Loading...
HomeMy WebLinkAbout130103P REVISED 1-2-13 NOTICE OF THE REGULAR SESSION OF THE FOUNTAIN HILLS TOWN COUNCIL TIME: 6:30 P.M. WHEN: THURSDAY, JANUARY 3, 2013 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 child. 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 1/2/2013 11:43 AM Page 2 of 3 AGENDA  CALL TO ORDER AND PLEDGE OF ALLEGIANCE – Mayor Linda M. Kavanagh  INVOCATION – Pastor Bill Good, Fountain Hills Presbyterian Church  ROLL CALL – Mayor Linda M. Kavanagh  MAYOR’S REPORT i.) None.  SCHEDULED PUBLIC APPEARANCES/PRESENTATIONS i.) Presentation by Chris Coyle, General Manager of Republic Services of Phoenix (Allied Waste), relating to the Town’s recycling program. 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 December 11, 2012. 2. CONSIDERATION of approving a LIQUOR LICENSE APPLICATION submitted by Frank Carmen Yaconis, Owner/Agent of Protec, LLC DBA Casavino Custom Winery, located at 12005 N Saguaro Boulevard, Suite 101, Fountain Hills, AZ. This is for a series 13 license (Domestic Farm Winery). 3. CONSIDERATION of approving RESOLUTION 2013-01, abandoning whatever right, title, or interest the Town has in portions of the certain public utility and drainage easements located at the southerly and easterly property lines of Plat 603-B, Block 4, Lot 8 (15723 E. Cholla Drive) as recorded in Book 161 of Maps, Page 41, Records of Maricopa County, Arizona. EA12-08 (Barrett) REGULAR AGENDA ITEMS 4. CONSIDERATION of APPOINTING three (3) citizens to each serve a two year term on the Board of Adjustment for the period beginning February 1, 2013, until January 31, 2015. 5. DISCUSSION relating to a FOUNTAIN HILLS ECONOMIC DEVELOPMENT PLAN. Last printed 1/2/2013 11:43 AM Page 3 of 3 6. DISCUSSION WITH POSSIBLE DIRECTION TO STAFF relating to issuing a potential letter of intent from the Town of Fountain Hills to Grand Canyon University to request consideration as a possible educational facility site. This item was added at the request of Vice Mayor Leger, and Councilmembers Brown and Dickey. 7. 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. 8. SUMMARY of Council requests and REPORT ON RECENT ACTIVITIES by the Town Manager Ken Buchanan. 9. ADJOURNMENT. DATED this 20th day of December, 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. REVISED 1-2-13 NOTICE OF THE REGULAR SESSION OF THE FOUNTAIN HILLS TOWN COUNCIL TIME: 6:30 P.M. WHEN: THURSDAY, JANUARY 3, 2013 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 or 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 child. 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 1/2/2013 11:43 AM Page 2 of 3 AGENDA  CALL TO ORDER AND PLEDGE OF ALLEGIANCE – Mayor Linda M. Kavanagh  INVOCATION – Pastor Bill Good, Fountain Hills Presbyterian Church  ROLL CALL – Mayor Linda M. Kavanagh  MAYOR’S REPORT i.) None.  SCHEDULED PUBLIC APPEARANCES/PRESENTATIONS i.) Presentation by Chris Coyle, General Manager of Republic Services of Phoenix (Allied Waste), relating to the Town’s recycling program. 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 December 11, 2012. 2. CONSIDERATION of approving a LIQUOR LICENSE APPLICATION submitted by Frank Carmen Yaconis, Owner/Agent of Protec, LLC DBA Casavino Custom Winery, located at 12005 N Saguaro Boulevard, Suite 101, Fountain Hills, AZ. This is for a series 13 license (Domestic Farm Winery). 3. CONSIDERATION of approving RESOLUTION 2013-01, abandoning whatever right, title, or interest the Town has in portions of the certain public utility and drainage easements located at the southerly and easterly property lines of Plat 603-B, Block 4, Lot 8 (15723 E. Cholla Drive) as recorded in Book 161 of Maps, Page 41, Records of Maricopa County, Arizona. EA12-08 (Barrett) REGULAR AGENDA ITEMS 4. CONSIDERATION of APPOINTING three (3) citizens to each serve a two year term on the Board of Adjustment for the period beginning February 1, 2013, until January 31, 2015. 5. DISCUSSION relating to a FOUNTAIN HILLS ECONOMIC DEVELOPMENT PLAN. Last printed 1/2/2013 11:43 AM Page 3 of 3 6. DISCUSSION WITH POSSIBLE DIRECTION TO STAFF relating to issuing a potential letter of intent from the Town of Fountain Hills to Grand Canyon University to request consideration as a possible educational facility site. This item was added at the request of Vice Mayor Leger, and Councilmembers Brown and Dickey. 7. 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. 8. SUMMARY of Council requests and REPORT ON RECENT ACTIVITIES by the Town Manager Ken Buchanan. 9. ADJOURNMENT. DATED this 20th day of December, 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. SUGGESTED MOTION (for Council use): N/A Approved: Ken Buchanan, Town Manager 12/24/2012 Page 2 of2 Town of Fountain Hills Economic Development Plan ECONOMIC DEVELOPMENT PLAN Basics of Economic Development The importance of a vibrant economy in Fountain Hills cannot be overstated. Without importing wealth and revenue to the community and the ability to retain them, the future will be filled with issue adverse to its desires of sustainability. The concept is to build a “basic” and continue to build on a “non-basic” economy in the community. Basic economy Basic economy is defined as an activity that will bring in new dollars into the community. This activity comes in a wide range of forms from tourist staying in town at local hotels to hiring employees to manufacture a product made or processed in Fountain Hills being sold and distributed outside its boundaries. This in essence is money coming into the community that creates jobs and wealth. Non-basic economy A non-basic economy is defined as the process of keeping dollars already in the local economy in Fountain Hills. The longer the dollar stays and circulates in the local economy, the more jobs and businesses it creates. Fountain Hills depends on locally-generated sales tax revenues to provide community services, infrastructure, amenities. Both basic and non-basic activities are critical to the future viability of Fountain Hills. Consensus Based Economic Development Implementation Plan (EV1) 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 NAICs Business Sectors: *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, P&Z,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 Consensus Based Economic Development Implementation Plan (EV1) “Repackaged” Strategy Action Planning •The Plan Emphasizes Objectives that: 1.Grow the Community’s Economy 2.Maximizes the Community’s Talent 3.Enhances our Community’s Quality of Life Strategy Action Planning •It Recommends 5 Focused Approaches: 1.Business Attractions 2.Business Retention/Expansion 3.Entrepreneurial Development 4.Foundational Maintenance 5.Locational Catalysts Strategy Action Planning •4 Targeted Business Sectors: 1.Tourism and Recreation 2.Professional; Technical & Scientific Services 3.Healthcare, Medical