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HomeMy WebLinkAbout2000.0905.TCOMP.Packet NOTICE OF RETREAT OF THE rfAils1�l FOUNTAIN HILLS TOWN COUNCIL �� "° c�, IIII WHEN: SEPTEMBER 5,2000 °°� ° TIME: 4:00 P.M. Wt �� bat is A WHERE: SOUTHWEST INN AT EAGLE MOUNTAIN 9800 EAST SUMMER HILL BOULEVARD Pursuant to A.R.S. 38-431.02,notice is hereby given to the members of the Town Council of Fountain Hills and to the general public that the Town Council of Fountain Hills will hold a Retreat open to the public on Tuesday, September 5, 2000 at 4:00 p.m. at the Southwest Inn at Eagle Mountain, located at 9800 East Summer Hill Boulevard,Fountain Hills,Arizona. The agenda for the retreat is as follows (the Council may discuss items in any order of preference): 1. Roll Call—Procedure/Protocol Overview and Retreat Framework by Mayor Morgan 2. Downtown Planning a. Brief overview by Rob Dietz on the conceptual courtyard and linear mall conceived by the Community Plaza Courtyard Committee b. Town's position in future development including possible partnerships with property owners, developers, the Chamber of Commerce; possible establishment of a citizen's advisory committee; possible hiring of a downtown development consultant; etc. c. Time table for future development 3. Town Hall Facility a. Future options including purchase, lease,build 4. State Trust Land a. Time table and identification of the steps necessary for acquisition b. Management plan 5. Law Enforcement a. Logistics and time frame of establishing a local police department 6. Future Community Facilities a. Multigenerational facility for Senior Services,Boys and Girls Club,YMCA,etc. 7. Website/Media Guidelines a. General overview by Town Attorney Bill Farrell 8. Re-establishment of a Community Advisory Board a. Coordinate efforts/activities of the Town Council, the Fountain Hills Sanitary Board, the Fountain Hills Unified School District,the Fountain Hills Fire District 9. Distribution of Council Information/Packets a. Possible paper reduction 10. Future Goals and Priorities—Short and Long Term Planning a. Identify needs and priorities b. Income projections,funding plans c. Time table for implementation 11. Future Meetings a. Schedule for follow-up meetings on retreat items ,; DATED this 30th day of August, 2000. . ; f� By: �J Cassie B. Hansen,Director of Administration/Town Clerk L MEMORANDUM TO: 4 0 1 RABL AYOR MORGAN AND TOWN 10 CILME BERS FROM: P• .L N, TOWN MANAGER DATE: AU I S 30, 2000 RE: MANAGER'S SUMMARY OF RETREAT ITEMS Council will convene next Tuesday, September 5th, at 4:00 p.m. for the annual retreat, located at the Southwest Inn at Eagle Mountain. Dinner will be served buffet style at 5:00 p.m. The menu will consist of mexican caesar salad, red pepper linguini with blackened chicken, and jalapeno cheese bread. Coffee, soda and ice water will be available throughout the meeting. SUMMARY Councilwoman Fraverd made an excellent suggestion that I provide some background information for several of the retreat items, and I am pleased to do so. Several Councilmembers have also requested similar, if not identical, items to be placed on the retreat agenda (e. g. downtown issues, police department). Therefore, the enclosed material should be considered as the staff work for all of the Councilmembers' agenda requests. As always, should you have questions, please do not hesitate to contact me. RETREAT AGENDA ITEM# 1 - MAYOR MORGAN'S OVERVIEW: Mayor Morgan will review the retreat policies and procedures to be observed during this meeting. RETREAT AGENDA ITEM#2 - DOWNTOWN PLANNING: Downtown planning includes discussions on both the "South 40" and the "North 40". "South 40" This refers to the undeveloped forty acres located south of the Avenue of the Fountains between Saguaro and LaMontana Blvds. The westerly 13-acre parcel is the site for the new Community Center and Library/Museum facilities. Negotiations have taken place between MCO representatives and myself concerning the development of a "lineal" mall connecting the Community Center property to Fountain Park. Hank Lickman, MCO's Town Manager's Retreat Summary Page 1 of 5 Executive Vice-President, and I have reached a verbal agreement. MCO is presently drafting language in conformance with the verbal agreement. If the language comes back as was agreed, a draft agreement will be presented to the Town Council for possible action. Some type of improvement district could be considered to fund on-going operation and maintenance expenses. "North 40" This refers to the partially developed land north of the Avenue of the Fountains between Palisades, Saguaro, and LaMontana Blvds. The Mayor and I have been meeting with the Plat 208 Property Owners Association to determine if opportunities exist to jointly cooperate to improve this area. The attached Times article indicates correctly that the Mayor and I are very encouraged by the support and cooperation present in these meetings. A plan has not yet been formulated or agreed upon. Mayor Morgan and I strongly recommend that we continue to play an active role in this process. Some of these discussions have focused on the possible utilization of some type of improvement district to construct and maintain thematic enhancements for the "North 40". We will provide the Town Council with updates concerning the process as appropriate. Performing Arts Center The first community center bid was originally a combination of a performing arts and community center. Councilmembers may recall that the lowest bid for this community/performing arts center was in excess of $10 million. This figure was approximately $3 million over what had been budgeted for this combined facility. The Council rejected all bids and subsequently deleted the performing arts section of the building. The voters then approved the general obligation bond funds necessary to build the Library/Museum building. Construction of this facility, along with the Community Center construction, was then jointly bid. The bids came in below budget and these two projects are presently under construction. The 13-acre site containing the Community Center and Library/Museum Building has a spot designated for a performing arts theatre. However, no funding has been identified for this purpose. Estimates for the construction of such a facility are approximately $5.5 million. My attached memorandum includes information collected from The National League of Cities, the Greater Phoenix Economic Council, and the Arizona State Department of Commerce relative to programs that could be used to achieve the Town's downtown development goals. RETREAT AGENDA ITEM#3 - TOWN HALL FACILITY: The town office dialogue should include discussion of both the present town hall facilities and the possible construction of a new town hall, presumably adjacent to the new Community Center. We are now in the process of expanding into all three of the Town Manager's Retreat Summary Page 2 of 5 buildings on Palisades Blvd. We presently do not have a lease for occupancy of these buildings. Our town attorney is working on the lease. I have agreed with the buildings' owner, Dr. Lou Lukenda, to pay $8.50 per square foot to lease the buildings. This amount was approved by the Town Council in the fiscal year 2000-2001 budget. The condition of these buildings is a significant concern. We continue to experience HVAC problems, and the condition of the roof is also a potential problem. These are points being negotiated with Dr. Lukenda. Dr. Lukenda may also be interested in selling these buildings in the near future. Obviously, depending on the price, the Town may wish to consider purchasing these buildings. Over the years, the possibility of building a new town hall has also been discussed. The only site under construction is the area adjacent to our new Community Center. The main advantage in constructing a new town hall adjacent to the Community Center is a "downtown" town hall would provide the "critical mass" needed to insure a flourishing, vibrant downtown. The Town Council may also wish to buy the existing buildings; if the price is right, then we could demolish them, and build a new town hall on this site; or the site could simply be used for additional downtown parking. In the latter case, a new town hall would be constructed adjacent to the Community Center. The major long-term concern for the future of the present offices is that if the Town simply vacates these buildings, there may not be enough demand for office space to fill them. Therefore, these offices may become the new "blighted" downtown area. RETREAT AGENDA ITEM#4 - STATE TRUST LAND: As I believe the Councilmembers are aware, we continue to be interested in purchasing and preserving the two sections of state land adjacent to the northeastern border of our community. This effort began several years ago when Jack Fraser (then President of the McDowell Park Association) suggested that we apply to the State Land Department for an "eligible for preservation" designation for these two sections of state land. This suggestion was made pursuant to the Governor's Arizona Preserve Initiative, which allows the State Land Commission to designate certain state lands as eligible for preservation. The partners in this application were the Town of Fountain Hills, Fort McDowell Indian Community, and the McDowell Park Association (MPA). After a public hearing process and several meetings, these two sections were declared eligible for preservation. This designation means that we would have up to five years to put together both a management and an acquisition plan for this land. During this five- year period, the State Land Department will not market the property. This designation, however, does not exempt the Town or the Tribe from having to pay the "market value" of the property. L Town Manager's Retreat Summary Page 3 of 5 After receiving this designation, we began to work with then President Bernadine Boyd, to formulate both a management plan and an intergovernmental agreement (IGA). The IGA would describe the financial plan to purchase the property, among other things. At approximately the same time, the Fountain Hills Unified School District became interested in obtaining 35 acres of this land for a new middle school. This 35-acre site is located north of the extension of Fountain Hills Blvd. and Rio Verde Drive and adjacent to the Town limits. The School District succeeded, and this 35-acre site was exempted from the previously granted "preservation" designation. Subsequently, Fountain Hills' voters approved both construction funding and override monies necessary for building, operating, and maintaining the new school. The School District is now working to obtain a 75-year lease for this property. If they are successful in obtaining this lease, the School District will build a new middle school on the 35 acres. At the time we approached President Boyd concerning developing a joint acquisition plan/funding mechanism, she expressed significant concern about the proposed construction of the middle school on this property. I have to say that her questioning halted all cooperation from the Tribe on the management plan and the intergovernmental agreement. As you are aware, Bernadine Boyd was defeated in her re-election campaign by current President Clinton Pattea. The Mayor and I have recently met with President Pattea and he is supportive of the school district building on the 35 acres and is also supportive of investigating a joint cooperative agreement for both acquisition and management of this land. President Pattea directed me to his Planning Director, Anson Arviso. I have recently met with Anson and have sent him all of the material on this project that he requested. I look forward to a future meeting with him to develop a management plan and proposal for a joint, cooperative purchase of this land. RETREAT AGENDA ITEM#5 - LAW ENFORCEMENT Please refer to Public Safety Director Steve Gendler's attached report. RETREAT AGENDA ITEM#6 - FUTURE COMMUNITY FACILITIES: Staff has previously provided Town Council with the draft "Parks Capital Outlay" report prepared by the E-group. As the Council is aware, the Parks and Recreation Commission has not yet finalized their recommendations. They have, however, spoken of a general obligation bond issue as the funding mechanism for these items. It is my belief that the Commission desires to finalize its recommendation in time for the March 2001 election. The price range for the work included in their plan ranges from $8 to $20 million. Included within this package is a youth center that could be built at the Four Peaks School site. This facility, if built, could easily be used as a multi-generational, not just a youth, center. Councilman Wyman requested discussion of this possibility at the Council retreat. Town Manager's Retreat Summary Page 4 of 5 RETREAT AGENDA ITEM#7 - WEBSITE/MEDIA GUIDELINES: Town Attorney Bill Farrell will provide you with this information prior to the retreat. RETREAT AGENDA ITEM#8 - COMMUNITY ADVISORY BOARD: As the above heading indicates, there are two separate but related items for discussion. First, from time to time, we do hold joint meetings with the Sanitary, Fire, and/or School Boards. These meetings, while not regularly scheduled, have worked well to effectively address mutual issues. For example, our current IGA with the School District grew, in part, out of joint meeting(s) with the School Board. These meetings can be very helpful, and we have held them on an "as-needed" basis. It would be possible to establish a regular schedule for such meetings if the Council desires. Secondly, there is an idea of establishing a separate, joint elected official's committee. Such a committee could have elected representatives from each of the four Fountain Hills governing boards on it. This idea was actually tried before. This previous committee included in its membership one elected official from each governing body, and the head appointed official from each body. This prior committee's great claim to fame was the establishment of the joint fuel purchase program that still exists. Such a committee could be re-established. The biggest obstacle in the "old" committee's establishment was the fear that it would exercise some kind of independent power apart from the individual councils/boards themselves. Such a fear could very well still be present if the attempt were again made. This concern, unfounded as it was, almost ended the idea before it was implemented. RETREAT AGENDA ITEM# 9 - COUNCIL INFO/PACKET REDUCTION: Councilwoman Fraverd asked that this item be placed on the agenda. Please see her enclosed discussion on this topic. RETREAT AGENDA ITEM# 10 - FUTURE GOALS AND PRIORITIES: Staff has prepared no special information on this item other than the "future" items already discussed in this memo. We will simply await Council's direction as appropriate. RETREAT AGENDA ITEM# 11 - FUTURE MEETINGS: This item has been placed on the agenda to determine if the Council wishes to hold additional retreats and/or mission and goal setting items on future agendas. L Town Manager's Retreat Summary Page 5 of 5 Downtown - North' owners list improvement priorities By Bob Burns Times Reporter Downtown property owners have focused their efforts and want to make improvements to central Fountain Hills north of Avenue of the Fountains. In a meeting held last week,the ly with the Town of Fountain Hills Plat 208 Property Owners Associ- and MCO Properties to coordinate ation settled on a list of five prior- ongoing and new efforts to devel- ities and established three new op the downtown. committees to get the work done. A survey of the parties in- Phyllis Kern, chairman of the volved resulted in five priorities Plat 208 Vision 2000 Committee, being identified and they have said the group started with a spe- been established as the project cific mission. goals. "Our goal is to create a seam- Those items include creat- less downtown area that is in- ing design that has lighting in viting, safe and attractive," common areas along walkways Kern said. The committee is working close- (cont.on Page 5A) Kirkendoll, owner of the Hair whole process." Hut,will assist Hulpach. The Town Council's decision Downtown The design committee will earlier this month to specify work on new standards for some of the revenue from a sales building and landscape design in tax increase to the downtown (cont.from page 1A) the downtown. was a boost for the group,Kern and in trees. Alice Helton,branch manager said. There is also a desire to add for Bank One in Fountain Hills, "That portion of the sales tax trees to the area,in parking ar- heads the finance committee. is estimated at $300,000 per eas and other common areas. That group also includes Kern, year,"Kern said."That is a real Adding benches, ATMs, rest- Town Manager Paul Nordin, bonus." rooms and drinking fountains is Jack Gridley of Gridleys and Kern spoke to the Chamber of another goal of the group. Ferrara. Commerce last week and was Part of the vision is to de- The finance committee will pleased with the reception she study the various methods of received. velop new architectural guide- lines for the downtown areas not finding money for improvements "We are getting overwhelm- already