY SCHEDULE CHANGES WITH THE SEASONS. IN THE WINTER I WORK FROM 6AM-4:30PM. SUMMER- 5AM-3:30PM. WHILE ROAD CONSTRUCTION IS UNDERWAY I WORK NIGHTS AND WEEKENDS IF NEEDED. Aug 15, 2012 5:41 AM 2I sometimes get tired in the afternoon whether working 8 hour or 10 hour shifts, especially in the summer heat. But I get MUCH more rested by having 3 days off. It gives me a day during the week to go to run errands, go to doctor/dentist appointments and other things that I'd normally have to take time off for, so it's actually an advantage. I wasn't for the 4 10's to begin with, but I've found them much better for my work and personal life. Aug 14, 2012 11:09 AM 3I sometimes get tired in the afternoon whether working 8 hour or 10 hour shifts, especially in the summer heat. But I get MUCH Aug 14, 2012 11:07 AM 4Productivity decreases after 8 hours in a day, and people become more irritable when they are fatigued. I also think that we would serve the people in the town better by being open 5 days a week. Even half day on Friday would be better for residents than being closed entirely. Aug 13, 2012 9:01 AM 5The 4/10 is the best work schedule I have had in quite awhile.Aug 11, 2012 8:32 AM 6In my opinion the citizens of the Town would be better served on a 5 day schedule. With reagards to saving energy how many staff members stay off the roadways when they are off Friday. The Town hall is also open for the Sheriffs office so is the building really saving that much on air conditioning Aug 9, 2012 9:23 AM 7Our customers appear to appreciate being able to come in, or call, before 8am and after 5pm to take care of their business. We hear very few comments about not being open on Friday. Aug 9, 2012 8:01 AM 8Parks Division staff already works 5/8's and that schedule is fine with me.Aug 9, 2012 7:38 AM 9Like it don't change it!!!!!!!!!!!!!!!!Aug 9, 2012 6:05 AM 10i currently work the 5/8 schedule happily but, would like to explore the 9/80 schedule if possible. Aug 9, 2012 5:45 AM 11There are advantages and disadvantages to working either 4/10s or 5/8s, but I believe that the community is well served by 4/10s and that it would be disruptive to staff to change schedules again after most everyone has accustomed themselves to 4/10s. Aug 8, 2012 5:44 PM 12For those trying to start a family 10 hour days has cut into my time with my family. I also feel my health has declined since switching to 10 hour days. And I regularly find myself working on Fridays or needing to deal with issues on Fridays. Aug 8, 2012 4:52 PM 13I think the questions are designed to elicate a particular respone. A respone that is in favor of anything other than 4-10's. Why is this an issue, we haven't recieved any complaints. As a matter of fact i've been told how much it means to someone that has to go to work and I'm able to do an inspection early morning or late afternoon. Addtionally I've been able to save over $500.00 a year in gas not driving on Friday's. Leave this issue alone! Aug 8, 2012 4:28 PM 4 of 6 Section 5 - Page 9 Q5. Please add any additional comments below: 14It seems pretty clear that the majority of Town staff would prefer to keep the 4- 10s, so I truly hope management does not decide to take away one of the few perks that we have left. Aug 8, 2012 4:26 PM 15The 4/10 scheduled has improved my home life. We have Fridays to do "chores" such as grocery shopping, cleaning, etc., and then two full days to do other things we like to do. It's a good work/home life balance. For those who feel fatigued in the later afternoon hours of 3 - 4 pm; they will still be working from 3 - 4 pm regardless of which schedule they work, so don't see the relevance of this question?? If physical fitness is an important part of one's lifestyle, they will keep it up regardless of what schedule they work. But honestly, look around, does it look like too many of us take physical fitness to heart (no pun intended)? Also, Council Mtgs., P&Z