Biosciences and Wellness 4.Finance and Insurance Growing Our Economy Growing Our Economy •Business Growth is Critical to creating community wealth and is an important component of any Economic Development Program. •Attracting and retaining quality, well-paying jobs help to diversify the economic base and fosters a live/work atmosphere. •Attracting & developing Business Activities that create wealth and revenues in Fountain Hills is required to achieve a community’s vision of long-term economic sustainability. Growing Our Economy •Two Types of Business Activities: –Basic Economy •An activity that will bring new dollars into the community. –Tourists spending money in Fountain Hills. –Manufactured goods processed in Fountain Hills and distributed outside its boundaries. –High paying services jobs –Non-Basic Economy •An activity that will keep those revenues in the local economy. –Recirculation of the dollar »Local Retail Strategic Approach Strategic Approach •The 2010 Strategic Plan identified the priority initiatives to maintain financial stability and promote economic growth: •EV1 - Develop a comprehensive economic development strategy for the Town’s future and work with our partners to forward economic growth and awareness. •EV 2 - Develop and maintain a balanced, equitable, sustainable and local financing structure to support the Town’s core government services at desired service levels. •EV 3 - Promote a mixed use core where residents can live, work learn and play in an urban village setting as depicted in the Area Specific Plan (Downtown Vision Master Plan). •EV 4 - Promote retention, expansion and relocation of quality businesses. •EV 5 - Promote Fountain Hills as a visitor destination. •EV 6 - Identify a slate of economic development tools and strategies (including tax incentives, fee abatements, etc.) to stimulate economic growth. •EV 7 - Identify areas for redevelopment, revitalization or reuse. •EV 8 - Promote unique and vibrant neighborhood and business districts Strategic Approach •Multi-Tiered Approach: –Economic Objectives •Grow Our Economy •Maximize our Talent •Enhance Our Economy –Focused Approach •Business Attraction •Business Retention & Expansion •Entrepreneurial Development •Foundational Maintenance •Locational Catalysts –Targeted Industry Sectors •Tourism and Recreation •Professional, Technical and Scientific Services •Healthcare, Medical, Biosciences and Wellness •Finance and Insurance Business Attraction Shea Corridor; Saguaro Corridor; Downtown Business Attraction •Fountain Hills will focus on business recruitment efforts within the following targeted industry sectors: –Professional, Technical and Scientific Services(NAICS 54) –Healthcare, Medical, Biosciences and Wellness (NAICS 62) –Finance and Insurance (NAICS 52) –Arts, Entertainment and Recreation (NAICS 71) •Game Plan: –Facilitate/Recruit new Base Sector employment Opportunities –Recruit local business owners who operate outside Fountain Hills back into the community –Target Recruitment Efforts Identified in the 2012 Retail Market Analysis –Develop/Implement a Communication Strategy aimed at targeted industry –Implement Comprehensive Annual Tourism & Recreation Development Program Business Retention & Expansion •Fountain Hills BRE Program will address the following: –Identify companies with plans to expand –Identify companies at risk of leaving/downsizing –Identify company and community problems –Provide assistance –Build Relationships •Game Plan: –Implement a business visitation program for base sector industries targeting businesses which align with North American Industry Classification System (NAICS) 52,54,62, & 71. Entrepreneurial Development •Long Term Success for Start-Up businesses to have solid foundation: –Business Planning –Inadequate Funding –Choosing the wrong business structure •Game Plan: –Create and support structure and assistance for entrepreneurial growth •Utilize the Business Incubator to grow new businesses and assist others that may be struggling. •Annually evaluate the business incubator effectiveness to ensure it is achieving its mission and providing adequate return on investment. • Partner with existing groups and organizations to assist with business start-ups, mentoring and other resource identification and deployment. Foundational Maintenance •Ensure that the tools, systems and structure effectively support economic growth. –Community foundations are those resources such as infrastructure, regulations and policies, education and training and capital that are the building blocks for a strong economy. Successful community and economic development programs are dependent upon this solid framework for growth and sustainability. •Game Plan: –Identify/promote viable incentives for businesses locating to Fountain Hills that relieve fiscal burdens and/or make the businesses more competitive. –Ensure a business-friendly environment within Fountain Hills. –Maintain Fountain Hills physical infrastructure to support economic development. –Ensure Town of Fountain Hills services meet community needs and achieve a more sustainable revenue balance. Locational Catalysts •Revitalize and maximize the economic opportunities of community assets. –Development areas of the Avenue of the Fountains, Fountain Park, Shea Corridor and Saguaro Boulevard in need of further focused development and/or redevelopment efforts. –Focused efforts implementing Specific Area Plan recommendations. •Downtown Business District; South End District; Residential District; West Side District; Civic District; Service District; Lakeside District; Park District. •Game Plan: –Develop and prioritize an implementation strategy for the Downtown Specific Plan. –Foster the revitalization and enhancement of existing areas by establishing a vision/guidelines for future efforts for commercial corridors in the Shea Boulevard and Saguaro Boulevard areas. Strategic Implementation •Collaborate Effort is required for an economic development strategy’s success. The ED Plan is based on expanding the local economy. Principles for success are: –Coordinated Approach –Community Collaboration –Smart Growth –Long-Term Efforts –Existing Business Support –Corporate Responsibility –Human Investment Strategic Implementation •Start with an Economic Development Summit –Topics for Strategy Development •Experts in the Field Presentations –Downtown Development –Tourism –Business Attraction –Communication Strategies –Partners •Town of Fountain Hills •Fhountain Hills Chamber of Commerce/Visitors Bureau •Greater Fountain Hills Business Alliance •Fourt McDowell Yavapai Nation •Greater Phoenix Economic Council •Arizona Commerce Authority •Utility Providers •Education Providers •Support Providers (commercial realty, etc.) Performance Metrics •Performance metrics are applied to measure the ED Plan’s activities and