under the umbrella of in the downtown. ing support from business," the Town Center Commercial Business owner Jim Heasley Kern said. There is some ex- District. leads the expansion committee. citement with things starting to by An effort will also be made to Bommarito, Kern, Nordin and happen." have the appearance of vacant attorney Bob Sternfels also lots improved. serve on that committee. - "We want to concentrate on The committees will meet on these first five priorities," Kern their own to develop their plans said."We also want to develop a and report back to the Vision plan for the future to move peo- Committee. ple around the downtown with Kern said planning consult- some type of a shuttle." ant Bob Frost has been working Plat 208 owners also want to with the Vision 2000 group and create new links between the will continue to assist. developed north half and the yet Construction is under way on to be developed south half. the town's new community cen- The owners want to expand ter and library museum on the vision for downtown to in- property in the south half of dude the developments between Plat 208. MCO is working on La Montana Drive and Fountain plans to develop the remainder Hills Blvd.,Kern said. of that south half with retail, The three subcommittees es- restaurants and some residen- tablished to move the vision tial. ahead are a design committee,a Plans are also being devel- finance committee and an ex- oped for a"linear mall"or park pansion group. that will run from the town's Developer Valdimir Hulpach new cultural complex to Saguaro heads the design committee. Blvd. Chamber of Commerce Director It was the fruition of these Frank Ferrara,Carl Bommarito Plans and projects that of MCO Properties and Jerry Prompted landowners in the north half of the downtown to step forward and begin planning improvements in that area. Marsh to visit at There has recently been a open house substantial influx of commercial to Representative Wes development in the northern Mars Rep. Dist. 28, will visit section of downtown. with Fo tain Hills residents at Nordin said he has been very the home of Ralph and Terri impressed by the property own- Norman on turday,Aug.26. ers stepping up to participate in Billed as afternoon of the process. "subs and soda" sh will be at "I'm very encouraged and the Norman's home m 11 a.m. looking forward to bringing until 2 p.m. some of these ideas to the Town The open house is at 1 4 N. Council when they are ready," Aspen Drive. An RSVP is re- Nordin said. "Their vision pro- quested at 836-8283. gram portends well for the REPORT TO: HONO' • BLE AYOR MORGAN AND TOWN COUNCILMEMBERS DATE: AU I US 29, 20► FROM: PAU L .41 1,II',TOWN MANAGER RE: DOW 0 ' N DE ELOPMENT "OUTSIDE" AID OPPORTUNITIES Introduction - Background This brief report was prepared at the request of Councilmember Ralphe. It examines three organizations; the National League of Cities, the Greater Phoenix Economic Council, and the Arizona State Department of Commerce, regarding their individual programs that could be used by Fountain Hills to achieve the Town's downtown development goals. It was a very timely and appropriate request given the large amount of construction activity in the downtown area and the recent council-enacted one tenth percent sales tax increase for downtown development. This report examines each of these three organizations and presents analysis and recommendations concerning their potential usefulness for Fountain Hills. NATIONAL LEAGUE OF CITIES The National League of Cities (NLC) performs very similar functions on a national level that the Arizona League of Cities and Towns does on a state level. For example, the NLC lobbies the National Congress and the White House on matters of interest to cities. They perform research, represent cities at the Supreme Court, hold an annual national conference, respond to inquiries from cities and towns all over the country, and a host of other related activities. The NLC has two levels, or types, of memberships; direct member cities and indirect member cities. Fountain Hills is in the latter category. The Town's indirect membership is maintained through the Arizona League of Cities and Towns. In other words, because Fountain Hills is a member of the Arizona League of Cities and Towns, it is an indirect member of NLC. The Arizona League of Cities and Towns pays dues to NLC to maintain the indirect membership status for all Arizona cities and towns. Fountain Hills could become a direct member by paying individual dues to NLC ($1,132. for fiscal year 2000-2001). NLC has two programs that could aid our downtown development efforts. The first is their Municipal Reference Service program and the second is their "American Downtown® - New Thinking, New Life" program. Downtown Development Page 1 of 4 Municipal Reference Service This is an on-line database information-sharing program. If "downtown revitalization", is inputted into the system, a list of participating cities is outputted. Attachment "A" to this report shows these results. In this case, descriptions of 13 separate downtown programs were received. The descriptions include the name of the city, contact person, form of government, and a program description. From the program description, one can determine if the particular city's downtown efforts are of interest to Fountain Hills. Specific inquiries can then be made to those cities. In this case, Town staff is requesting additional information from ten of the thirteen communities listed on the attached sheets. "American Downtown® - New Thinking, New Life" This is a fee based downtown assistance program. NLC has partnered with the Hyatt-Palma firm to offer a wide array of downtown development services. The material found in Attachment "B" presents additional information on this program. A proposal entitled "Downtown Action Agenda for Fountain Hills, Arizona" is also included in Attachment "B". This proposal, if accepted, would provide a Retail Market Analysis, an Office Market Analysis, a Housing Market Analysis, and a Position Statement. The fee for these services is $50,000. National League of Cities - Analysis and Recommendations NLC presents three separate choices for the Fountain Hills Town Council and staff. The first is their Municipal Reference Service. This program is simply a computerized information sharing service and is easy and inexpensive to use. The Manager has already directed staff to contact ten of the cities in this database to obtain additional ideas/information. As these cities respond, the information will be shared with the Councilmembers and with all of the downtown stakeholders. The second choice for Council's consideration is the possibility of contracting with NLC for the services of the Hyatt Palma group. After reviewing the attached information, if the Council feels interested in contracting with the Hyatt Palma group, the Manger could be directed to invite the group to make a formal presentation to the Council, staff, and downtown stakeholder group. If the response continues to be favorable, the Council could then authorize the Mayor and Manager to sign a formal contract with NLC for this work. It is not recommended that the Council simply award such a contract without significant input from the "downtown stakeholders" group comprised presently of the Plat 208 Property Owners Association. The Council may wish to consider asking this downtown group and MCO to pay a portion of the contract costs for employing this firm. The third NLC choice is whether to become a direct member of NLC. If the choice to become a direct member is based on a desire to obtain "downtown benefits" only, then the answer is an obvious "no". Indirect membership makes the Town eligible for all the "downtown benefits" we need. Therefore, the "direct versus indirect" membership choice should be made on factors other than the downtown. The Manager has requested additional information concerning the benefits of direct membership. When this information is received, it will be analyzed and an appropriate decision made. Downtown Development Page 2 of 4 L GREATER PHOENIX ECONOMIC COUNCIL (GPEC) The Greater Phoenix Economic Council's mission is: "...to leverage region-wide public-private resources to generate high quality investments and jobs by attracting and growing globally competitive, high value added firms". In conformance to its mission statement, GPEC concentrates on targeting their recruitment efforts on "industry clusters such as aerospace, bio- medical, high-tech, business services and standard manufacturing."* Fountain Hills does not have enough vacant, low cost land to effectively compete in these areas. Therefore, GPEC's efforts have little direct benefit to Fountain Hills. In the past, Fountain Hills was a dues paying member of GPEC. However, approximately five years ago, the Town's membership was not renewed, specifically due to the lack of direct benefit to the Town. In a letter to the manager (see Attachment "C") dated August 9, 2000, Rick Weddle, President/CEO of GPEC, stated; "GPEC's goals are to improve the region's business image, diversify the economic base, build a strong business climate and develop a network of organizations with a common vision and mission." It may be possible for Fountain Hills' downtown goals, which are more retail and service oriented, to fit within the above goal statement. GPEC has no known program specifically designed for downtown/retail development. L Greater Phoenix Economic Council - Recommendations It would be possible to join GPEC for a trial period to determine if it could provide the Town any valuable assistance. The first year's dues would be $7,681. Attachment "C" contains all of the information GPEC submitted to inform the Council of its programs. * Both of these statements appear in the material found in Attachment "C" to this report. Downtown Development Page 3 of 4 ARIZONA DEPARTMENT OF COMMERCE (ADOC) ADOC does have a "main street" program. This program is presently only available to cities and towns outside of Maricopa and Pima Counties. During the next legislative session, a bill will be introduced that would make this program eligible to all Arizona cities and towns. Town staff will monitor this legislation and keep the Council informed of its progress. ADOC does not appear to have any other programs that would directly benefit Fountain Hills. Arizona Department of Commerce - Recommendation ADOC has nothing available to aid Fountain Hills at the present time. Therefore, other than observation for any positive change, the Town Council should dismiss ADOC as part of the "helpful downtown resource" list. L ikew Downtown Development Page 4 of 4 17:4b HUG 06, Lb170 Ill: L0L-bLb-304,i i LL NU: Lbc-bCb-Uj4 o=7b5 __ 7/4i Inquiry Response • Municipal Reference Service ♦ National League of Cities • • 1301 Pennsylvania Avenue NW ♦ Washington, DC 20004 • 202-626-3130 • fax: 626-3043 Date: August 8, 2000 Name: Paul Nordin Topic: Downtown Revitalization In response to your request, I am sending the results of a search of the NLC Examples Database. The NLC Examples Database indexes programs of interest to cities providing brief descriptions of the programs, source citations and contact phone numbers. NLC Examples Database On-line • Local officials whose cities are members of the National League of Cities (NLC) or their state municipal league can search the NLC Examples Database over the Internet free of charge through Access Local Government (ALG). There is also a book catalog of state league and NLC publications on ALG. The "MRS Databases on ALG" instruction sheet on how to find and search the databases is available upon request. Send me your name and fax number or e-mail address, and I'll send you a copy of the MRS Databases on ALG instructions. -- Tom Sullivan (Fax 202-626-3043/E-mail sullivan@nlc.org) •The Municipal Reference Service provides library and reference services to the members of the National League of Cities• 17:47 Aug ab, 2000 . ebe-bb-3o4.J TEL No: 202-626-3243 #6SS65 Examples of Programs for Cities Compiled by the Municipal Reference Service A Member Service of the National League of Cities Example Number 1 of 13 Jurisdiction: Coming, Iowa Population: 1,806 Form of Government: Mayor-Council Address: City of Corning 6th and Benton Streets Coming, IA 50841 Contact: City Hall, (515) 322-4230 Program Description: Downtown Corning staged a big comeback after the loss of a major employer in 1990 and a serious fire threatened its vitality. The city's comeback strategy began with an assessment of services and a survey of community needs. Based on the assessment and survey, retailers, local government officials, and private citizens developed a long-term comprehensive plan for downtown. Following Main Street Iowa program recommendations, revitalization efforts were grouped in three areas: promotion, economic development, and design. Community support for these efforts was gathered from all corners including the local historical society which thir provided preservation expertise, local banks which created a low-interest loan/grant program, and local utilities which helped with street lighting. In the decade since revitalization began, more than $1.6 million in private investments and $200,000 in public funds were spent on downtown projects. During that same time, volunteer hours for such projects reached 25,000. For its efforts, Coming received a 1999 All Star Community Award of Excellence from the Iowa League of Cities. Source: Coming's collaborative spirit revitalizes downtown. Cityscape, v55 n8 (Feb. 2000) p12, Des Moines, IA: Iowa League of Cities. Example Number 2 of 13 Jurisdiction: Bridgeport, Connecticut Population: 141,686 Form of Government: Mayor-Council Address: City of Bridgeport 45 Lyon Terrace Bridgeport, CT 06604 Contact: Ann Harrison, (203) 576-7201 Email: annh@ci.bridgeport.ct.us Program: Clean and Green •The Municipal Reference Service provides library and reference services to the members of the National League of Cities• 17:47 AUG 08, 2000 ID: 202-626-3043 TEL N0: 202-626-3043 4,P8565 r^HIE: ,_ Program Description: Started in: 1996 ,,,,,, Bridgeport's Clean and Green program began as an effort to address the blight, decay, and general fatigue the city had experienced during the previous decade when economic difficulties prevented it from spending resources on its upkeep. After balancing the city's budget, officials initiated the ambitious Clean and Green program as a beautification campaign aimed at reviving residents' pride. In the first four years of the program, the city demolished more than 500 buildings and constructed five new downtown parks. Plans call for 12 new parks to be developed throughout the city. The new image helped Bridgeport attract new business, tourists, and a minor league baseball team. The new stadium serves as the cornerstone of the city's resurgence following the implementation of Clean and Green. The program earned Bridgeport First-Place Honors in the 1999 City Livability Awards from the U.S. Conference of Mayors. The program was also featured in "City Showcase '99" at the National League of Cities' Congress of Cities in Los Angeles. Source: Akron and Bridgeport recognized for creating better, more livable'communities. by Kathy Amoroso, U.S. Mayor, v66 n14 (Aug. 16, 1999) p13, Washington, DC: U.S. Conference of Mayors. Example Number 3 of 13 Jurisdiction: Lexington, Tennessee Population: 5,810 Form of Government: Mayor-Council Address: City of Lexington PO Box 87 Lexington, TN 38351 Contact: City Hall, (901) 968-6657 Program Description: Through its vigorous efforts in industrial recruitment, job development, and downtown beautification, Lexington demonstrates how small cities can thrive economically. The city initially focused on recruiting a wide range of industries which provide services for manufacturers. Centralizing the location of companies involved in serving a distinct market proved crucial. Lexington's investment in its own infrastructure fueled the industrial growth. The city established a Main Street Project to beautify the downtown area and ease traffic flow. Other signs of progress include a $3 million expansion of schools, a $2.5 million satellite campus of Jackson Community College, and a planned widening of highways to make access to Lexington easier. For these achievements, Lexington received the 1999 Tennessee Municipal League's Small-City Progress Award. Source: Lexington's industrial boom recognized. Tennessee Town & City, v50 n11 (Jun. 14, 1999) p6, Nashville, TN: Tennessee Municipal League. L •The Municipal Reference Service provides library and reference services to the members of the National League of Cities• 1r:4b HUL, e000 iU 202-62b-3043 TEL NO: 202-626-3043 Example Number 4 of 13 Jurisdiction: Fullerton, California Population: 114,144 Form of Government: Council-Manager Address: City of Fullerton 303 West Commonwealth Avenue Fullerton, CA 92632 Contact: Kenneth J. O'Leary, Redevelopment Project Coordinator, (714) 738-6879 Email: keno@ci.fullerton.ca.us Program: Fullerton 2000 and Beyond Program Description: Fullerton 2000 and Beyond is a downtown revitalization effort with two components: a commercial loan program, and a master plan. The loan program provides loans for