Mtgs. are held on Thursday evenings and many times they run quite late. If we didn't work 4/10's, employees that have to attend those meetings and can't run home between 5 & 6:30 pm because they live outside of Town, have to sit around and wait for the meetings to start. By the time they get home from the meetings, they are too tired to get up and come to work on Fridays, or if they do, they are not very productve. I saw John Kavanagh at the front counter one morning at 7:15. He commented that Town Hall was the only place open that time of day where he could get something notorized. We hear that alot - speaks volumes! These questions obviously are written to arrive at one conclusion - however, if the anger I've heard from the employees after receiving this survey is any indication, I don't think it will be the conclusion you want. Aug 8, 2012 4:26 PM 16What is the reason for discussing the 4-10 work schedule? Are there urgent services that are not being provided on a Friday? Development Services staff have not received any negative comments from residents, contractors, etc. about the 4-10 schedule. Residents and Contractors often stop by Town Hall or call between 7 and 8am as well as 5 to 6pm. To change to a different work schedule would be more disruptive on workers/families than the implied negatives to the schedule posed by this survey. Aug 8, 2012 4:17 PM 17Prior to Town Staff working a 4-10 work week, I worked a 9-80 schedule, with every other Monday off. A schedule where some staff are off on different times/dates creates a lot of issues regarding knowledge dissemination, meeting scheduling, & customer frustration with personnel not being here. I'd recommend against that. Aug 8, 2012 4:01 PM 18Yes I feel working 4/10s is difficult but I like having Fridays off...9/80s is a compromise between the other 2 Aug 8, 2012 3:41 PM 19As a parent I prefer the 4-10 work schedule. It allows me more time with my family. I can shop without dragging chiildren with me and clean my house on Friday when they are not home. This has allowed me to actually become more involved with their school and spend more time with them on the weekend instead of spending my whole weekend shopping and cleaning. I know that for my department it has been successful as customers are able to come in when it is most convenient to them, before or after their scheduled work time. Aug 8, 2012 3:33 PM 20I find myself getting tired around 5 p.m. Working 8-5 will enable me to get a workout either before or after work Aug 8, 2012 3:26 PM 5 of 6 Section 5 - Page 10 Q5. Please add any additional comments below: 21Commission & Board meetings begin at 6:30 p.m. Our current work schedule works best since those of us that work late some weekdays don't get home until late through the week, at least we don't have to get up early on Friday and come in exhausted. As far as I know we seem to be doing fine and I haven't heard of problems from the residents. I have very few phone calls waiting for me on Monday mornings. Aug 8, 2012 3:26 PM 22THESE ARE NOT EXSACTLY "OPEN ENDED" QUESTIONS COUNCIL - THEY SOUND LEADING AND NEGATIVE. THE PEOPLE WHO GET TIERD - ARE ALWAYS TIERD THAT TIME OF DAY, AND THE PEOPLE WHO WORK OUT...STILL FIND A WAY TO WORK OUT!! BESIDES - IN THE NEAR FUTURE YOU WILL WANT TO ATTRACT AND KEEP QULIFIED PROFESSIONALS, SO OFFERING A FLEXIABLE SCHEDULE IS GOING TO BE A MUST; INCLUD. 4/10'S AND COMMUTE FROM HOME. THERE GOES CARPOOLING, GREEN FRIDAYS AND CONSERVATION OF ANYTHING, LIKE ENERGY OR COFFEE. BESIDES AFTER THE 'TRIAL' LAST TIME - DIDN'T WE ALREADY VOTE TO KEEP THIS ALREADY?? Aug 8, 2012 3:25 PM 23These questioins are all asked in a way to extract a certain response so it's difficult to respond accurately. Aug 8, 2012 3:22 PM 6 of 6 Section 5 - Page 11 Se c t i o n 14 - Pa g e 8 Se c t i o n 14 - Pa g e 9 Se c t i o n 14 - Pa g e 10 Se c t i o n 14 - Pa g e 11 Se c t i o n 14 - Pa g e 12 Se c t i o n 14 - Pa g e 13