its overall performance. As there is always an element of uncertainty about the future, regular review to ensure that a plan is still effective and achieving desired outcomes is critical. Performance metrics should support the intended strategic outcome and typical meet six criteria: –Time –Cost –Resources –Scope –Quality –Actions •Performance metrics should be established with each strategic initiative to provide annual assessment of progress. TOWN OF FOUNTAIN HILLS OFFICE OF TOWN MANAGER INTER OFFICE MEMO TO: Mayor and Town Council DATE: November 26, 2012 FR: Ken Buchanan, Town Manager RE: Economic Development Plan Attached, please find a copy of the “draft” 2012 Economic Development Plan. The plan was considered one of the highest priorities by the Town Council at its August 23rd 2012 work sessions. As you know, the Fountain Hills Strategic Plan calls for the development of a comprehensive economic development strategy (EV1); promotion of a mixed use core within the community where residents can live, work, learn and play in an urban village setting (EV3); a Business Retention and Relocation strategy (EV4); the promotion of a Destination Tourism Plan (EV5); identification of Economic Development tools and strategies (EV6);and the initiation of community development projects supporting economic development (EV7 and 8). The Economic Development Plan attempts to address each of these strategic goals. The draft plan emphasizes objectives that: 1) grow the community’s economy; 2) maximize the community’s talent; and 3) enhance our community’s quality of life. It has five (5) recommended focused approaches to achieving the stated objectives which include business attraction, business retention and expansion, entrepreneurial development, foundational maintenance and locational catalysts. The targeted business sectors that recommended are: 1) Tourism and Recreation; 2) Professional; Technical, and Scientific Services; 3) Healthcare, Medical Biosciences and Wellness; and 4) Finance and Insurance. There are recommended goals and action steps to achieve the economic objectives of the plan. A focused effort of the business sectors as categorized by the four North American Industry Classification System (NAICS) business sectors: Finance and Insurance (NAICS 52); Professional, Technical, and Scientific Services (NAICS 54); Healthcare, medical Biosciences and Wellness (NAICS 62) and Arts Entertainment & Recreation (Tourism) (NAICS 71). A goal and related action step is Business Retention and Expansion (BRE). It is an important component of any community economic plan to engage in ongoing dialogue with existing businesses to establish preemptive measures to ensure their continued success. Retention of existing business is a measure of the strength of the local economy and the relative success of the business within the community. Entrepreneurial development is another objective of the plan. Arizona is ranked very high nationally in entrepreneurial activity and new business. It is critical for long-term success of the community to ensure new business start-ups and entrepreneurs have a solid foundation. Creating an environment to foster the entrepreneurial spirit and assist new business startups is an important component of the economic development program. Fountain Hills Economic Development Plan   An important objective that is often overlooked is to ensure tools, systems and structure  that effectively support economic growth be reviewed and implemented to ultimately  reflect a business‐friendly community and adequately achieve a sustainable revenue  balance for the Town of Fountain Hills.    Revitalize and maximize the economic opportunities of the community assets are equally  important.  Fountain Hills has tremendous geographic and locational assets that can serve  in continued economic growth.  Geographic assets include the McDowell Mountain  Regional Park, McDowell Mountain Preserve, Tonto National Forest, Saguaro Lake and  Verde River.  Locational Assets include Fountain Lake/Park, The Fountain Hill Community  Center, Ft. McDowell Casino/Resort each have assets to be further maximized.    Strategic Implementation through collaborate efforts is the key to a successful  implementation of the economic development plan.  A collaborative effort with the  various stakeholder groups and business community for a coordinated approach is  important in any economic development plan. Strategic Partnerships is the key to  addressing many of the stated objectives.  Partnerships with Fountain Hills Chamber of  Commerce, the Fountain Hills Business Alliance, Fort McDowell Yavapai Nation, Greater  Phoenix Economic Corporation, Arizona Commerce Authority, all Utility providers,  education providers as well as the support groups such as commercial realty businesses.    Finally, continuous measurement should be applied with the initiation of the objectives  and action steps to ensure the economic development plan is effective.  Performance  metrics should support the intended strategic outcome.  Measures such as time, cost,   scope, quality and actions should be utilized within each strategic initiative. resources,   A to N            work session will be scheduled in January 2013 to begin Town Council deliberations as   the acceptance and implementation of the Fountain Hills Economic Development Plan.        ovember 2012 Draft  Page 2 of 19  Fountain Hills Economic Development Plan   Economic Development Plan  November 2012 Draft  Page 3 of 19                    Town of Fountain Hills  Economic Development Plan  November 2012 Draft    Fountain Hills Economic Development Plan        Table of Contents  Growing Our Economy is Critical .................................................................................................... 5  Strategic Approach .......................................................................................................................... 7  Our Commitment to Success .......................................................................................................... 8  Fountain Hills Economic Game Plan ............................................................................................... 9  Business Attraction ................................................................................................................... 11  Goal: Attract new business growth to diversify the Fountain Hills economy. ..................... 11  Business Retention and Expansion ........................................................................................... 13  Goal: Retain and expand existing businesses. ...................................................................... 13  Entrepreneurial Development .................................................................................................. 