rehabilitating downtown commercial buildings, especially historic structures. Loans are matched by local business and property owners, creating new restaurants, entertainment, and retail attractions. Supplementing and building upon the loan program is a comprehensive master plan for the downtown which calls for additional parking, a downtown plaza, more restaurants with outdoor dining, increased police security, improved lighting, an upgraded streetscape, and new directional signs. Because of this effort, downtown Fullerton retains its unique character and pedestrian focus, with more than 100 retail shops, 30 restaurants, two galleries and an award-winning museum, churches, financial institutions, medical offices, and government agencies. The effort earned Fullerton an honorable mention in the National League of Cities' 1998 James C. Howland Awards for Urban Enrichment, in the 50,001 to 150,000 population category. Source: Four cities earn Howland Award for boosting quality of life. by Randy Amdt, Nathan Ridnouer, Nation's Cities Weekly, v21 n44 (Nov. 2, 1998) p3, Washington, DC: National League of Cities. Example Number 5 of 13 Jurisdiction: Smyrna, Georgia Population: 30,981 Form of Government: Mayor-Council Address: City of Smyrna PO Box 1226 Smyrna, GA 30081 Contact: City Hall, (770) 434-6600 Program Description: Started in: 1988 To help revitalize its downtown and create a focus for city life, Smyrna built a new town center adjacent to its old one. The 29-acre new center is home to most of •The Municipal Reference Service provides library and reference services to the members of the National League of Cities• r • rnuv rJO, CdvJ6 tL• L6L—bCb—.7164. I tL NU: CifiL—bb-3043 #C 9b5 �' _ -- the city's civic and community buildings, as well as a town green and high-density commercial and residential development. The city assembled and purchased the land for the town center, financed the planning process, and installed sidewalks. Citizens participated in the planning process through formal town hall meetings and informal neighborhood meetings with city council members. Many local organizations and private companies were also involved in the process. Economic benefits of the project include a one-year 250 percent increase in building permit values, an almost doubling of the average sales price of homes in the town center, and a tax base that has grown to more than offset the project's $25 million in public costs. This project won the 1997 Public Award in the Urban Land Institute's Awards for Excellence program. Source: Smyma Town Center community comeback. Urban Land, v57 n7 (Jul. 1998) p18- 19, Washington, DC: Urban Land Institute. Example Number 6 of 13 Jurisdiction: Alvin, Texas Population: 19,220 Form of Government: Council-Manager Address: City of Alvin 216 West Sealy Alvin, TX 77511 Contact: City Hall, (713) 388-4230 Program Description: After decades of decay, Alvin is giving its downtown a facelift. The city is working with private sector interests to purchase buildings, tear down low-valued structures, and market those that remain with strict renovation clauses. Two new buildings act as anchors for the downtown commercial area's revitalization. For its effort, the city received a Texas Municipal League 1997 Municipal Excellence Award for Management Innovation for cities under 25,000 population. Source: 1997 Texas Municipal League Municipal Excellence Award winners. Texas Town and City, v84 n11 p21, Austin, TX: Texas Municipal League. Example Number 7 of 13 Jurisdiction: West Palm Beach, Florida Population: 67,643 Form of Government: Mayor-Council Address: City of West Palm Beach P.O. Box 3366 West Palm Beach, FL 33402 Contact: Mary Pinak, Community Events Manager, (561) 659-8007 •The Municipal Reference Service provides library and reference services to the members of the National League of Cities• r • db, cede iu• cv.3c—bb—.Jb4b T t L NO: 202-626-3o43 Program: Clematis By Night (CBN) L, Program Description: Started in: 1995 Clematis Street, West Palm Beach's main shopping corridor, is home to a weekly street festival called Clematis By Night (CBN). Every Thursday evening, the city-run event features free music and other entertainment, and food vendors from local businesses and charities. CBN has improved the quality of life in the downtown and waterfront areas. Since 1995, fifty new businesses have opened, and new residences in rehabilitated historic buildings are 100 percent occupied with a waiting list. The success of CBN has encouraged other festivals and events in the city including a green market and an international art and antique show. The festival received an Outstanding Achievement Award in the 1997 City Livability Awards Program sponsored by the U.S. Conference of Mayors. Source: Honors for West Palm Beach. Quality Cities, v71 n4 (Oct. 1997) p36, Tallahassee, FL: Florida League of Cities. Example Number 8 of 13 Jurisdiction: Littleton, Colorado Population: 33,685 Form of Government: Council-Manager Address: City of Littleton L, 2255 West Berry Avenue Littleton, CO 80165 Contact: David Flaig, Landscape Architect, (303) 795-3766 Program: Historic Downtown Preservation Program Program Description: Started in: 1993 The Historic Downtown Preservation Program is a partnership between the City of Littleton and the Second Century Fund, a nonprofit corporation formed by local business community activists. In the first four years the program awarded nine grants totaling more than $230,000 from the State Historical Fund to preserve and restore historic buildings in downtown Littleton. With an eye toward increasing business activity and decreasing building vacancies, the program has helped businesses leverage state grant money to build a stronger downtown. Three of the grants have been for historic facade restoration, through 50-50 matching grants. The city also applied to the state fund for restoration funds for two historically significant buildings. The program has now expanded to include a no-interest revolving loan fund allowing small business owners of smaller buildings to restore their facades. During the course of the program, four major historic buildings in the downtown area have been restored, with a total value of improvements exceeding $500,000. The program won first place in the 1997 Colorado Municipal Achievement Awards in the category for cities over 20,000 population. Source: Littleton: historic downtown preservation program. Colorado Municipalities, v73 n4 (Jul.-Aug. 1997) p24, Denver, CO: Colorado Municipal League. •The Municipal Reference Service provides library and reference services to the members of the National League of Cities• 17:50 AUG 08, 2000 ID: 202-626-3043 TEL N0: 202-626-3243 #69 5 Fh`U: - ., Example Number 9 of 13 Jurisdiction: Pueblo, Colorado Population: 98,640 Form of Government: Council-Manager Address: City of Pueblo 211 East D Street Pueblo, CO 81003 Contact: James F. Munch, Director of Planning, (719) 543-0572 Program Description: Started in: 1989 Pueblo developed a downtown rehabilitation program called the Central Pueblo Framework Plan. The framework divided the city into manageable sections including the Historic Commercial District, the Civic District, and the Employment District. The objectives included redeveloping the downtown area, understanding the city's unique character, preserving its soul while developing downtown, and learning to market the city's character without eroding it. The steps to implementation included developing the framework plan, providing leadership that respected citizens, using many paths to discovery, and acknowledging that results are in the process not the project. There has been an increase in the number of public/private partnerships providing public investment in the infrastructure and kof public areas around downtown. A 13 percent increase in retail sales was also noted. This program won a 1996 James C. Howland Award for Urban Enrichment for cities with a population of 50,001 to 150,000, sponsored by National League of Cities and the CH2M Hill company. Source: Eight cities win NLC urban enrichment award. Nation's Cities Weekly, v19 n48 (Dec. 9, 1996) p10, Washington, DC: National League of Cities. Example Number 10 of 13 Jurisdiction: Hampton, Iowa Population: 4,133 Address: City of Hampton P.O. Box 236 Hampton, IA 50441 Contact: City Hall, (515) 244-7282 Program Description: The City of Hampton worked with Main Street Hampton to fund an incentive grant program as part of a larger economic development improvement project. These efforts have resulted in increased retail sales and the lowest jobless rate in ten years. The redevelopment began when the city established an urban renewal area downtown. That allowed the city to use tax increment financing (TIF) to fund large improvement projects. The city also used small incentive grants for smaller ♦The Municipal Reference Service provides library and reference services to the members of the National League of Cities• 1( ;Jl HUb btz, Cbbb ; CUL—bCb—Jd4. ILL NU: Cdc—bcb—,7eJ4C improvement projects that would cost more in administrative set-up than in actual improvements using TIE Working with Main Street Hampton, the grants were to be spent within the urban renewal area and required a 2:1 match from the applicant. Grants were limited to $500 per storefront per year for projects ranging from storefront painting to major facade renovations. In 1995, the city invested over $27,000 in the incentive grant program. Those funds were matched with $306,000 in private investments. In 1996, the program was expanded by focusing on sidewalks and streetscape projects. The city won a 1996 All-Star Community Award for the Iowa League of Cities for this project. Source: Hampton revives its downtown. Cityscape, v52 n6 (Dec. 1996) p11, Des Moines, IA: Iowa League of Cities. Example Number 11 of 13 Jurisdiction: Greenville, South Carolina Population: 58,282 Form of Government: Council-Manager Address: City of Greenville P.O. Box 2207 Greenville, SC 29602 Contact: City Hall, (864) 467-4500 Program Description: The International Downtown Association presented Greenville with the Special Achievement Award recognizing the successful effort "Remaking Main Street." The city's downtown has undergone a metamorphosis into a thriving hub of offices, restaurants, and specialty shops. The economic improvement efforts began in the early 1980s when local businesses and the city recruited and attracted the Hyatt Regency to the city. Downtown property owners renovated several buildings, leading to new restaurants and residences. Using a combination of public and private funding, the city brought the Peace Center for the Performing Arts to Main Street, and began encouraging street festivals. The district now boasts lunch time and after-hours activity, and employs over 17,000 people. The $100,000 million invested by the city has resulted in more than 100 new businesses launched in the first six months of 1996 and about$76 million in private investment. Source: Greenville received international accolades. Uptown, (Nov. 1996) p4-5, Columbia, SC: Municipal Association of South Carolina. Example Number 12 of 13 Jurisdiction: Sault Ste. Marie, Michigan Population: 14,689 Form of Government: Council-Manager Address: City of Sault Ste. Marie •The Municipal Reference Service provides library and reference services to the members of the National League of Cities• 1(: 1 Hui btu, 2000 ID: 202-626-3043 TEL NO: 202-626-3043 sE.F35 F!-vE: Planning and Development Department 1401 West Easterday Avenue Sault Ste. Marie, MI 49783 Contact: James F. Hendricks, Director, (906) 635-1521 Program Description: The completion of the Ashmun Streetscape Project represents the first step in the rebirth of Sault Ste. Marie's central business district. The downtown revitalization is guided by a philosophy that to effectively compete with outlying shopping centers, the downtown must restructure itself both physically and operationally to act as a cohesive shopping center. The Ashmun Project contains pedestrian improvements not normally found in a downtown setting but typical in shopping malls. It precipitates a major effort toward the unified management of the entire downtown environment necessary to effectively compete with modern centers. This project received an honorable mention for downtown and economic development in the 1996 Michigan Municipal Achievement Awards competition. Source: Six communities are first-time winners in the 1996 Michigan Municipal Achievement Awards competition. by Judi Cambell Linott, Michigan Municipal Review, v69 n8 (Sep./Oct. 1996) p266, Ann Arbor, MI: Michigan Municipal League. Example Number 13 of 13 Jurisdiction: Scottsdale, Arizona Population: 130,069 Form of Government: Council-Manager Address: City of Scottsdale Planning Department 7474 East Indian School Road Scottsdale, AZ 85251 Contact: Gary Roe, (602) 994-2318 Program: Scottsdale Downtown Plan Program Description: The Scottsdale Downtown Plan won an honorable mention in the 1995 James C. Howland Urban Enrichment Awards competition. Confronted with increasing traffic congestion, physical deterioration, and high commercial turnover, the city crafted a public-private partnership designed to revitalize the downtown and neighboring commercial districts. The plan creates guidelines for a mixed-use urban center with specialty retail, office, and residential/hotel uses. Streetscape improvements funded by the city and retailers resulted in the construction of new streets, storm drainage, and a multi-use sports facility. The plan resulted in $397 million in private sector economic activity, the creation of 8,000 new jobs, and the addition of 373 new hotel rooms and 812 new residents to the downtown area. The plan successfully built on downtown's strengths and preserved the area as the cultural center of the community. •The Municipal Reference Service provides library and reference services to the members of the National League of Cities• L(:D HUV btu, L000 ID: 202-626-3043 TEL No: 202-626-3043 *266E5 P4�;E: :_ Source: Scottsdale Downtown Plan. Nation's Cities Weekly, v18 n45 (Nov. 6, 1996) p9, Washington, DC: National League of Cities. L •The Municipal Reference Service provides library and reference services to the members of the National League of Cities• 1( UC HUb bb, Ciibb Ill: 6 C—bCb-3b4.. ILL NU66 *65,SE5 F,.=;` Municipal Reference Service Customer Satisfaction Survey Please take a moment to give us some feedback. Deliver to MRS —Fax #: 202-626-3043 1. Has this information been useful to you? yes/no* 2. Did you receive a reply in a timely manner? yes/no* 3. Did you receive courteous service when you called? yes/no* 4. Have you called MRS for assistance in the past? yes/no 5. How did you first hear about the Municipal Reference Service? L 6. How can we make the Service more useful to your city? * If you answered "no" to question 1, 2 or 3 we are especially interested in your comments on how to improve our service. Name: City: Phone# E-Mail or Fax# Check here for the detailed MRS Databases on ALG instruction sheet on how to access the databases free of charge over the Internet. (Fax or e-mail ) L •The Municipal Reference Service provides library and reference services to the members of the National League of Cities• To strengthen and promote cities as centers of opportunity, leadership and August 10, 2000 governance. Mr. Paul L. Nordin Town Manager National League PO Box 17958 of Cities Fountain Hills,Arizona 85269 Re:America Downtown0-New Thinking. New Life. 1301 Pennsylvania Ave.,N.W. Washington,D.C.20004-1763 202 s2s 300o Dear Mr. Nordin: Fax: 202-626-3043 Internet: www.nlc.org Thank you for your interest in the America Downtown0-New Thinking. New Life. program. 2000 officers As requested, enclosed is a copy of the program's informational brochure,Nation's Cities President Weekly articles regarding the program, and schedule of fees. This information will give Bob Knight you ageneral overview of the servicesprovided through the program to assist in your Mayor,Wichita,Kansas g P �' First Vice President Downtown revitalization efforts. Dennis W.Archer Mayor,Detroit,Michigan Second Vice President If you would like a more detailed package of information concerning the program Karen J.Anderson (including a price quotation), simply complete and return the form provided in the Mayor,Minnetonka,Minnesota Immediate Past President brochure. Clarence E.Anthony Mayor,South Bay,Florida Executive Director Again, thank you for your interest in the America Downtown0-New Thinking. New Life. Donald J.Borut program. We look forward to working with you in the future. If you have any additional questions,please e-mail me at: spotswood@nlc.org. Sincerely, t( t�.1 1 " rJttFr�n Kim Spotswood Staff Associate Local Government Services Past Presidents:Glenda E.Hood,Mayor,Orlando,Florida•Sharpe James,Mayor,Newark,New Jersey•Brian J.O'Neill,Councilman,Philadelphia,Pennsylvania•Cathy Reynolds,Councilwoman-at-Large,Denver,Colorado•Directors: Kenneth A.Alderson,Executive Director,Illinois Municipal League•Larry A.Bakken,Council Member,Golden Valley,Minnesota•Robert Bartlett,Mayor,Monrovia,California•James T.Benham,Councilman,Baton Rouge,Louisiana •Joseph Brooks,Council Member,Richmond,Virginia•John P.Buena,Councilman,Pontiac,Michigan•Michael Cathay,Alderman,Senatobia.Mississippi•A.Everette Clark,Mayor,Marion,North Carolina•Gwyndolen Clarke-Reed, Commissioner,Deerfield Beach,Florida•Joel Cogen,Executive Director,Connecticut Conference of Municipalities•Neil Dillard,Mayor,Carbondale,Illinois•William G.Dressel,Jr.,Executive Director,NewJersey State League of Municipalities •Becky L Raskin,Council Member,Fort Worth,Texas•Rick Hernandez,Councilmember,San Marcos,Texas•Michael Keck,City Director,Little Rock,Arkansas•Conrad Lee,Councilmember,Bellevue,Washington•Ingrid Lindemann, Councilmember,Aurora,Colorado•Margaret Mahery,Mayor,Athens,Tennessee•Harriet Miller,Mayor,Santa Barbara,California•James F.Miller,Executive Director,League of Minnesota Cities•William A.Moyer,Executive Director • Emeritus,Oklahoma Municipal League•Jim Naugle,Mayor,Fort Lauderdale,Florida•Lou Ogden,Mayor,Tualatin,Oregon•Bev Perry,Mayor Pro Tem,Brea,California•Willie J.Pitt,Council Member,Wilson,North Carolina•Luis Quintana, Council Member At Large,Newark,New Jersey•Rebecca J.Ravine,Council Member,Fort Wayne,Indiana•Kevin C.Ritchie,Executive Director,Alaska Municipal League•Carroll G.Robinson,Council Member at-large,Houston,Texas •Johnny Robinson,Councilman,College Park,Georgia•Michael Sittig,Executive Director,Florida League of Cities•Leon Smith,Mayor,Oxford,Alabama•Bruce Tobey,Mayor,Gloucester,Massachusetts•Evelyn Wright Tumor,Councilor, Columbus,Georgia•Yvonne Vik,Executive Director,South Dakota Municipal League•Jerrilyn S.Wall,Council Member,Evanston,Wyoming•Anthony Williams,Mayor,Washington,DC•Cody Williams,Councilmember,Phoenix,Arizona Recycled Paper •Harry Wilson,Mayor,Grandview,Missouri•Mark Worrell,Mayor Pro Tem,Monroe,Michigan America Downtown: New Thinking. New Life. "AVENUES TO DOWNTOWN REVITALIZATION FROM THE NATIONAL LEAGUE OF CITIES AND HYETTPALMA" ligeilPalma 664 Downtown Action Agenda for Fountain Hills, Arizona Downtown Action Agenda The Downtown Action Agenda defines a comprehensive,action-oriented,and market-driven strategy for reinventing your Downtown's economy.Each Downtown Action Agenda will result in the following: 1. Definition of a Shared Community Vision The community vision will be defined through discussions held with local constituents and moderated by HyettPalma.The vision will detail what the local Downtown revitalization effort should accomplish over the next 5 years. 2. Completion of a Downtown Market Analysis Downtown's potential to support retail,office,and housing uses will be quantified.The market analysis will include the following. Retail Market Analysis • An analysis of Downtown's current retail climate. • A determination of Downtown's future retail potentials—expressed in total dollar volume and square footage. • A listing of retail business types that have the potential to successfully expand in or be recruited to Downtown. Office Market Analysis • An assessment of Downtown's current office operations and climate. • A projection of Downtown's future office development potential. • A listing of office types that are most appropriate for Downtown. Housing Market Analysis • An assessment of Downtown's current housing market and climate. • A projection of Downtown's future housing development potential. • A description of housing types that are most appropriate for Downtown. Position Statements • A determination of the most appropriate retail,office and housing niches that can and should be created in Downtown. 3. Recommended Course of Action Based on the above,an aggressive 5-year market-driven course of action will be recommended for attaining the shared vision and capturing Downtown's economic potentials.As a minimum,the course of action will define strategies that should be implemented by the private and public sectors to: • Strengthen and expand Downtown's current businesses; • Attract and cluster appropriate businesses within Downtown; • Promote and market Downtown to improve its image;and, • Further enhance the appeal of Downtown's public and private real estate,consistent with the shared vision and market analysis findings. 4. Recommended Partnership For the course of action to be implemented in a timely manner,a private-public partnership that is charged with this mission must be in place.Therefore,based on the local situation,HyettPalma will make recommendations to the Client regarding the structure and formation of a Downtown public-private partnership or,where appropriate,the restructuring of an existing Downtown partnership. Fees The fee for the Downtown Action Agenda,including all associated expenses,is as follows: LP' r Population Category Direct NLC Member Cities Nonmember Cities 15,000-30,000 $50,000 N/A Payment Schedule NLC will invoice the city for sixty-percent(60%)of the total fee for service upon receipt of this signed Service Authorization.Services will be scheduled upon receipt of first payment.NLC will invoice the city for the remaining forty-percent(40%)of the total fee for service upon documented project completion.The project will be deemed completed upon delivery of the technical memo to the city. Service Authorization The City of Fountain Hills,Arizona with a population of 16,000 hereby requests from the National League of Cities the preparation of a Downtown Action Agenda. It is understood that the city will receive the schedule of services noted above and is,therefore,obligated to the above noted Fees and Payment Schedule without right to any refund. Name Signature Title Date Mail this form to: National League of Cities Attn:Kim Spotswood 1301 Pennsylvania Avenue,NW Washington,DC 20004 Call(202)626-3188 for further information. FORM:AD00-2/15/00 Accepted by National League of Cities: By: (Signature) Name: (Printed) Title: Date: LC) 1 r The Notional League of Cities(\ 1 •[gll:."��j,�r� was established in 19'4 by and for reform-minded state 1 ��: • L municipal leagues. "I oday, NLC represents 49 leagues the I 1 rjs ' — " uh - � and more than 1,600 cities directly, and through 1 .� •� �� 18,000 cities 1 membership of state municipal leagues, 1 �•y indirectly. Located in Washington, DC,NLC serves I - as an advocate for its members in legislative, 1 ztxt administrative,and judicial processes that affect them; 1THAT c � � ,,, 1 develops and pursues a national urban policy that meets 1 the present and future needs of our nation's cities and 1 I1 1 technical , , the people Soho live in them:offers training, 1 assistance and information to municipal officials to help 11 _ them improcc the quality of local government;and 11 undertakes research and analysis concerning economic, 1 social. and political trends. I A n1 e r i cr a 1 1 I Hy.MPalma is the only national firm specializing 1 D o w n T o w n i in the economic renaissancet ance of business districts. 1 I armed in 1985. the (inn has served hundreds of L d -b.,coo tu ,ss, n'throu_hout all 50 states and is well-known Thinking I, rck�,tiintenihii1 pragmatic,action-oriented New T ,tr.in_tc,that bring national perspective to local ncc,ls. I he principals of the firm, Dolores Palma and Life.I). Ic I Is eit.arc nationally known advisors,speakers,L Nal)W and authors oo oh over 4 years of combined experience in the Meld,of business district transformation and city planning. 1 Isrttl'alma has worked with NLC on ,I.,sintunon issues Since I98- and collaborated with \I (.on the dim mown pilot program,"Accepting the in AVENUES (.hallcngcl The Rebirth of America's Downtowns." TO DOWNTOWN REVITALIZATION FROM iiiiiii4 THE NATIONAL 464 I iiijtFPi]mt LEAGUE OF CITIES A N D \.ttton.il I.eailue of Cities I ;III I'ennsylyania :\venue. \1W \1 a•hin_ton, DC '0004 11 eU ra!ma IN, I',,n.!,.n,,,\,IC,tp.g,cr L ,r. • s .... :.1 i.1,'' ---1 '' ' 0 14 i , _ a ,fir ii, _ i�/ ' , (.., . .r 4b. . p4 ?.. i _ i ! ", Ilk . I LamsT 1 • Sink or Swim! ,. „ 1 `iVh1V +[7l�Jj�+� t I Faced with the widespread 1 THAT, p !4« I 1 appearance of shopping centers, A 1L!F' I 1 discounters, mail order firms, `r.,. _ ,..,1F' i and TV shopping, America's 1 downtowns have struggled to - ; ) I i survive- Countless downtowns 1 1 America Downtown : I nationwide have suffered loss New Thinking. I of businesses, tax r s, I New Life. 1 I customers and investment. This ow,you can get the help you need to I trend will continue without new reverse your downtown's downward spiral I thinking and bold actions that and breathe new life into the heart of your 1 I bring new life to downtown- community.America Downtown:New Thinking. 1 New Life. brings together the political leadership i 1 of the National League of Cities and the downtown expertise of HyettPalma, Inc. Together, they offer 1 individualized assistance and a combination of 1 strengths not available anywhere else. 1 I L ..>. America Downtown : New Thinking. New Life. Services Tailored to Fit Government Official's Network - a focus group will be held each year during NLC, (.., Your Community Congress of Cities, exclusively for participants of this merica Downtown:New Thinking. New Life.Aprogram, giving them an opportunityto discuss is a fee based comprehensive downtown downtown problems and solutions with peers. assistance program.The program provides direct, hands-on help to city officials who want to start, As the program grows, NLC will share the successes of refocus, or energize their downtown enhancement program participants through: efforts. The assistance package is designed to let you determine the kind of help that's best for your Publications -documenting the experience of downtown. program participants, and published periodically, these will allow communities across the country to Get your downtown enhancement effort up and benefit from participant successes; running or redirected with a solid foundation defined through: Training Forums -will be available upon request to further inform communities of the most Downtown Audits -exclusively for small successful ways to create new life downtown. communities that want to define a downtown vision and identify actions that should be taken to Why it Works reach that vision; America Downtown:New Thinking. New Life.provides Downtown Action Agendas - to the essentials you need for downtown success. determine the state of your downtown's health, establish tangible goals, build a partnership The assistance you'll receive is between the local elected body and the business action-oriented -not another passive community, and define a success-oriented course downtown plan or study but an aggressive course of of action for enhancement. action that you can launch immediately. Take your downtown enhancement efforts to the next The recommendations you'll level of success with: receive are pragmatic —tailored to your local resources so that they can be realistically Extended Downtown Services - applied. are tailored to the needs of each downtown and give you in-depth information essential to resolve specific issues. Services include retail,office, and housing market analysis, as well as issue-oriented #t AU. ` �' consultation; 7 i~t' �•110...~`t�li`_� 'i,, t • , A. ',P° - .'.. 3 t.: pn4. t gut it ,41!.� > ,_ -^Plr/, •u Qllibl p- ,..iiii P"sir '.0r16!- pkagibseeit - , ' L .f j iiimpr ..,ra. 1111 The solutions you'll receive are success-oriented —designed to Starta New Life improve your downtown's economy so that the America Downtown:New Thinking. New Life. results are evident and long-lasting. provides tried and proven tools--tools you need to make success a reality in your downtown. Assistance The on-site assistance you'll is available to local governing bodies of individual receive is inclusive —providing a cities and to state leagues that would like to provide forum that brings public and private sector assistance to multiple member cities. If you're ready constituents together to identify downtown to bring new life to your downtown,mail or fax this issues,define a downtown vision, and take form to NLC today. needed actions in partnership. jEl e s, I'm interested in the future of my T '! downtown. Please send me more information about " o�" NLC's new fee-based comprehensive assistance _ program,America Downtown:New Thinking ": Y - New Life. 's 6 t Name Title a, . i -Jr mot,,,, t�s ti ,p'� _ yi i t ,, s .3. r ,ti Government Agency/State League 4,0. T `• 0 Business Address a:" �'t 1 "`s - .'V. {.' $ t'" City State Zip X Act 120ZU. Business Phone To get your downtown moving City Population in the right direction, send for your free information kit today! Mail this form to the National League of Cities c/o Local Government Services 1301 Pennsylvania Avenue, NW Washington, D.C. 20004 Or fax to 202-626-3043. Nation Cities Weekly July 17,2000 21 ansfield, Conn., Makes Plans to Create a Downtown by being used to jolt the market, 111114a100.7. ,v spohwood '' �.alr �, ri 'ice; --� Nir---Emerac grab the attention of private sec- � 'v.. i R��. �• , The residents of Mansfield, . tor investors and raise their con- * ""f highly value the natural beauty fidence level in downtown. As _-„ti =^•�. N. and rural lifestyle they enjoy in Mayor Paterson explains, 'The - s what is known as"The Quiet Cor- lbwn of Mansfield,which devel- opedas a series of small villages, - ito ner"of Connecticut. Mansfield is {_ �- the home of the University of has long felt the need for a cen- > •a Connecticut, a large university tralized downtown area to pro- . that is implementing "UConn vide a focal point and identity for 2000,"a$1 billion,10-year devel- our community. This need for a / _t=�,�� opment campaign intended to town center has also been an — % `�, transform UConn into one of the objective of the University of Con- - T nation's _ ----._._ _ •premier universities. necticut. Thanks to the good r • �'' P However,other than the universi- work of America Downtown and ty, Mansfield does not have a HyettPalma, we now have a UT M1. strong identity as a town or a tra- roadmap to achieve that goal." , �. ditional downtown—two quail- Nationwide,several cities that re"":- ° - ' ties greatly desired by town resi- were built without downtowns s " ` +� dents,town offiriala,and the uni- are creating town centers. Resi- Li i 1, �.}'� 1 { c61t 1 versity. dents of these communities are ,,. �., .nr"' - T� ' „ clamoring for the creation of town '^ = --4* 1b achieve the community's r� _..� - __ - � -•,-.;�,..,�-.. .e�„ centers,which will afford them a - w, ..,'-5,,- - - ' dream of creating a more receg- - ._.. .---.�.�,.,�..�..„- _ ni,able downtown, the Town of sense of identity,a focal point and _ _ source of pride. Mansfield is Mansfield turned to the America a Downtown program in 1999. part of this national phenome- America Downtown—New non. Creating a downtown for Downtown Mansfield,Conn.,is being created by blending and retrofitting the area's existing commercial structures. Thinking,New Life"is a compre- Mansfield is a high priority with hensive technical assistance from committees beginning Planning involvement,a shared vision,and muni the National League of Cities and for the town center within a short Consequently, rather than a commitment toward our goals. 2)building community pride lacing significant HyettPahna, receiving Mansfield Downtown Action We now go forward in partner- by creating a focal point and ideas- removing existing bundings, According to Mayor Elizabeth ship with the community to tity maximum effort should be made Paterson,"Prior to joining Ameri- Agenda 2000. achieve our downtown an l " 3)providing -wntown,the town had stud- The creation of downtown P P ding a thriving down- to retain and strengthen most of All members of the partner- town that universities find to be the existing commercial develop- e enhancement of our Mansfield has brought the cem- • , from a site layout and minify the town government, ship have made a commitment to very important in recruiting stu- went within the Phase 1 area of aesthetic perspective However, and the une trsityown together over create downtown Mansfield, dents and faculty and downtown Mansfield in order to a mutuallybeneficial share in the responsibility of its 4)transforming the town in a enhance the area's image and to attract the university as a Proles• creation,invest in downtown and manner that allows the town to market stre ngth.partner,we needed to focus on the "HyettPalma proactivelygain from that investment and keepupwith the Thiseffort economic aspects of downtown solicited the concerns of our resi- great transfor- should include: commitment. In addition, all nation underway at UConn. • Enhancingthe appearance development. We pursued the dents to construct a very succinct members are focusing on what After completing a thorough pro America Downtown program list of attainable goals and objec- of private and public ro because of HyettPahna's national tivea," Mayor Paterson said. can be accomplished by working market analysis of Mansfield, • Strengthening the mix of reputation as a firm that could 'They met with businesses,cis- ether cooperatively and in a downHyet Palma determined that businesses;and tomes,town and universityPartners�P• downtown Mansfield should be • Increasingthe marketing provide the economic-based focus °� Creating a downtown in reinvented as a mixed-use area of busineP and the entire busi- and analysis that we required cials,university students and fac- Mansfield is: and should be created in two ness district. Through the America Down- ulty,as well as the public at large. town program,HyettPalma, Inc By using this approach of shared 1)stimulating economic phases. The Phase 1 area of downtown dialogue development by providing goods should be enhanced to include defined the Mansfield Downtown gu and inclusiveness, and services desired by the con- specialty enter- Action Agenda 2000, which is HyettPalma was able to generate Alga tainment mouses,and p public development tional facilities. T,1 within the Phase 1 area of the '''• .