14  Goal: Establish Fountain Hills an entrepreneurial center. .................................................... 14  Foundational Maintenance ....................................................................................................... 14  Goal: Ensure that the tools, systems, and structures effectively support economic growth. ............................................................................................................................................... 14  Locational Catalysts .................................................................................................................. 15  Goal: Revitalize and maximize the economic opportunities of community assets. ............. 15  Strategic Implementation ............................................................................................................. 17  Performance Metrics .................................................................................................................... 19      November 2012 Draft  Page 4 of 19    Fountain Hills Economic Development Plan    Growing Our Economy is Critical  Economic development builds upon local assets to maximize resources in a way that enhances  economic opportunities while improving the community’s quality of life in a sustainable way.  Fountain Hills was originally master‐planned by McCullough Properties over 40 years ago to be  a diverse community of residential, commercial, and employment that supported a vibrant live,  work, and play environment. Since 1989 when the Town incorporated, Fountain Hills has  continued to evolve its vision, committed to ensuring a high quality of life for both residents  and visitors.    Like most communities throughout the U.S., the Great Recession has had an impact on  Fountain Hills. However, the downturn has also provided an important opportunity for the  community to redirect efforts and identify strategies to position the community for long‐term  success. The Town of Fountain Hills economic development vision is to be economically  sustainable and anchor our vitality in an active vibrant town core that serves the community  culturally, socially, and economically.  To attain this vision, the following criteria will be used to  track economic success:  • Multi‐generational community that provides opportunities to live, work, learn, and play  • Established regional destination  • Strong economic identity and business friendly  • Economic diversity  • Known for its strong vision and sense of place    Business growth is critical to creating community wealth and is an important component of any  economic development strategy. However, ensuring the right mix of business development is  also important to maintaining a vibrant economy in Fountain Hills that can withstand  downturns in economic cycles. Attracting and retaining quality, well‐paying jobs help to  diversify the economic base and fosters a live/work atmosphere. Attracting and developing  business activities that create wealth and revenues in Fountain Hills is required to achieve the  community’s vision of long‐term economic sustainability.     To achieve community wealth and generate revenues, there are two types of business activities  that must be present in the local economy. These are “basic” and “non‐basic” activities.    Basic economy is defined as an activity that will bring new  dollars into the community.  Building a basic economy comes in  a wide range of activities from tourists staying in town at local  hotels to a manufactured product made or processed in  Fountain Hills being sold and distributed outside its boundaries.   Money coming into the community creates jobs and wealth.  Basic activities bring  new revenues into  Fountain Hills.    November 2012 Draft  Page 5 of 19    Fountain Hills Economic Development Plan  Non‐basic activities  circulate revenues. However, a sustainable economy also requires activities that will keep those revenues in the  local economy as long as possible. Therefore, it is critical to  build a non‐basic economy. These are activities that keep  dollars already in the local economy in Fountain Hills.  The  longer the dollar stays and circulates in the local economy, the  more jobs and businesses it creates. The types of businesses that re‐circulate that dollar include  service type activities such as grocery stores, dry cleaners, and local retail.     A vibrant, sustaining economy will not occur without a healthy blend of both basic and non‐ basic activities present. Ensuring a diverse mix of both types of businesses also helps to buffer  against an economic downturn and fluctuations in business cycles, as well as recession‐proof  the local economy. This is critical because the Town of Fountain Hills depends on locally‐ generated sales tax revenues to provide community infrastructure, amenities, and services.   Both basic and non‐basic activities are critical to the future viability of Fountain Hills.    Leakage is when  revenues leave Fountain  Hills. One last important concept to address is leakage. This is  defined as dollars leaving the community or residents having or  choosing to purchase goods and services outside of the  community. Even in the most diversified local or regional  economy some leakage occurs. However, the longer a  community can retain those dollars created through local economic activity the more the  economy expands. Encouraging local spending generates revenues that can be used to improve  streets, expand parks, and meet the public needs of residents.            November 2012 Draft  Page 6 of 19    Fountain Hills Economic Development Plan  Strategic Approach   Building a diversified economy with both basic and non‐basic activities requires a  comprehensive strategy. Both types of economic strategies require different approaches. The  purpose of the Fountain Hills Economic Development Plan is to present the community’s  approach to achieve long‐term economic success.     Fountain Hills is not an economic or employment hub. In fact, most employed residents  commute out of the community to their employment destination. This reality translates into a  daytime population which is significantly less than the night time population. Fountain Hills also  experiences a significant shift in population from winter months and summer months.   Building a strong local employment base comprised of base sector employers is critical to the  development of a well‐rounded, sustainable, and vibrant community. Base sector employers  provide the expansion and diversification to a community’s economic base. The jobs created by  base sector employers, especially quality jobs, contribute to local prosperity.    A strong employment base supports local businesses and commercial districts. There is a  positive correlation between local employment and spending in the local economy by  employees. People who work in a community tend to spend a portion of their money  purchasing goods and services from local businesses.      