•" 1 21 business district currently con- Phase 2 Area r .„k • : siats of three strip-center build- s`" 1 ings. This area of the business This area of downtown Mans- district also includes an assort- field includes undeveloped uni- te° , went of public and institutional versity-owned land located in uses, including the Mansfield downtown behind the commer- r �•.c ,x` .w ,... ° Municipal Building, E.O. Smith cial development mentioned ,gy ., 1 High School,University of Con- above. necticut offices and other facili- While this university-owned t ties, Storrs Post Office and the land is considered extremely Greek Chapel/Educational Cen- valuable, it is not felt that the ter current economic climate would A degree of local interest has support the optimum develop- . i been expressed in removing the merit of the site at this time. It is existing commercial development felt that the level of investor oon- in order to build a pedestrianori- fidence should be enhanced first ented, 'New England-y" down- through the completion of iii town that is consistent with the improvements recommended for community's vision for downtown Phase 1.When Phase 2 is initiat- Mansfield. However, given its ed,it should be undertaken as an '.',: age,condition and value,it can be extension of Phase 1 and include assumed that most of the existing office, housing, lodging in the " commercial development has a form of a small inn and open ' fairly long economic life ahead. space uses, with limited retail i- 11,a I. °'y`'d""` .1..,,,,,,,-_,.. Therefore,removing these struc- uses. The University of Connecticut is undergoing a major transformation that includes, in part, distinctive new tures does not appear to be feasi- 22,co. I buildings near the creation of Mansfield's new downtown area. ble at this time. page July 17,2000 Nation's Cities Weekly Mansfield, from�11 LThe Town Council and the vot- that will act as a people-genera- The Mansfield downtown Agenda 2000," Mayor Paterson and the business community" ers of Mansfield have authorized tor—providing more support for Action Agenda 2000 includes a said. "Because the university the construction of an approxi- nearby businesses and service course of action specifically plays such a significant role with- Details:For more information mately $6 million community providers; defined to:attain the communi- in the community,the town has on the America Downtown:New center. The intent is to develop a 2)create a mutually benefi- ty's vision of downtown Mansfield desired such a partnership for Thinking. New Life. program; family-oriented recreation and cial project that can be used by and capture the economic oppor- years.And,the business commu- please contact Kim Spotswood at aquatic center—and locate that both townspeople and those affil- tunities facing the downtown nity has expressed interest in (202) 626-3188 or facility in the Phase 1 area of iated with the university; area. The course of action is joining the town and university spotswood@nlc.org. downtown Mansfield. Currently, 3)provide a needed incentive being implemented by both the in establishing a downtown part- the community center is in the to encourage additional enhance- private and public sectors. nership to implement our Down- This is the third in an occa- design phase and town officials ment of existing commercial "The single largest success town Action Agenda. sional series on America Down- are moving ahead quickly to buildings in downtown and we've realized thus far is a coop- The inclusive process used in town—New Thinking,New Life,a build this important downtown 4)provide a much needed erative effort between the town the America Downtown pro- technical assistance program of anchor.Once completed,it will be community facility,which should government and the University gram—and the Action Agenda NLC and HyettPalma, Inc, a a great asset for the town since it further strengthen downtown's of Connecticut to jointly fund sev- itself—provides the basis for con- national consulting firm special- will: economy and the overall value of eral recommendations found in tined dialogue and cooperation izing in the economic renaissance 1)create a downtown anchor property in downtown Mansfield. the Mansfield Downtown Action between the town,the university, of downtowns CLASSIFIEDS AND PROFESSIONAL DIRECTORY • performs multi-faceted functions and and implementation of recreation pro- efits are negotiable and are anticipated to ed by district to 2-year terms and two are Classified Rates administrative work assisting the Direc- grams and managing recreational factli- be highly competitive.Volusia County is elected at-large to 4-year terms.The Chair for in the overall operations of the Depart- ties,to include experience supervising located in central Florida 50 miles north- is appointed annually by the CounciL The meat of Parks and Recreation.Employee staff and managing resources; or any east of Orlando,60 miles north of the County Manager appoints all other ean$12.00 per line.After three inner- non- supervises the departments day to day equivalent combination of training and Kennedy Space Center and 89 miles elected officers and manages and evalu- RRatat e(no copyoperations.Work involves planning,coor- experience which provides the required south of Jacksonville.The County is cur- ates their work This includes a wide vari- changes),the fourth inner- dinating and directing all aspects of the skills,knowledge and abilities. is free. Insertions may be spread g Applica- unt offers rapid Volusiaf ety al servicesou : organized into func- tionsoue over three months or less. Parks and Recreation management and lion Deadline: 8/4/00.Salary:$48,290. County offers outstanding quality of life tional groups: Economic Resources, administration. Employee oversees the Please submit City of Portsmouth appli- amenities.Volusia is a full-service Charter Growth Management&Environmental Deadline: Week before the first inner- activities of the department in the Direr cation to: City of Portsmouth,Human County.The Charter provides for a Coun- Services, Support Services, Public Son. tors absence.Reports to the Director of Resource Management Department, cil/Manager form of government Laws Works,Public Protection and Public Ser- Parks and Recreation.Education/Expert 801 Crawford Street,Portsmouth,VA and policies are made by the 7-member vices. The current County budget is Terms: Publisher reserves the right to ence: Graduation from a college of uni- 23704. www.ci.portsmouth.va.us. County Council. All management and about$340M and there are about 2,529 reject any advertising deemed unsuitable. versity with major course work in physi- EOE. administrative duties are carried out by County employees.Fire,Sheriff and Cor- Only open ads will be accepted. cal education,recreation or a related field. the County manager who,along with the rections employees are unionized. Requires 6-9 years of progressively COUNTY MANAGER Volusia County, County Attorney, is appointed by and Mail --I copy to: Classified responsible experience in the planning Florida (Approximate population: serves at the pleasure of the County see 23,COI.I Sdvertising Sales Manager, Nation's 423,000)Compensation: Salary and ben Council.Five Council Members are elect- Cities Weekly, 1301 Pennsylvania Ave. N.W.,Washington,D.C.20004. THE PAR GROUP Local Government FAX advertising copy to: Nation's Paul A.Reaume.Ltd. Speciali.ts Public Sell'in a National ■„c• Cities Weekly at(202)626-3043,to the ea o Consultants clientele a. ,k The Mercer Group. j attention of Laura Turner. Management E-mail advertising copy to: Week- Executive Search& Rec ruitment Reuitment Consultants To Management Management/Operations Analysis•Personnel/Compensation Systems •Organization and Management Studies•Eaecufire Search•Strategic Planning Public Safety Studies •Compensation and Classification Studies•Privairatinn•Chita,Studies Positions Hartford CHICAGO Los Angeles SS YB Chamblee U"n-ud RL,.S,,,,5/I S.+J C'n d,oRma,Sv re?3a 300 N.Waukegan Road,Lake Bluff,IL 60040-1694 Aaam"••Forma,0;39 Sonia Fr,tie" ad,Sue87501 23.1 TEL(817)234.11005•FAX(847)234.6309 coal 5sl 000.+•FAx r trot 399-v7 a9 (5051 a66-9500•FAX(505 t a66.1:N E-Mail:nraerOm,nd,r•mx tom E-Meal'm er@mimt,unnr.,•om - ASSISTANT DIRECTOR OF PARKS \..i.ting in the.\rhi,vement at 1,catlence in the Public Sere ice.io.e 197'2 ATLANTA • FAST LANSING • SANTA FE • WASHINGTON AND RECREATION: City of Portsmouth.Under limited supervision, • if ' • MANY JOB SITES Target public sector professionals wihalob African listing on govWorks.com(tormerty Jobs in A Full Service • t American CAN DELIVER Government) N t� i ' r •More qualified applicants v Public '+ ?� APPLICANTS. •Searchable database �,., ���i� A A E R Executive .6roatl exposure 0 Relations .s+.� •Exceptional value O Agency i$ Recruiters •WE DELIVER .24n customer service 1 if . 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E ■Community Relations +3>o Auburn ge2000 e<aid ISte Century Suite430 63gSulk20Iwd c1T*mimeo J2303 We Pay Top Dollar ■ Economic Development Sage 2000 Suite Sste100 rfrlhhmatR32303 ■ Special Events ocrsmmo,C495841 Ia Mgda.CA90067 Northbrook.IL 60062 i 1916)453102 (310)552-1112 1&f1)564-9170 50 386-1101 E Call Fax 01614485-0111 Far(310 -1113 Fax(847) 23'.,�8 (S50)' * x Cull 1�-7014615 Denise[taker Lawrence - ` O recnu!9dmg.rmmnccom seuchh@doviuninemm seardl5dmgmrvse.ms era Qikagno,C,Op (954)486-684-0 Ask for Lex or e-mail to irucksQirucks.com Li �t"'�sea" fnsint the US ti1i1CiaP�kmaw fit+ Trucks&Parts of Tampo•Fax#813.247.7999•www.trucks.com 10 May 29,2000 Nation's Cities Weekly Village Takes Steps to Revitalize Its Downtown ., '7 ab�~ i i SMALL CITIES 9 1 � // lr.-- i .e �+ i,i,..i.,..alii.I,,, \ If \ ,t .., at ti "z1L„"t...44 � Asa hub of activity for four decided to pursue this vision ' Illi.f `/ T �: townships,officials in the small and chose the America Down- '', s I � i .• vq '�.at- . �,�;,1� ._ � _�`' �� Ai__village of Ortonville, Mich., town technical assistance pro- a l r i:_ `o:ii{� 14 knew the importance of its gram, offered jointlyby �' k3" a`' i ;<. cat , e,„. downtown and in 1999 made HyettPalma and the National ,* i ` ` y enhancement of its downtown a League of Cities. M n , h _ 4} priority. According to Pete Auger, +1F ° ' _ +� 4M _ "" With funding from the Ortonville Village Manager,"the t,� % ¢ k � r ' '' e�+'a * '"" p g r.vt;� t E �^ '' 4 tides' ' Ortonville Downtown Develop- Village chose the America - ' 7 ment Authority (DDA), Village Downtown program because of t ` h s. _Z ` y " Council joined the America the approach that program .l Downtown:New Thinking,New takes. It doesn't use a cookie ; §" - '�, �,.f. 't ,b :.` y } E ,, n Life family and developed the cutter approach to planning. -4� �4 r;,, k y -.� i ,°jay,. $,7.-- 'f Ortonville Downtown Action Instead,HyettPalma asks ques- wf 1 g.�"i',,' 4 ";'1 <,t.. E -9:":r-� ,y, F5--• Agenda 1999. tions, takes the time to learn • • - • ° ' , ^' x•^,4 a; A small village of 1,300 resi- what makes a community a �' § "+ ir z" dents, Ortonville residents and community,and builds on that. ''r 7\ f �•-s .,„ downtown employees highly We knew that, with America it tl ,.fit '•• • 'S* , 'g"�'•� `� >r value the village atmosphere Downtown, each Downtown I .- 0, ` ,,�,, ^41i. x ` l='' ° '; „a ti4 a' ,.: > T and ambience, as do the town- Action Agenda is based on each 3 f ' ce. , `` r-t M:Wa'i T . - ships of Brandon, Groveland, individual community" -,�', ` • .'''',X.: i -- -4,- u_ ---1=-•m-- sfirr ••--.a'.,,rr •... Hadley and Oxford. Since last year, Ortonville - .,. •• � �� ....-.,4 .,.-,.k;.�!�a-.-r..•a-.:-.i Ortonville's vision is to main- has been working diligently to A new walk path is making Kearsley Creek,which runs through downtown Ortonville,an even greater thin that"hometown"feeling in implement HyettPalma's recom- asset. downtown, where people stop, mendations. Some changes and �� shop,and visit each other on the improvements that are already Village Square Kiosk New Post Office so we don't have to research streets of downtown. Ortonville underway include: each decision we make regard- The Village Square is a cor- Downtown's current post ing downtown. This is letting us ner park created as part of the office is being closed and the speed up the enhancement j i k y r process and accomplish more �� , - recent downtown streetscape new post office building is under 'i u • improvements. construction. A resident survey than we would have otherwise." \ 1 = Y Ortonville's Downtown Vil- lage k, \ ,-1 V ,ti , ;.,-,t This is an attractive and conducted as a part of the Action y lage Center contains a handful s'. +' \ 1 "` inviting asset, whose appeal Agenda, revealed that 26 per- of retail businesses that encour- ' t j was being diminished by the cent of those surveyed said the �!a -, A' appearance of a kiosk located in age pedestrians to browse,win- pp post office was their main rea- �4 7" t 00 dow shop and impulse shop. n' ,�; +� �i t, , . the square. son for coming to downtown. ty \! - These include a hardware store, a ; „-,r, - The kiosk became a haven The new post office will be locat- jewelry store, a feed and seed a � � . for flyers, signs and other ed in Ortonville's Village Center.__._ ' x, `\,` ! I j, , unsightly information related It is scheduled to open gate sum- store, a carry-out pizza parlor i ' a1 c- ` • • 1+, primarily toprivate businesses. mer/earlyfall of 2000. The Vil- and a pub. In addition, down- town' �3 �-' r �'�° p Y town contains a number of t�x .4 R t' .�, fi kk To rectify this, the village's lage is working to market the draws"—uses that attract peo- ple{` ` 1 1, 71t Department of Public Works old post office buildingto a • �" '° t' 4 _ -s• 1 r. , relocated the kiosk to a park restaurateur. ple to the area. These are pri- marily!; 1 marily governmental and insti- ititk tutional i •`r, within downtown,so kids could tutional in nature and currently 111•-, \ 1�`< $�.Wari,� \\` it*T. r-• climb and play on it. The DDA R- . ,, r�'1 "—�p� — ' _. - , �� funded the purchase of a 6.5 ���library include the municipal offices P�Z�� `• 1' �,,." foot fountain that was placed at building, the post office. the , ��. ��; 49 r � the lciosk's former location,cre- The current downtown library,the Old Brandon Town- s�'bZ7 + + libraryis beingrelocated out- shipHall Building and the „� EST-1991 " ' ! ,. t .`- ating a new and highly villa - g ��� � '. a It hill , rive focal point for the village side of,but near the Village Cen- Masonic lodge. Ortonville's Vil- jIN i ' ;'yl;f (� center. ter. The Village has approached lage Center also includes sever- , \ °;: �E ".lY ., Brandon Township about the al attractions that bring people i �, 1 �' possibility of locating the town- to the area,such as the Old Mill, rt3�5w� �. V F :. Signs ships recreation department the farmers market,and special 1 - ' '- . .a� 1:.,I ��'Ig, 1>- ,IiA and teen center in the old events. ' t. • '+ .t 4 4. The DDA is working on cre- library building. Brandon town- After conducting a compre- z _ 1----- -`^ l�i`• "" a t'1«'z'• , '/k'; ating a coordinated sign system ship officials have expressed hensive market analysis, ' I ' - I i ,i ry b iE . lit '{ .. that welcomes motorists to interest in this possibility. HyettPalma determined a busi- r =; r?a ii j ! ` 'i' k�f2'•" Ortonville and directs them to The combination of the Vil- ness development focus for , ' , , .t 'i Ortonville's "Historic Village lage Square Fountain,new wel- Ortonville. Because govern- �i \is - Center." come signs,walking path along ment and institutional uses - i �o, _ I , The intention is to create Kearsley Creek,new Post Office, comprise a large portion of the 4"„ �•'/ - signs that are attractive and and the library have created a Village,there are limited oppor- I "'"/ ` ,.. ? . 'j that reinforce the area's image renewed sense of pride for tunities to bring businesses to 1 yr �' t �. as a historic Village Center. downtown Ortonville. With the Village Center that will TI �'" 40 f a, these enhancements, virtually make it more vibrant — i.e., Lk,:_ .-u r ° Kearsley Creek all buildings downtown are fully businesses that attract cus- ./ ,, -• '`.. occupied. Pete Auger explains tomers who will come to the Vil- +� e � � „ m that by "using America Down- loge Center,walk from one busi- y,��'�' '' ,° The Village is moving ahead /,ram• • s'c r '' �, with plans to create a walking town,we got the information we ness to another, and impulse +4 • , # needed to make decisions and to shop. Therefore, it becomes of y1 .- - f a <m� °< { path along Kearsley Creek—a know that we're on track. With the utmostimportance to fill °,."