To illustrate this point, an analysis by the International Council of Shopping Centers shows that  office workers patronize local establishments and, not only spend money dining out, they also  spend money on convenience goods. The lunch and convenience item spending of these  workers can be a substantial part of local retailers’ revenue.  Additional spending may occur by  workers who choose to shop locally, to avoid rush hour traffic, for regularly needed items. A  strong employment base increases the daytime population and contributes to the success of  local service sector businesses. Many merchants, particularly those engaged in hospitality  businesses such as restaurants depend on daytime traffic to make ends meet. The town has  experienced reluctance on the part of potential chain restaurants to open in Fountain Hills due  to the low daytime population. The attraction of quality base sector employers provides  daytime population which increases the likelihood of additional service sector businesses  locating in the community.    Attraction of base sector businesses enhances the quality of life for citizens in four significant  ways:    1. It provides opportunities for citizens to work locally versus commuting outside of the  community for employment.  2. It attracts people from outside of the community who spend money locally but don’t  require town services.  3. It evens out the seasonal fluctuations in the population and spending which lessons the  impact and strain on local businesses who struggle during the summer months.  November 2012 Draft  Page 7 of 19    Fountain Hills Economic Development Plan  4. It increases the viability of the Fountain Hills market to attract other desired goods and  services.     The Fountain Hills market is often perceived as being oversaturated with retail, although the  Town lacks empirical evidence that such is the case. A recent trade area analysis commissioned  by Town Council indicates that there is an abundance of certain services and retailers and a  deficit of other.  Compounding this problem, as suggested earlier, is the reality that the  inventory of retail space aligns itself with accommodating a population much larger than the  summer population of Fountain Hills, or even the winter population for that matter.     Tourism and recreation plays a significant role in the Fountain Hills economy. According to a  recent study by the national travel research firm Dean Runyan Associates, total visitor spending  in the Fountain Hills and Fort McDowell destination area have increased as a result of the  opening of two new lodging establishments in 2005 – the Radisson Fort McDowell Resort and  the Fountain Hills Holiday Inn. Gaming at Fort McDowell, area golf, and the large number of  vacation home rentals attract visitors that tend to stay longer and spend more.     The Fountain Hills Fort McDowell destination area consists of the town of Fountain Hills, the  Fort McDowell Yavapai Nation, the McDowell Mountain Regional Park and the “The Verdes”  communities (Rio Verde, Tonto Verde, and Vista Verde). The overall destination product mix is  very strong in offering what traditional travelers to Arizona are seeking: scenic beauty; outdoor  adventure; desert experience; golf, resorts and spas; Native American and Old West culture;  performing arts and festivals; and of course, sunshine. In addition, the destination offers unique  attractions such as the town’s iconic Fountain, an excellent museum of area history, and even a  nationally recognized disc golf course. Tourism and recreation brings new money into the  community while non‐basic activities keep those dollars in Fountain Hills. Another benefit of  tourism and recreation is that these activities introduce new visitors to Fountain Hills with the  prospect of relocating either their residency or business as a result of their experience. Building  on all of Fountain Hills’ assets and opportunities is critical to the successful expansion of the  local economic base.  Our Commitment to Success   The Town of Fountain Hills is committed to  building a sustainable community and high‐ performing organization.  In 2010, the Town  Council approved a community‐wide Strategic  Plan.  The strategic plan is integrated into the  daily operations of the Town’s organization.  All  proposals and initiatives are evaluated in  relationship to the Strategic Plan.  Strategic Plan Values  Civility  Environmental Stewardship  Civic Responsibility  Education, Learning & Culture  Recreational Opportunities & Amenities  Economic Vitality  Maintain & Improve Community  Infrastructure  Public, Safety, Health & Welfare    The Strategic Plan Vision for Fountain Hills is to  be a distinctive community designed to  November 2012 Draft  Page 8 of 19    Fountain Hills Economic Development Plan  invigorate the body, mind, and spirit and strive 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; and  • Be civic‐minded and friendly, taking responsibility for our Town’s success by building  partnerships and investing our talent and resources.    The 2010 Strategic Plan identified the priority initiative for the Town was to maintain financial  stability and local control, and promote economic growth to support the community’s needs  and promote successful businesses. Economic Vitality was one of the eight values identified in  the Strategic Plan along with these eight directives:  • EV1 ‐ Develop a comprehensive economic development strategy for the Town’s future  and work with our partners to forward economic growth and awareness.  • EV 2 ‐ Develop and maintain a balanced, equitable, sustainable and local financing  structure to support the Town’s core government services at desired service levels.  • EV 3 ‐ Promote a mixed use core where residents can live, work learn and play in an  urban village setting as depicted in the Area Specific Plan (Downtown Vision Master  Plan).  • EV 4 ‐ Promote retention, expansion and relocation of quality businesses.  • EV 5 ‐ Promote Fountain Hills as a visitor destination.  • EV 6 ‐ Identify a slate of economic development tools and strategies (including tax  incentives, fee abatements, etc.) to stimulate economic growth.  • EV 7 ‐ Identify areas for redevelopment, revitalization or reuse.  • EV 8 ‐ Promote unique and vibrant neighborhood and business districts.  