°.b' ;° w. >„ • beautiful waterway that rims our Downtown Action Agenda, downtown with: Ortonville's Village Center contains successful businesses, through the Downtown Village HyettPalma gave us a wealth of entrepreneurial owners and a hometown atmoso here. Center. P P information in a single package, See page 11,col. I Nation'stities Weekly May 29, 2000 11 O ville1 frompage 10 • Businesses that are business owners have proven businesses. This means that, as other "impulse shopping" future. Ti gether,the village and magnets and destinations that that the Village Center has a while each of these businesses businesses are recruited to the the private sector are using our shoppers choose to frequent; strong market and is a good has established a solid, repeat Village Center, the Merchants Downtown Action Agenda to •. Businesses that are place to do business. And, customer base, they do not Roundtable members should reach that brighter future."is compatible in nature and can Ortonville's Village Center can appear to be sharing customers personally invite the new owners share customers so that pedes- only become a more successful at this time,to any appreciable to participate in their discussion Details: For more informa- trians come to the Village Cen- and vibrant commercial area by degree. sessions and activities. tion on the America Down- ter and patronize multiple busi- increasing the number of entre- HyettPalma recommends According to Village President town—New Thinking.New Life. nesses on a given trip;and preneurial owners doing busi- that these business owners form Bess, "Excitement is high for program, please contact Kim • Businesses that are ness there. a Merchants Roundtable that downtown Ortonville. With the Spotswood at(202)626-3188 or owned and operated by entre- Although downtown's suc- meets on a regular basis. The new post office opening,the work spotswood@nlc.org. preneurial owners. cessful retail businesses are all purpose of the roundtable would of the DDA, and discussions This is the first in an occa- An .entrepreneurial owner owned and operated by entre- be for business owners to underway with Brandon Town- sional series on America Down- operates every one of the Village preneurial owners, there explore ways that they can ship regarding the reuse of our town New Thinking,New Life, Center% successful retail busi- appears to be little crossover share customers and leverage old library building, we're very a technical assistance program nesses. These entrepreneurial among the customers of these their marketing resources.And, optimistic about our downtown's of NLC and HyettPalma,Inc CLASSIFIEDS AND PROFESSIONAL DIRECTORY TOR City of Billings.Resp.for leading a Orleans,La.The City Engineer is respon- and serves and Department Director of qualifications,plus outstanding benefits Classified Rates multi-jurisdictional Planning Dept.,which sible for direction and supervision of the the City Manager's Office supervising including relocation expenses,City pro- includes Billings and the rural areas of. .Engineering Division: 18 employees, personnel involved in Public Information, vided vehicle,health,dental and life inser- Yellowstone County.The Planning Direc- $40M in capital projects,$12M operating Graphics and Printing, Neighborhood ance,generous leave,pension,deferred Rates $ �per line three inner for serves as the Exec.Director of a Met- budget Works under the general direo Resource Coordination, Project Imple- comp.&much more.Deadline:Applica lions(no copy changes),the fourth inner- ropolitan Planning Organization(MPO). lion of the Public Works Director and mentation, Wellness, Mediation and lion must be received by the City of The Planning Director is a City Dept serves as back-up to the Director when Administrative Support; manages the Rockville Personnel Dept by dose of lion is free. Insertions may be spread tion is free. months or less Head and reports to the City Administra- needed.Requires BS in Engineering,Civ- Development Review process including business Friday,June 30,2000.For tor,and is member of Exec.Leadership il Engineering preferred,and extensive coordinating associated functions of all position profile and application informs- T : fi : Week before the first inner- Team. The Planning Director works broad-based experience in civil engineer- departments; coordinates, assists and lion call(301)3093273 ODD(301) do closely with the Yellowstone County Com- ing work Registered PE in State of Mis-. participates in a variety of projects and 3093187)or apply in person at 111 missioners and Yellowstone County Plan-Plan- sissippi Starting base salary$55,977 plus programs as required including budgets, Maryland Avenue, Rockville, MD sher reserves the right to ring Board.Skills needed include strong degree and longevity pay,take-home vehi- strategic planning,training,labor negotia- 20850.EOE. reject any advertising deemed unsuitable. planning background,strategic planning, de and excellent benefit package.Mail lions,neighborhood revitalization,code Only open ads will be accepted. consensus bldg.,leadership,must serv., detailed resume and salary history to: enforcement housing, neighborhood COMMUNITY DEVELOPMENT exc.comm.skill%team bldg.,info.sys- City of Biloxi, Human Resources, resources,community services,conuno- BLOCK GRANT/HOUSING COOR- Mail advertising copy to: Classified terns oriented.Ideal card.will have a min. P.O. Box 429, Biloxi, MS 39533. nity policing, policy development, etc. DINATOR The City of Palm Springs is Advertising Sales Manager, Nation's of 7 yrs.of prof.planning exp.,including 5 Fax: (228) 425-6409. Telephone: Requirements:Training and experience =ieady accepting applications.Salary Cities Weekly, 1301 Pennsylvania Ave. yrs.mgmt and supervisory exp.BS/BA (228) 435-6259. Apply immediately. substantially equivalent to graduation $3,563$4,341/Monih.Performs a variety NW.,Washington,D.C. 20004. in planning or related field.Master's pre EOE. from an accredited university or college of professional duties and responsibilities ferred.Salary.$56,879$76,223/yr.Cover with a master's degree in public adminis involved in the implementation and moni- FAX advertising copy to: Nation's DEPUTY CITY MANAGER:The City of nation or co le field and a mini taring of the Community Development letter,resume,ref To City of RilfipgA, mparab Cities Weekly at(202) 6263043,to the HR Dept-, PO Box 1178, Billings, Rockville, Maryland (pop. Approx. mum of seven to ten years experience in Block Grant program(CDBG).Requires attention of Laura Turner. MT 59103.Deadline:6/13/00.Drug 58,000)is seeking a Deputy City Manager a responsible management position responsible experience in the administra- test is required. EOE. with exceptional project management, preferably in local government service in lion of a(CDBG)program;knowledge of E-mail advrr6simg copy to: Week- http://d.billings.mtus. program development and people skills a City Manager's Office, including CDBG program administration;pertinent 1y®[dc org• who is both creative and a team Player responsibility for program management laws, codes and regulations; financial CITY ENGINEER City of Biloxi,Mis- Rockville is located 12 miles northwest of .and preferably supervision of staff.A dui- record keeping/reporting basic budget- Positions sissppi.Pop.53,400.The City of Biloxi is Washington D.C.in the prestigious I.270 vela license valid in the State of Mary- ing and accounting;and contact adminis one of the fastest growing communities in High-Tech/Bio Tech corridor with a rep- land.Residency in the City of Rockville tralion. Application Deadline: Friday, the country located on the Gulf of Mad- utation for being well managed and pro- will be required on or after appointment June 30,2000.Please call our jobline: CITY/COUNTY PLANNING DIREC- co, between Mobile, Ala. and New viding premium services to its residents. Compensation:The salary range$79,098 (760) 323-8290. www.d.pahn- The Deputy reports to the City Manager to$119,523 is negotiable depending on springs.ca.us. THE PAR GROUP luc.il Go�c1,1s Paul A.eme.1Cme.urn, Spr:i,lini II GcdmtetorLawa.dJsatioe S,„Trig a tole n.,l t, The Mercer Group, Inc. j SPECIALISTS IN f.!,viageme�n Consuna n!s t h,ut,Ic .�: LAW ENFORCEMENT Executive Search lie Staff Reaulfinent .+.� Consultants To Management •Hanagement and AND CORRECT Sodas IONS Management/Operations Analysis•FersonneUCompensation Systems •Organization caul Management Studies•Executive Search•Strategic Planning •CommandsPluses Public Safety Studies •Compensation and Classification Studies•Privatization•Utility Studies •S W.Pctio••and Weak a,aed.a,s •Inknasetioe aper!>aP Hartford CHICAGO Los Angeles 55790 Chamblee Dunwoady Rd,Suite 511 535 Cordova Road Suite 234 Atlanta.Georgia 30338 Santa Fe,New Mewco 87501 •rail laaaie aid apaydub.Fartweq 100 N.Waukegan Road,Lake Bluff,IL 60044-1694 (770)551.0103•raX(770)399-9749 (505)466.9500•FAX(505)466-1274 •moeusealry Coombs.AY.madvn TEL(847)234.0005•FAX(847)234.8307 E-Mail:merceremundrpn g.ca. &Mail:merter+amindepro g..wm 1018 Duke Street,Alexandria,VA 22314 ATLAN'rA • FAST LANSING • SANTA FE • WASHINGTON 703.684-5300 Fit:703-739-5533 \••i•lin:;in Ihr.1,11wrru,cnt ul I\a•Ilk:me in the I'ul,li:Setcite sm,c 1972 Wet.senailiors e'mail:iMWerg _.' , v.... . . ...._:— , Finest hhllt'books frolic M US` «` �a",,,.; EXECUTIVE RECRUITMENT t Lid ov . co °, lr_ g 111 � .. . r local litisiness,govt.and a «; _Sa�,p;Ur i �ma`s- +9'i t�v. :wIN community teams&media to SOiVB Serving Governments •-:icons , '` W; s .- , problems for good future.Proven , ,!132QAli61xnlixu4,rud 4tJb4a,r- '�`� t- �]�gets Where Governments Sell Surplus surcz000=, Q ; mtea,er�lid�planning. Property to a Nationwide Audience r (9 i, ' t t� New book-9-success stories: P.O.Box 93504•Des Moines,IA 50393-3504 ' µ, development/Jobs-town renewal- Phone:515 440 1444 o Fax:515-440-1443 - z-' y '. solid waste-education-environment k Sx1 --,r r -relocations/downsizing-water- s. Retail'info@bideov.eom ` 4 . ° :2 14J *., 1 technology-healthcare. Nation's Cities Weekly April 24,2000 7 sistance Program Helps Revitalize . ,_ ...... ... . h Conroe, Texas P in downtown Conroe. We've just apartments." In addition, corn- hired our economic development munity members postured that C Since last year,Conroe,'Ihxas director,who will work on down- government and attorney offices l�� has developed a plan to revital- town,and so we're really moving would be located downtown — ' r!- , ize its downtown that has ahead" but downtown Conroe would 3 r . already found success with an The revitalization of down- also have a diverse mix of pri- .. •,x = town Conroe is moving ahead. vats businesses. Lastly,Conroe '""ur,4- wu `il' 'st~=�. influx of retail outlets, a loan - ,, +� 1 a- r`1 program for new facades, This is evidenced by a broad community members envisioned . 4 A streetscape improvements and array of investments, improve- downtown Conroe to be known ,„. .;••.. �_ 'S _ commitments from the commu- ments, and actions occurring in far and wide as having the fol- ,,,. . . i; k , �, * v it pity to improve public buildings. downtown. The following is a lowing image:"A friendly,clean, : „ b ,C :� '_ partial list of the investments and comfortable downtown with In 1999, downtown Conroe 'i �_ `s ;.�'� experienced difficulty with park- and improvements that are in a diversity of businesses,restau- i i 1 1 4.� ing, traffic flow, physical progress in downtown Conroe: rants and attractions that i -^ , improvements, business reten- • Private improvement pro- appeal to everyone. A model .1 . .. .—. lion and recruitment, and jam: a new Wells Fargo Bank, downtown that was enhanced _ _-$ i mar- keting. As a result, the city new Sonic,the soon-to-open new with quality, long-lasting ;: rat . -s —' council of Conroe, lhxas deter- Walgreen's,a new restaurant,a improvements and that has -"`'""''•" ` �•. mined that an enhancement new café and new boutiques. earned the support of its corn- The Chamber of Commerce in Conroe,Tex,which has a new building,is munity—we did it right in down- actively involved in the city's"America Downtown'revitalization project � town Conroe!" completing plans for the design —businesses which pay taxes to / Together, the city and the Chamber To achieve this vision, of the new amphitheater. support the further enhance- HyettPalma developed a Down- • Farmers markets through- ment of downtown Conroe. are implementing the town Action Agenda for the city out the nation tend to be tremen- All of the above investments, recommendations made throe h of Conroe. Conroe Downtown dous draws and downtown improvements and actions have g Action Agenda 1999 includes anchors. Therefore,the develop- resulted in an overwhelming ii America Downtown. actions recommended to capture ment of a farmers market in feeling of local optimism in Con- Conroe's downtown market downtown Conroe is well worth roe. Local enthusiasm and spir- coder(Doors potentials.The following are just pursuing. The farmers market its are high. Contoe is unques- a few highlights of Conroe should be located, initially, at tionably on its way to becoming Downtown Action Agenda 1999. Courthouse Plaza—operated on a model downtown that was • Public improvement pro- Saturdaymornings.As the mar- enhanced with quality,long-last- dostrategywas needed to revitalize q tywntown Conroe. To develop jects: recent commitments to Retail Market Opportunities ket's vendors and customer base ing improvements and that has nnplement that strategy downtown Conroe made by the grows, the farmers market earned the support of its com- C lo i city council took advan- Chamber of Commerce and the By taking steps to further should be relocated and expand- munity. All sectors of the com- the America Downtown® county government in the form enhance downtown Conroe,and ed to Heritage Park. munity — government, busi- -New Thinking. New Life. of their new buildings. assuming a healthy economy,it • With the relocation of the ness, civic groups, and citizens technical assistance program •Physical improvements:the is conservatively anticipated Downtown Methodist Church,a —agree that"the time is right" offered by the National League city invested approximately that downtown has the potential very viable and valuable core- for the revitalization and of Cities and HyettPalma,Inc. $2,000,000 in new streetscape to support the development of plex of buildings will be avail- enhancement of downtown Con- According to Mayor Carter improvements and the facade approximately 64,000 to 88,000 able for other uses and users. roe.■ Moore of Conroe"....The Chain- loan program,created by the city net square feet of additional Every consideration should be ber[of Commerce)asked the city of Conroe — through which retail space by the year 2007. given to marketing the property Details:For more information to get involved in focusing on loans totaling $450,000 have to a private,tax-paying user— on the America Downtown— downtown's economic needs. To been made to downtown proper- Office Market Opportunities unless another appropriate reli- New Thinking. New Life. pro- do this, the city turned to the ty owners. gious institution acquires the gram, please contact Kim America Downtown program, A series of discussions,focus facilityand operates a church in Spotswood at(202)626-3188 or P and meetingswere held Between 50,000 and 75,000Pe P° since we knew it was based on a groups, s uare feet of additional office a manner similar to the spotswoodC�nlc.org. market analysis. 'Ibgether, the to define the community's pre- •space can be supported in down- Methodist Church. While down- city and the Chamber are imple- ferred vision of downtown Con- town Conroe between now and Conroe is a very attractive This is the first in an occasional meriting the recommendations roe—as it would ideally exist in 2007. This projection is based on location for churches,the core of series on America Downtown New made through America Down- the year 2007. Community both the expected continued the commercial district should Thinking, New Life, a technical town. It's this partnership and members determined that by the enhancement of the area and an be occupied by a greater number assistance program of NLC and commitment that are causing year 2007, downtown Conroe anticipated increase in area of private, for-profit businesses HyettPalma,Inc. millions of dollars to be invested would be a well-rounded down- households. town of retail boutiques,special- ty shops, restaurants, outdoor ' ',4 y,,,,�,� Dolores Palma and Doyle Hyett cafes,entertainment,recreation, Additional Anchors and Focal Points - H)�t the National of Gties and ,k''designed were contributing authors to this "a nice hotel," and "nice loft a that offered on'Slte technical assistance to the dOWrltawi s article A concerted effort should be -•,.....,r', .x. ! s = made to attract additional Or eleven communities mama across me y.Io1 ACCEPM� y ,G `'a• kl� II,,,.r•V'� '`F '`ix 4 ! ` anchors, enhance existing ��REBIRTH OF A �S O�S t me�Was t{r, �S • ti !S 1 anchors, and create additionalintlesin • rshi,w ,,.'� �!' z (i ' ', focal points within downtown Y"'",,.. <, ' '' ,� -.''' '` �* �' ..4 ,M *" '' Conroe. Some possible focal ''�business owners,properly owners and con dams i , t ,.' ,. ""'1.' .^ ,i• .4 i, '", ` points include: ..ways tp rebuild Our nation's DowntownL ��y ••••"� � 1 7•r crry o, co ..;,x, FA ry••i.• •Heritage Park,located adja- �" ]I�b success of N 011df"yeitPo'"' ' . ..