Fountain Hills Economic Game Plan  Economic development requires a public/private partnership to comprehensively build a strong  economic base in Fountain Hills. Everyone has a role to play. The Town, business groups, civic  organizations, businesses, and residents all can contribute to ensuring that Fountain Hills’  economy grows. Creating more base jobs locally attracts more year‐round residents to live,  work, and play in the community. These jobs expand the market for local businesses creating  revenues that support the community’s quality of life. As revenues are generated and the  economic base expands, revenues are available for needed basic services such as parks,  recreation, and roadway improvements.    Our economic development game plan is a multi‐tiered approach to building a strong economic  base.     November 2012 Draft  Page 9 of 19    Fountain Hills Economic Development Plan  Economic Objectives are the broad desired achievement that through the implementation of  the Economic Development Plan Fountain Hills will accomplish. The economic objectives are:  • Grow Our Economy  • Maximize Our Talent  • Enhance Our Community    Our Focused Approach is how Fountain Hills is going to achieve its economic objectives. All five  are important and would be addressed simultaneously. The focused approach is through the  following strategic initiatives:  • Business Attraction  • Business Retention and Expansion  • Entrepreneurial Development  • Foundational Maintenance  • Locational Catalysts    Targeted Industry Sectors are the business sectors that offer Fountain Hills the most  opportunity and will be pursued through our focused approach. The industry sectors help the  community meet the stated economic objectives.  • Professional, Technical, and Scientific Services  • Healthcare, Medical, Biosciences, and Wellness  • Finance and Insurance  • Tourism and Recreation        November 2012 Draft  Page 10 of 19    Fountain Hills Economic Development Plan    The graphic that follows illustrates the tiered approach to building a strong economic base.      Following is a description of the goals and actions that will be taken to achieve the economic  objectives.   Business Attraction  Goal: Attract new business growth to diversify the Fountain Hills economy.  FOUNTAIN HILLS POSITION  Based on existing community assets and regional opportunities, Fountain Hills will focus  business recruitment efforts within the following targeted industry sectors as defined by the  North American Industry Classification System (NAICS) of the U.S. Census Bureau:  • Professional, Technical, and Scientific Services (NAICS 54)  • Healthcare, Medical, Biosciences, and Wellness (NAICS 62)  • Finance and Insurance (NAICS 52)  • Arts, Entertainment, and Recreation (NAICS 71)    These sectors offer higher wage professional positions that match our labor force and build  upon existing regional clusters.  GAME PLAN  1.  Facilitate and/or recruit new base sector employment opportunities.  November 2012 Draft  Page 11 of 19    Fountain Hills Economic Development Plan  Action Steps:  • Develop an inventory of office space and implement office recruitment strategies for  advanced business services and healthcare, medical, and bio‐medical businesses which  can occupy existing space.  • Initiate a higher education feasibility study to determine and assess the existing  educational resources and provide strategic direction for the attraction of higher  education to Fountain Hills.  • Initiate a healthcare and wellness feasibility study to assess the current healthcare  environment, determine the additional healthcare services needs, and identify potential  growth strategies.  • Continue to build on relationships with economic development entities, like the Greater  Phoenix Economic Council (GPEC) and Arizona Commerce Authority (ACA), to cultivate  leads for new businesses that could potentially locate to Fountain Hills.  Respond to  these leads as appropriate and feasible.    2.  Recruit local business owners, who operate their business outside of Fountain Hills, to  make their offices in town.  Action Step:  • Identify targeted business owners and communicate the advantages of relocating  businesses to Fountain Hills as a viable business expansion/relocation venue.    3.  Target recruitment efforts on those businesses identified in the retail market analysis.  Action Step:  • Identify opportunities to connect directly with retailers to discuss Fountain Hills as a  location for their retail operation.    4.  Develop and execute a communication strategy aimed at the targeted industry sectors.  Action Steps:  • Provide current data on the economic dynamics of Fountain Hills and the region to  prospects and site selectors electronically and through print materials.   • Establish a strong economic development presence on the Town’s website with content  and messaging geared toward targeted business sectors.  • Develop collateral materials and messaging about Fountain Hills’ position related to the  targeted business sectors.    5.  Implement a comprehensive tourism and recreation development program.  Action Steps:  • Actively pursue the Vision Plan’s core element of a first class performance venue in  Fountain Park as the central attraction component for enhanced downtown vibrancy  through non‐resident visitation as well as increased resident patronage.  • Collaborate with Fort McDowell Yavapai Nation to adequately fund and implement a  destination marketing effort focused on niche tourism segments such as golf (Sonoran  November 2012 Draft  Page 12 of 19    Fountain Hills Economic Development Plan  Desert Golf Trail), weddings, desert /Southwest Experience, Native American Heritage  and Old West experience, and arts.  • Promote the Community Center and other local venues as viable meeting and event  centers.  • Explore the feasibility and initiate strategies to expand hospitality facilities in Fountain  Hills.   • Develop more multi‐day major events to Fountain Hills while ensuring long‐term  viability of existing events.  • Implement a program to attract more group tours to Fountain Hills.    Business Retention and Expansion  Goal: Retain and expand existing businesses.  FOUNTAIN HILLS POSITION  The bulk of new jobs created in this country are created by existing companies. Therefore, an  effective business retention and expansion (BRE) program is an important component of any  community business plan. Engaging in ongoing dialogues with existing businesses can inform  labor force development programs as well as potential business recruitment targets. The  retention of existing business is a key measure of the strength of the local economy and the  relative success of the business within the community. With a seasonal population, Fountain  Hills struggles to maintain home‐grown restaurants and retail establishments.  A formal BRE  program in Fountain Hills would help to identify those companies at risk of failing or leaving the  community and providing preemptive measures to ensure their success. Adopting traditional  goals of a business retention program, Fountain Hills BRE program will address the following 1 :  • Identify companies with plans to expand  • Identify companies at risk of leaving/downsizing  • Identify company and community problems  • Provide assistance  • Build relationships  GAME PLAN  6.  