--- Z s,+y- ' cent to the former Conroe Police - . ! /#� s , ,yl Ill ' r� ,, •Department's parking lot, ,. ed 0 f 0111 1ehensive technical assistance'program AMBtls , . providesCA' ' 4, ' 'A '�' should be expanded to include P��- ;�` HERITAGE �. ,d, .. oowr�rowr�-��wwlaNc rawthe s ,r - li , l an amphitheater, which would PARK i' 1 result in the creation of a new, � d'�5 rsM-7:OF deC ne 01ld ` l �-`✓ greatly needed downtown focal }help it evolve t0 a bri•ghter future.The program"'brings die F point and green space large �p of the NObOnaI of Cities and the Downtown paGbml league rr, �. ,; enough for gatherings and } � � � „4.F a�.. ,,„ -- events. The design of the . OE r t�' ," ` .vt >� - expanded park should also -' tet,2pt have theAmerKOD iown®fail • ' ` ,„, `.' include public art and a water "' ' �"" '*----"''-" ' feature of significance. Conroe is ' Conroe,Tex.,plans to add an amphitheater to Heritage Park to create a in the process of implementing t,r3 brighter future fort downtowns `_ new focal point with plenty of green space for its downtown. this recommendation and is now = ' x 0 0 . `dII :(II tl y C c� • O . ,`-• , ' to 410, 4 •N :i "Mil A .o o4 s g d C aao. _ F}j I CVi TLJ'� 'VIZyt.., ' ('f�f a tl CC F� C 3 s Ct ! `{ tl t f I •11.1 Sl,ri:.... igi 0 Ci) g .v •wp.Ili is :. tko • C 0 .; 0 I Q a d o . v — n11-4 'It 4 m o ` j OM .4Zai•t..4 Ar% lif 11. i ti . a s>, if U p kill '- .s —i6' ! Atry s pi% ay th 'c CI - �m wsaK�e�., � �'� Y �) Ccis ^d Q Mom, - ti to 1 i ' , 't• a = .E c.)m._ d . , , . 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' i ` +�` t,r.rya .. �:•tT`f `� .- A tic. .: 41 a t g tea _ v 1 r .4 a r ot �= fI 9 � � w_ w N. r e y�� Two N.Central Ave.,Suite'500 Greater Phoe x Phc�eni�,.arizona ti5tlU k ?0U O \1 I C C O L \ C I L 602.256.7700 FAX n02.2-'t,.7744 Paul Nordin Town Manager Town of Fountain Hills PO Box 17958 Fountain Hills Arizona 85269 August 9, 2000 Dear Mr.Nordin, It is my pleasure to provide you with the following information regarding membership in the Greater Phoenix Economic Council. As you know, Greater Phoenix Economic Council is a public-private partnership between Maricopa County,the Cities of Phoenix, Mesa,Glendale, Tempe, Scottsdale, Chandler,Peoria, Avondale, Surprise, Goodyear, El Mirage,Tolleson,the Towns of Gilbert and Buckeye, 150 private-sector investors and the region's higher educational institutions. GPEC's goals are to improve the region's business image, diversify the economic base,build a strong business climate and develop a network of organizations with a common vision and mission. Communities that partner with and through GPEC enjoy a number of opportunities to help them grow and prosper in the Greater Phoenix region. I have enclosed information that highlights the benefits associated with becoming a regional partner. According to GPEC bylaws (copy enclosed)community stakeholders make an annual per capita contribution. In the current fiscal year 2000-2001 the contribution amount set by the communities Economic Development Directors Team is 47.2 cents per capita based upon the MAG population estimate of 1997. For the Town of Fountain Hills the contribution for FY2000-2001 would be $7,681, based upon a population of 16,275. Please do not hesitate to contact myself, or Ann Driggers on 602 256-7700 should you have any questions. incerely, Rick Weddle President and CEO „ . In Ti [tight Direction www.gpec.org GILBERT A R IZON A A COMMUNITY OF EXCELLENCE Town of Gilbert Economic Development 1025 South Gilbert Road Gilbert,Arizona 85296 Phone 602-503-6870 Fax 497-4943 http://www.ci.gilbert.az.us/econdev August 11, 2000 Paul Nordin Town Manager Town of Fountain Hills PO Box 17958 Fountain Hills, AZ 85269 Dear Mr. Nordin, I have heard that you may be interested in joining the Greater Phoenix Economic Council and thought I'd take a few minutes to share the benefits, as I see them, in being a member of such a dynamic organization. Knowing that each community derives different benefits from their membership please allow me to explain the main benefits that we see in Gilbert and how they may relate to your community. Gilbert has been a member since GPEC's inception and I think that one of the most beneficial aspects that any community would enjoy is the strength of the regional alliance. This is a major factor in our attraction efforts and one that pays benefits in many ways. I think one of the other main benefits is the connectivity to the other communities. By that I mean the relationships built with economic development professionals, representatives of development firms, i.e., architects, engineers, and others. This network provides business leads, development expertise, and builds strong professional bonds. On a monthly basis GPEC holds educational sessions that benefit city staffers, elected officials and local business members. These sessions cover everything from the changes in the electric business to bringing in experts to identify national trends in particular industries. They are a very popular benefit with my staff and board members. Depending how active you chose to be, you may get involved with the numerous prospect trips and trade shows that GPEC assembles. These trips are a great way to get exposure for your community on a national and international basis. I hope you'll strongly consider joining the Greater Phoenix Economic Council and being an active member. The benefits I listed are just a start and we have found that our membership is an investment, not a cost. I would be happy to answer any questions you may have about our involvement in GPEC or the benefits that we enjoy. I can be reached at (480) 503-6865. Sincere,Jy, '-tom '� t 1 ` �• __._-�>- Gregory M. Tilque Director of Economic Development L L ___ • _,.._ • - -L Preparing for new challenges.' and opportunities. .. Table of Contents FY2001 GPEC Action Plan ,'„,,, ii,,,.,,,, ;,., „.:.„,,,:.....:.....,::i,„,..,„;-,,.„-,..:,,..",:.,..,..i:',,,,,,...,,.."..t,„•,..i , • . •...,.. ..,..,,,..,,,,..:',i,f,sTi,,,,t,‘::','„)',.‘11,1',•;.'4,,,,,4i t. ,1-',1,!i,.,:„,,,,,,,,,,•,,ii,..,„,,,....•....,,,,."';,.1 T.,,,V.Iieb:riUtailitilliU1441.15'!':li.,0!4.‘i' ';d:ri .,;',..i V'''11:•'.!!''..;i;',1i:,Iir.'::7',;id{it,r,:.!,... !' • , ''''' '''''iii'll!,,''N,....td i4NN,,,..i'. .5,:k ,•1,,N .,.','',I,',,,,'''1,1''.1 ',",i 11 ellidiv 41hagiw.., t VW' li 10''''''L':"..'::,.' :'•',,:.,::r,,,,,:::::12:..:11.::::,.•,,q: ..,.,•,,,,::. ,, - ,.,„,,,,,,,,.:3.1., , ,., „ /„. li, 1 „ 0 ., .,,,,?,. ...,.. ., :.. 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' Budget Summary 4 J-T ....?iffilaL'.1i ' ,,,,,i,'41`fiT))',4'):••;::';'•:)rj;.:!..).),•,,•,,,•.;J•.•,-0,,,r41w.,,• • .• _ 9 14•... -... ... • .., . . oc,Aus .,...1,1,.. -..-. .,....„,,,,.,1,,,,,,4:•,!'4'1,1',,,;!t:,-1?••,(,)0,;49•:4•' • .,;;;; ::,'..:,;i,;;,.,,,1;.. ,..•.,,, ,... -::..D...1,;. 41MOPORIII14.41d„b !tr,.,2,1Ftql!qi:;•,..;F:.'..i,i.:J.:',::;...r.V.:;':;;:.;';.,71,t4'.11d;,,t.d,i r.. :.. ,. .2 , :,.., ,, ,, ,,,,,t 4 ,,,,,,,., , ,,,;, 11 •' ',F.,!''''Fifq, $liN{,•Illti,i411L,Ofr •'V"•• .•,,,' •,'.;.;:•,:. •.,:.•.,:'•,•,,,, - ., .„ ... L GPEC Structure Outline 6 ..:,:,....:,...„:„,„,,,..,0 i,,,,,,,,,i0 :",,",i,,-,::::,..,-,,TsgR,,,,;.:Ji-‘..c.,,,T,„:„;,:„,..•: ,... . .... • ., ,,..„1. ""c,-;.ii,i.:',..'i:;,‘,.'„,,i.:,:,,,,,i,,..„.:::,,,,.:.,:,,,.-...r"''.c;','/1.;:..,;' : ' • • '''' ili 1 k pt Gr :ift, 1,.Lv4""l'ijijiii.;'io'el4.,,' IAElh LT,,,,,,,,,..8v.,.....•...., ,{cjOklt,4,10,,,,,„,....„ , „ ,,„,.,,,.),,. E0',12/ 041,:pliz. ! f x'n, Irt,1 -44,11PVI,' IS H (1114EVv,::•i.:: .•:•-;.,:::::‘,..)!:.;,0,:i4 :. :4).„., :;•/)..i;• ), ,!:,: '': • ' ,r-1, -' - 1, ...,„. ,,,, i'4') .":,:'1`1%'',its 1,'4 1. ' • '?; ' ; • .;,.. ,.''.'•H:r'?'• ' i'• •..::,,,4,;•,.....,;:lit..ir,•,41:st,..1.,,s:X;',•,,,,'; ; ,•,•, • ',-•-,•,,,'1..!••41.4 1,# . .L ; ,.)1,,..,,,,, N.... d,'''L.'"'''"'i l*n..7tPt,'!*,:t:''i''''''4,k.t.''':'''"'I:77''.'"',... —:.:,.,•,.,.,""...-: ,:;' ; • -' ' ' Opportunity Generation Action Plan 8 Business 0i:•:4.,,1, b.f',: m,41,t.'.,PtY,I)N.fA.':.',,'i,,.,,..,I,•,),,,'•..;.....,1;,.•1,I..).•:J•,,•:..::t.:..'y...•f..I.,r•o•::1•„%•,,,,•,..,:,..n..1,,1.:.;) IflIIi o...r1i.,„.kv,i,„.,.r.,•':,..„.:. :; •,.::.,-.",: •.:,:,-.4;,..1•.:,..,:i);:i:1,6:..,.:„,:.r,?4T,I,,.„4o),., , .,..',,,5;,.,.::.".:,..)..,''-„,.:.•,;i, li,,:',i1'„.,:;Vrr,,,ig,:;',;'.1,',)i;?,1,',•.,44,•,,,%'1:,.14''';:.1,•.:.).'.!'.4,,V..':,'i'''11,s1,. . . ,„ ... Competitive Position Action Plan 10 ,.,,,,,,,,,I,,4,, ,I,.i•••,,,ii,:;:j,;,j+.1!1),,,j,„',,,i!:,•:ly,..,. .,..;..'.,' ;:,i :::...:',H.1,, •.'..,,I.•;:.',, '... ...•::: ',.i,ill.1/2i+,r../.,,•4 i. 1 '''S,,',' rli,40.,,,,,ii,f,i ',11:+.,),;. ' 1-Dacriiiiiril'istertigiotokiAAtic)ri,,Iritan;,,..,,,,:..,,':.7..i;,',;'.• . -, • • : ::'.;...i ii/ ',It'. ' ;.,:;;f",..„4., .1.1,cc,-,;.F;:f,,..•:, ,(‘: f .w..7,,,,m,••r,v-li• . , 1. 1,' : '. '" . ',',''•':,::':'":;j.'''', :;: ',,'.. : , . '•'.41,i',14',i' ''':il,'7,;''t;IN',',.,,•:,,f,''',.2.,(;.(,' •'.1, Y'••,-1,'",' '•:..;,,;;:,..!•.:: ?";••.1'.•''i,''f I O''",,, '..'••''',.,...1.•" ,".:.."';"•t,''. ';',„( I-' ,,.,,....,,,,),1 I',1 ;; •,4. .; „ Appendixes to the cti Plan in .e . - ,' 1::';..,,,\.': 1:1'..i;1;;i'iLi.!:1'11''''.:-'4,11.):::' ::'-::. '.1'7:.::"''::-:::: .'::::::::`,.:''' -'''.''X':;'':'''.'''....'' . -. '''':':7';:;''''' 1.;`,':: `,i:ti';',1,::*4:1;.','.'• ‹..f.'t.:'!'.').-;''': -.' ti''':'reitOr '.1Crihi, ' '.'re ' -....:..•,:::1,.--;,.;:,..: ' ,:::•-f...,'',:, )) ' ' ' "':-‘,,M!0'..).:.44;".-Ti.:1 ' .14,:b.:)',:•::::'.'' ' . .,:::',7 ject mar' Prcte ' '%:112'11.!,: •• . !' '!•!1 i. .• ' ' i!••!1/4,,t,! !4'!",' .• ,'•!, ;':4 4•,,,••,„ , .,,•:.• .1 fr • • ' , . ::,:, - , .11..,10.,)1 . ,'.,... . . , L 1 7! • L GPEC is vision led and mission driven... GPEC Program Overview As the New Economy continues to change and shape the way businesses, industries, governments and individuals work and succeed,the Greater Phoenix Economic Council re- evaluated the structure and direction of the organization. While GPEC remains focused on attracting quality locates to the Greater Phoenix area,the organization is also preparing for the new challenges and opportunities that may arise from this changing economic environment. Regional Vision Greater Phoenix will become widely recognized as a successful region and a leader for economic opportunities and sustained improvement in quality employment, per capita income and tax base. Mission Greater Phoenix Economic Councll's mission is to leverage region-wide public-private resources to generate high-quality investments and jobs by attracting and growing globally competitive high value added firms. Goals The Greater Phoenix Economic Council is guided and strategically focused by two specific long-range goals: • Marketing the region to generate targeted opportunities; • Connect public and private allies and leverage resources to capture opportunities and improve competitiveness. Organizational Priorities Within the context of operational strategy, GPEC will address current challenges and capitalize on opportunities by: 1. Concentrating marketing and business development resources and efforts on high-Impact strategies and tactics with lower costs 2. Focusing the Strategic Policy Committee agenda on critical issues that represent major barriers to the GPEC mission; 3. Expanding efforts to educate regional/state leaders about the value and importance of regional economic development; and 4. Working to fully engage community, regional and state leaders in the GPEC programs and activities. L 2 Positioning an I r e paring for a global economy... B c preparing J Challenges and Opportunities As GPEC pursues the vision, mission and goals for the region and the organization,various challenges and opportunities will be presented. Challenges: 1. Understanding and capitalizing on global changes in site selection; 2. Understanding Greater Phoenix's competitive advantage and marketplace position; 3. Remaining focused on core mission and keeping a "mission critical emphasis"; 4. Maintaining role clarity relative to other regional initiatives; 5. Balancing regional efforts with community concerns over"equity of results' 6. Maintaining support and funding for regional economic development during times of sustained success and prosperity; and, 7. Delivering acceptable return on investment to private-sector investors and public- sector stakeholders. Opportunities: 1. Provide a basis for understanding state and local competitiveness issues and needs; 2. Streamline economic development processes in cooperation with other regional and community partners; 3. Play an increasingly important and value-added role bringing showcase corporate locations to Greater Phoenix; 4. Provide a long-range focus for regional and community economic development strategies; 5. Become a voice for the appropriate economic growth strategies with current growth management concerns; and, 6. Expand organizational role as key regional public-private leadership link. 3 I ' I L Developing a rational financial support structure... Budget Summary Year Two of the Four Year Funding Plan as approved by GPEC's Executive Committee, Board of Directors and Finance Committee in FY2000: ▪ Expense Budget: 4% growth in base program expenditure, New Economy initiatives over and above base program • Revenue Budget: A matching 4% increase in Mission A revenue, maintaining a 50:50 public/private sector balance in Mission A revenue. • City Funding Allocation moves to 1997 census at 47,2 cents per capita (FY2000 was a 48.5 cents per capita, based off of the 1995 census) • County Funding Allocation support to be restored to four-year funding plan and maintained at previous share of overall public sector revenue. • Leadership fundraising supports New Economy initiatives. • Cash: Continued increase in cash reserves to approximately three months operating expenses. 50:50 Public/Private Balance CornmunLt'es ,,, 33% Private 50% •., • rya N� �r� L 4 All work is a project! GPEC Structure Outline GPEC's new structure is vision led and mission driven. All work is organized into a project with team organized by specific goal areas within the organization. Rationale for the new structure: • Responsiveness to market dynamics • Flexibility in responding to communities and businesses • Coordination across functional lines • Increased effectiveness and efficiency • Collaborative/partnering work environment New GPEC Business Design: • Matrix organizational structure with staff organized in skill/development units. • Basic core capabilities: skill sets, work standards and proficiencies • Work and performance metrics organized around High Performance Teams • Teams correspond to goal areas. Expectations of these New Changes: • Increased accountability for both skill development and performance metrics • Flexibility to modify the program without constant revisions to the business design • Enhanced output at reduced cost • Improved leadership engagement around high-level strategy and work that really matters 6 ---. Organized by capabilities, performing by goals.. . GPEC Organizational Structure Overview Development Units Staff Organized Performance Teams by Core Work Organized by Goals Capabilities President Opportunity Business Competitive Resource and CEO Generation Development Position Network Rick Weddle Paul Ringer° Steve Vier ic° Paul Ringer° Ann Driggerg° Marketing and Communications Paul Ringer' Karl Gentles Kate McConnell Krissy Miskovsky Naaman Nickell Sales and Development Steve Vierck' Stacy Brickley Bonnie Klinge Garrott Newland Brad Smidt P ROJ ECTS Amy Willard Research and Information Systems Paul Ringer' Ben Cooper Maury Rice Finance and Administration Ann Driggers' Carla Butler Becky Kjer Jenni Monteath Tracy McCaleb Mary Shedd Richard Stern °Team Leacbrs *Deveaornerd Lint Leaders 7 . , • Creating pathways to a better future... Opportunity Generation Action Plan GPEC Goal: Marketing the region to generate targeted opportunities Opportunity Generation Purpose Statement: Plan and implement marketing and communications activities that will generate targeted opportunities. Opportunity Generation Goals: FY2001 Key Areas of Focus • Quality opportunities — prospective locates, prospective investors and stakeholder economic opportunities • Branding the Greater Phoenix region and Greater Phoenix Economic Council Opportunity Generation Plan: • Integrate all marketing platforms so that it is cohesive/seamless in: • Internal regional branding strategy • External regional branding strategy • Message delivery • Influence and build strategies • Research and identify opportunities: •Competitive research and other ED content • Market intelligence • Stakeholder preference/needs surveys • Opinion research and message testing • Technology network Opportunity Generation Performance Measures: 1. Number of qualified prospects generated 2. Percent of qualified prospects in targeted dusters 3. ROI on editorial marketing and PO expenditures 4. Reach of editorial placements/exposures 5. Percent of placements/exposures in target clusters 6. Investor and stakeholder satisfaction levels 7. Impact Model Estimates 8. Opinion Surveys: Writers and GPEC 100 L 8 Location, location, location... 