Implement a business visitation program for base sector industries, targeting those  businesses which align with NAICS 52, 54, 62, and 71.   Action Steps:  • Utilize an electronic tool/system specific for business retention, like the Synchronist  Business Information Systems, for use in the business retention outreach.  • Regularly interview, evaluate the results of the interviews, and identify policies or  incentives that would be helpful to retaining existing businesses.                                                          1 Blaine Canada, Ltd, Synchronist  November 2012 Draft  Page 13 of 19    Fountain Hills Economic Development Plan  • Annually conduct an economic summit to understand business needs and changes  within the economy.    Entrepreneurial Development  Goal: Establish Fountain Hills an entrepreneurial center.  FOUNTAIN HILLS POSITION  Arizona has been ranked very high nationally in entrepreneurial activity and new business  starts. According to the Arizona Commerce Authority, the attraction is that Arizona’s business  and property taxes are low, as well as workers’ compensation costs. It is critical for long‐term  success to ensure that new business start‐ups and entrepreneurs have a solid foundation. Some  of the basic mistakes that lead to entrepreneurial failure include:  • Poor business planning  • Inadequate funding  • Choosing the wrong business structure    Creating the environment within Fountain Hills that fosters the entrepreneurial spirit and  assists new business start‐ups is an important component of the economic program. In 2010,  the Fountain Hills Business Incubator was established as a public/private partnership to  enhance the entrepreneurial success rates.  GAME PLAN  7.  Create a support structure and assistance for entrepreneurial growth.  Action Steps:  • Utilize the Business Incubator to grow new businesses and assist others that may be  struggling.  • Annually evaluate the Business Incubator effectiveness to ensure it is achieving its  mission and providing adequate return on investment.  • Partner with existing groups and organizations to assist with business start‐ups,  mentoring, and other resource identification and deployment.    Foundational Maintenance  Goal: Ensure that the tools, systems, and structures effectively support  economic growth.  FOUNTAIN HILLS POSITION  Community foundations are those resources such as infrastructure, regulations and policies,  education and training, and capital that are the building blocks for a strong economy. Successful  November 2012 Draft  Page 14 of 19    Fountain Hills Economic Development Plan  community and economic development programs are dependent upon this solid framework for  growth and sustainability.   GAME PLAN  8.  Identify and promote viable incentives for businesses locating to Fountain Hills that relieve  fiscal burdens and/or make the businesses more competitive.  Action Steps:  • Perform a comprehensive survey of incentive tools and strategies currently being  successfully employed by communities throughout the metro area.  • Compose business assistance and incentive package/proposal for Council’s  consideration and possible adoption.  • Develop and execute a strategy to communicate the availability of incentives as adopted  by the Council to targeted businesses.    9.  Ensure a business‐friendly environment within Fountain Hills.  Action Steps:  • Identify, inventory, and review Town regulations that are onerous for economic  development efforts.  • Develop a plan to make regulatory modifications that would facilitate economic  development activities that align with creating a more vibrant business environment  while not compromising community values.    10.  Maintain Fountain Hills’ physical infrastructure to support economic development.  Action Step:  • Adequately fund and maintain capital improvement projects that maintain the Town’s  investment and improve the community’s quality of life.    11.  Ensure Town services meet community needs and achieve a more sustainable revenue  balance.  Action Step:  • Collaboratively pursue funding strategies that meet the current and future needs of the  Town of Fountain Hills.    Locational Catalysts  Goal: Revitalize and maximize the economic opportunities of community  assets.  FOUNTAIN HILLS POSITION  Fountain Hills has tremendous geographic and locational assets that can serve as a catalyst for  economic growth. These business development areas include the Civic Center, Avenue of the  November 2012 Draft  Page 15 of 19    Fountain Hills Economic Development Plan  Fountain Hills, Fountain Park Area, Shea Corridor, and Saguaro Boulevard. Each asset has  development that has occurred, is occurring, or is in need of revitalization. Continual evaluation  and action planning is needed to ensure that these assets are not under‐utilized and are  developed in such a way to enhance the long‐term sustainability of the community.    In 2009, the Town of Fountain Hills adopted the Downtown Area Specific Plan that identified  nine districts that offered revitalization and development opportunities. These districts  included:  • Business District:   Center of downtown commerce that promotes entrepreneurship  through a variety of commerce related opportunities and business related uses.    • The Avenue District:  Core of the downtown with a comfortable atmosphere for  strolling, sight‐seeing and shopping. This district will evolve into a premier shopping  destination for residents and a must‐visit magnet for visitors.    • South End District:  Envisioned as a mixed‐use downtown residential neighborhood that  is complemented with small neighbor‐hood‐oriented commercial, second story offices,  and specialty shops. This district will contain a "village square" that will provide the  downtown with a prominent park.  • Residential District:  Currently developed as condominiums and is a vital component in  providing an infusion of people into the downtown area and enhancing the vitality and  quality of the downtown experience.    • West Side District:  A true mixed‐use district where residential infill as well as retail,  offices, and services will be encouraged. This is also a possible location for a future large  entertainment anchor.  • Civic District:  Current home of the Town Hall, Community Center, Library, and Museum.  This district will be enhanced with future additional artwork and possibly infill  development such as a community pool or similar uses that will enhance the quality of  life for the town residents and visitors.  • Service District:  Existing commercial area and the current location of Fountain Hills  Plaza (aka Bashas’ plaza). Community oriented businesses in this area will be maintained  as an important component of the downtown and the community as a whole.    • Lakeside District:  Provides a dynamic transformation of a portion of the existing  Fountain Park. This district will become a unique, amenity‐oriented open space  environment with a prominent performance venue and the possibility of some specialty  retail shops, café's, and other appropriately sized businesses.  • Park District:  The majority of Fountain Park will remain as it is. Potential improvements  include more trees, decorative park lighting, seating areas, signage, and park  furnishings. The park will remain as a primarily passive recreational area.      Each district is intended to have its own unique character and yet each district will also blend  harmoniously with the other downtown districts to create the "Downtown Vision.” The  Downtown Vision gives the Fountain Hills downtown area its unique character and appeal while  providing for an invigorated business climate as well as an increased quality of life for the town  residents and visitors.  November 2012 Draft  Page 16 of 19    Fountain Hills Economic Development Plan    Though much emphasis has been placed on the Downtown Specific Plan area, the Shea  Boulevard Corridor and Saguaro Boulevard offer economic development opportunities that  should not be overlooked.  GAME PLAN  12.  Develop and prioritize an implementation strategy for the Downtown Specific Plan.  Action Steps:  • Identify and mitigate land use restrictions and zoning within the Districts which are  hampering development as envisioned and identified in the Area Specific Plan.  • Identify and assess potential conflicts between vehicular and pedestrian traffic in  downtown.  • Evaluate parking quantity and quality.  • Ensure public and private infrastructure is properly maintained.  • Maintain downtown aesthetics.  • Encourage infill development, development of large vacant parcels, and redevelopment  within the Districts in alignment with the Area Specific Plan.  • Support a diversified retail and restaurant mix in the Avenue District between Saguaro  Drive and Verde River Drive.  • Develop a plan to clearly identify pedestrian walkways and interconnectivity within  Districts and between Districts that minimize conflict between pedestrian traffic and  vehicular traffic.    13.  Foster the revitalization and enhancement of existing areas.  Action Step:  • Establish a vision and guidelines for future revitalization and enhancement of  commercial corridors such as Shea Boulevard and Saguaro Boulevard as well as existing  neighborhoods.  Strategic Implementation  Economic development in Fountain Hills requires a collaborative effort to ensure success. The  Town of Fountain Hills plays a key role along with the business community and residents. The  Town works collaboratively with the various stakeholder groups and other agencies in its effort  to diversify the local economy.     The Economic Development Plan is based on expanding the local economy and improving the  standard of living within the Fountain Hills area. Following is a list of success objectives that will  assist in implementation. Many of these objectives are similar to The Ahwahnee Principles for  Smart Economic Development created by the Center for Livable Communities in Sacramento,  California.     November 2012 Draft  Page 17 of 19    Fountain Hills Economic Development Plan  Coordinated Approach:  All entities involved in economic development must work together to  achieve mutually agreed‐upon goals to ensure a sustainable effort.    Community Collaboration:  A comprehensive understanding of the town and region and a  commitment to collaborating with entities throughout the region (e.g., federal agencies,  incorporated communities) are critical.    Smart Growth:  The regional environment is a tremendous asset that should be protected for  community and economic development reasons. The community must take great strides in  addressing resource issues, such as water, to ensure long‐term sustainability.    Long‐Term Efforts:  Economic development is not a one‐shot activity. Success requires long‐ term investments (e.g., infrastructure and telecommunications) as well as continued focused  effort and evaluation.    Existing Business Support:  The town’s focus is on supporting existing enterprises, while looking  at diversifying the economic base is important. Existing businesses are Fountain Hills’ most  valuable assets because they are already contributing to the local economy and quality of life.  They are also the best source of business expansion and local job growth.     Corporate Responsibility:  Fountain Hills encourages enterprises to work as civic partners,  contributing to the community, protecting the natural environment, and providing workers  with good pay, benefits, and opportunities for upward mobility, within a healthy working  environment.    Human Investment:  Human resources are so valuable in the Information Age and Fountain  Hills will strive to provide life‐long skills and learning opportunities by investing in excellent  schools, post‐secondary institutions, and opportunities for continuous education and training  that are available to all.      The strategic implementation program should be initiated with an Economic Development  Summit. The Summit would bring together community leaders, stakeholders, and experts in  economic development, downtown development, and tourism fields to discuss the initiatives  and direction the community should be take to implement the Economic Development Plan.  Annually, the Economic Development Summit would be held to review, revise, and redirect the  economic development effort.    Potential partners for the summit might include (but would not be limited to):  • Town of Fountain Hills  • Fountain Hills Chamber of Commerce/Visitors Bureau  • Greater Fountain Hills Business Alliance  • Fort McDowell Yavapai Nation  • Greater Phoenix Economic Corporation  November 2012 Draft  Page 18 of 19    Fountain Hills Economic Development Plan  November 2012 Draft  Page 19 of 19    • Arizona Commerce Authority  • Utility providers  • Education providers  • Support providers (commercial realty, etc.)    Performance Metrics  Performance metrics are applied to measure the Plan's activities and its overall performance.   As there is always an element of uncertainty about the future, regular review to ensure that a  plan is still effective and achieving desired outcomes is critical. Performance metrics should  support the intended strategic outcome and typical meet six criteria: time, cost, resources,  scope, quality, and actions. Performance metrics will be established with each strategic  initiative to provide annual assessment of progress.