1 Business Development Action Plan GPEC Goal: Connect public and private allies and leverage resources to capture opportunities and improve competitiveness. Business Development Purpose Statement: Leverage the full GPEC network to capture quality economic opportunities. Business Development Goals: FY2001 Key Areas of Focus • Capture quality economic opportunities within the region emphasizing targeted clusters. • Provide equal access to opportunities for communities and private sector investors. Business Development Plan: • Deliver high value and excellent service in a timely manner. • Leverage network resources to effectively meet client needs. • Convert high quality prospects. Business Development Performance Measures: 1. Capital investment, number of Jobs, payroll and average salary 2. Prospect visits to communities. 3. Locate and non-locate satisfaction surveys. 4. Stakeholder satisfaction survey with corporate locates. 5. Investor utilization. 9 _._ . - J kire Building a globally competitive platform. .. Competitive Position Action Plan GPEC Goal: To become globally competitive in the New Economy Competitiveness Purpose Statement: Organize and focus GPEC efforts/resources to improve the competitive position of the region. Competitiveness Goals: FY2001 Key Areas of Focus ▪ Develop a pro-active public policy plan to improve the regional business climate. • Connect public and private allies to understand and support/implement New Economy Task Force recommendations. -Improve clusters/foundations -Expansion of target clusters Competitiveness Plan: • Utilize the Policy Development Team and the Strategic Policy Committee to identify, develop and advocate a pro-active agenda. ▪ Provide resources to actively participate and staff the Arizona Partnership for the New Economy. ■ Educate stakeholders about New Economy tenets, issues and opportunities Competitiveness Performance Measures: 1. Ability to develop a collaborative pro-active agenda through work with the Strategic Policy Committee and the Policy Development Team 2. Our ability to gain support for the New Economy recommendations through GPEC Public Events, including: GPEC Leadership Retreat, Economic Summit,Annual Dinner, etc. 3. Satisfaction measure from the GPEC Executive Committee and Strategic Policy Committee on the development and implementation of a policy agenda and evaluation of policy education 4. Collaboration with local organizations on New Economy education 5. Support the Arizona Partnership for the New Economy task force and recommendations. L 10 Shariny visions and making connections... Resource Network Action Plan GPEC Goal: Leveraging and providing resources and connecting public and private allies Resource Network Purpose Statement: Maximize the value (ROI) added/delivered to the stakeholder network. Resource Network Goals: FY2001 Key Areas of Focus • Effectively manage and enhance human, fiscal and organizational/leadership resources • Strengthen network of public and private stakeholders • Improve the quality of stakeholder engagement in GPEC program Resource Network Plan: • Maintain fiscal integrity • Implement new organizational structure and project management system • Develop and implement matching human resources and compensation and skill based plan. • Launch the "greaterphoenix.net"internet website Resource Network Performance Measures: 1. Cash Reserve target 2. Fund Balance/Net Assets 3. Audit 4. Resource acquisition 5. Stakeholder network satisfaction measure 6. Executive Committee satisfaction measure with budget management 7. Employee satisfaction I L 11 FROM : URBAN LAND INSTITUTE PHONE NO. : 1 410 626 7148 AUG. 15 2000 02: 14FY `' Ll-the Urban Land Institute u 1025 Thomas Jefferson Street NW Suite 500 West Washington.D.C. 20007-5201 t u: Pax: j%A -,�/ . lam/ Prom: Irene Johns Re: New ULI book on city parks just published ! Since you ordered Urlrcur /uric cord Oven ,Suucc in the past, we thought you might be interested in 111;1's latest book, inside City Park. This new book examines giou►tdbteakiHg data on city parks to determine what works and what doesn't in the nation's 25 largest metropolitan areas. You will learn how your city park systems compare to others, and get the first data ever published on funding, operations, and the size of parkland and recreation services. Written by environmental author, Peter I larnik, the book highlights innovative programs and trends, and explores. how parks are affected by the many public and private forces at work in the urban core. Highlights: • Analyzes which city park systems are successful, which arc not, and why. • Compares parks on 18 performance indicators such as per capita spending, percent of city devoted to parks, and amount of park space per 1,000 residents. t Ilrsrrihrs Ihr mntif Innnvaliyr nrngrams and nrn ising Innis surh its nnhlirlprivdII' purinuti.;hipt., btu«'►Iliulel eottvutr;ion�, g►aurt«;iy uotwollcl,, :uad motto. • Examines the influence of other public agencies. • Provides insight into the importance of management and mayoral leadership. ▪ CAVOr4 7S 1112 Oily 11111'h' sy91r1'114 nnf1 Mi11I1f it' 111i'.111 11y' 11f111111f1I1C111 ili'd1411y Atlanta; Baltimore: Boston; Chicago; Cincinnati; Cleveland; Dallas; Denver; Detroit; Houston; Indianapolis; Kansas City; Los Angeles; Miami; Minneapolis; New York: Philmrdr lnhin' Phrrniv Pitlshnrgh: Pnrrland: .San Tlinjn: .San Frrtnrikrn: Smile': St I nibs.: Tampa. liLI Order#112/$30.95 ULI Members/$40.95 List '1'o order, call 800-32I-501 I, or complete the information below and fax to 1-800-248-4585. More details can he found at the ULl Bookstore at www.uli.org. Credit Card hi Exp Date Sivaturc Item # 112 Quantity PAPEROVERLOAD Fellow Councilmembers: After returning from a two-week vacation the first of July I was amazed at the stack of reports, memos, etc. that awaited me. As I sifted through my pile I realized that some of the information that was being provided to me was really not necessary, needed or wanted. I also thought about the waste of resources, both personnel and supply wise, and asked to have this as a retreat item to see if you agree. I have saved up, and will bring along, those items that I think we might take a look at, but here is a brief overview for you to think on. 1 . Budget and Activity Report—20 pages plus binder Do you really need to know where we are budget wise the 1st of every month? My comment- Paul &Julie -Yes; Us - No. Suggestion.' Julie does a terrific-job in her opening memo for the report with an overview. A quarterly summary along those lines would be sufficient. 2. Marshall's Report— 5 pages Do we really need to know how many loose dogs there were or that someone was going 52 mph in a 30mph zone every month? My comment- I am more interested in the big picture, trends or increases in crime that are developing, which we should be aware of Suggestion.'Memo from Steve in T.1.P. when warranted, otherwise update and yearly/monthly comparison every 4 months. 3. Sherriff's Report — 13 pages Do we really need to know about every car break-in? See comment for Marshall's Report. Suggestion.'Same as Marshall's 4. Court Monthly Report — 1 page Comment -short but would be more meaningful with a comparison to other months and to last year. Suggestion.' Bi-yearly report. 5. Cox Report- 2 pages What exactly is "total plant milage"? Comment- not at all user friendly. Suggestion.'More user friendly and bi yearly with a comparison to last year Thats it, I felt all the other info was timely and beneficial. See you Tues, Leesa �3=° Fountain Hills Law Enforcement �oQ Memo To: The Honorable Mayor and Council From: Steve Gendler, Public Safety Director Through: Paul Nordin, Manager Date: 08/28/00 Subject: Council Retreat Briefing Paper — Police Department Issue Executive Summary: ■ The purpose of this memorandum is to comply with a request from Council members Wyman and Fraverd for a briefing paper addressing significant points to consider regarding a local police department for Fountain Hills. ■ The current law enforcement system costs $2.44 million with 60%($1.47 million)for contract services and 40%($969,500)for town services. • Under the current system, contract services represent 19 law enforcement positions while the town has authorized 18 law enforcement positions and 7 civilian positions. ■ A full service police department, consisting of 39 law enforcement positions and 8 civilians would cost $2.37 million. Historical Perspective: The Council has studied the law enforcement issue during retreats in August 1994; September 1995; and, September 1996 as well as study sessions in April 1996;November 1996;February 1997;and March 1997. In April 1997,the Council formed a subcommittee that redrafted the contract and established a Public Safety Director to oversee law enforcement services. The resulting contract took effect July 1, 1997 and expired June 30, 2000. In FY2000-2001, the county has agreed to simply extend the provisions through a letter of agreement rather than drafting another contract. Contracting vs Police Department - Costs: • Operating Costs: In FY 00-01, the yearly operating cost under the contract model is$2.44 million. The cost of a full service police department is $2.37 million. tray ■ Resources: Total law enforcement resources under the contract model are 37 police positions and 7 civilians. The Police Department would field 39 certified officers and 8 civilians. • Service costs:under the current system,the cost for one 24-hour contract"beat"is$492,166.Under a full service police department,the cost is $395,000 • Start-up Costs: In FY 00-01, start-up costs are estimated at $431,300 for capital purchases (such as vehicles); $24,000 for supplies(such as uniforms); and $40,000 for recruitment and selection. Contracting vs. Police Department - Economic Issues • Liability:Under the contract model,liability from the actions of contract officers remains with the county. In a local Police Department, the town would be liable for the actions of all officers. According to an analysis prepared by Wally Hudson on February 17,2000,the additional liability coverage in converting from the current system to a police department would be an additional $80,000 for the officers and vehicles along with $18,240 for workman's compensation. • Economy of Scale:Under the contract model, all MCSO resources are available to the town, as needed, at no additional cost. This includes specialized services such as bomb squads, SWAT teams,helicopters, and dogs.A local Police Department would not be able to maintain those specialized services or have the ability to transfer out employees incompatible with the community. However,through mutual aid agreements as well as provisions of ARS 11-441 and ARS 41-1711, all of these services would still be available,at no cost,from neighboring cities,the county sheriff,and the state DPS. State and County taxes paid by Fountain Hills residents go toward appropriations to the DPS and Sheriff's Office which help maintain these services. • Alternate Funding Sources: Under the contract model, the community is not eligible for certain grants from the Criminal Justice Enhancement Fund (CJEF Grants) or the State Crime Commission (Byrne Grants). In addition, other funds such as RICO money does not come to the community. Under a full service local police department, Fountain Hills would be eligible for a wider range of these resources. While there is no guarantee regarding outside funding,past experience indicates that the department has received $1,346,805 in state and federal grants over the past 8 years and currently has $89,171 in state and federal grants pending. Contracting vs Police Department - Intangibles • Community Policing: Out of the 22 full time employees currently in the Marshals Department, 14 are residents of the community. Out of the 19 full time employees provided under the contract,only 1 resides in the community. During the 8 years we have had one Marshal,there have been 6 MCSO commanders rotated through Fountain Hills. In a local police department, officers who are residents are not subject to transfer out of the community, have a greater stake in the town where they live, work, shop, and have children in school, are more familiar with fellow citizens who are their friends and neighbors, and provide the community with additional police protection during off duty time through their presence. ■ Local Control: Officers provided under the contract, are, by necessity, subject to policies and priorities (lb,. which are set outside the community to be applicable and consistent countywide. Under a local Police Department, law enforcement would be "customized" for the community. This is most evident in the area of"quality of life"issues,such as local ordinance enforcement,which are closely related to community policing. ■ Career Enhancement: A full service, local, law enforcement agency would provide greater and more diverse opportunities for existing employees as well as making our agency more attractive to qualified applicants in today's highly competitive job market. Transition Plan: In the event of a Council decision to proceed with a Fountain Hills Police Department, implementation is envisioned as a gradual, orderly process that would not be completed for almost two years. This would provide a means of amortizing the startup costs over two fiscal years and allow adequate time to address the various components of a full service police department.These components include issues relating to facilities,equipment, supplies,inventory,records,reporting systems,policies,procedures,budgets,grants, evidence systems, traffic, patrol, investigations, crime prevention and dispatching. A particularly critical element of the transition plan pertains to personnel where the issues revolve around recruitment, selection, and training. In working with the Sheriffs Office on an implementation plan,the proposed transition would involve having each newly hired police officer replace a deputy from the contract upon completion of training. As envisioned, police officers would be hired in groups of five,which is the equivalent of a"beat'.As these officers became available in the field, the MCSO contact would be reduced by one beat. Conclusion: The town currently allocates $2.44 million for a law enforcement system consisting of one half municipal resources and one half contract services. A full service police department could field the same, or slightly more resources for$2.37 million.While there are advantages of scale and liability with the contract system, there are advantages in terms of community policing and local control under a police department. If the Council decided on a full service police department, Implementation is envisioned as a two-year process. All resource material relating to this briefing paper is attached as appendices. Respectfully Submitted, Steve Gendler Public Safety Director Senior Services of Fountain Hills 16957 Kiwanis Dr. Fountain Hills, AZ 85268 L August 31, 2000 Town Council of Fountain Hills: This is a most appropriate time to thank the Town of Fountain Hills for the ongoing support of our facility and programs. Encouragement by Town Officials, combined with involvement by generous benefactors,volunteers and participants, has helped the Senior Activity Center evolve into the "heart"of services for older adults in our community. Less than two years ago, we opened our doors to serve the needs of seniors over age 55 years— an estimated 30 percent of Fountain Hills population. In a short time,we have evolved into a vital resource—a unique home base—for this populace. Month over month,we doubled the number of services and activities that we offered and the number of participants served. As we moved through the past year, it has been readily apparent that we are filling critical human needs. Our limited staff, bolstered by volunteers, help a middle-aged daughter find activity outlets for a live-alone father, provide grief support to those newly widowed, deliver meals to homebound residents, and lead energetic activities like aerobics, line dancing, strength training and bocce ball. We continue to fulfill our promise of providing needed services in the most humane,friendly, and cost-effective ways. We collaborate with the Town's Park& Recreation Department and aid the Community Center. The challenges we face are a byproduct of the success we have experienced in helping senior residents who might otherwise be underserved. Without a doubt, the population growth and demands for more activities and services is causing an almost immediate need for on-site expansion. In the short term,this could be accomplished for minimal investment. In the long term,we see a need for a multigenerational facility that will make a difference in the lives of youth and older citizens. I hope that the attached population projection and facility usage analysis plus an October activity calendar will lay a solid foundation for understanding the complexity of the tasks ahead. Sincerely, /5771=jt John S. O'Flynn President Attachments L Estimated Town of Fountain Hills Population YEAR 2000 2005 2010 TOTAL POPULATION 20,600 26,300 32,000 AGE 55+ AS 30% OF Total 6,180 7,890 9,600 - Estimates were assembled from data obtained from: ABC Demographic Consultants Fountain Hills Town Management Arizona State Data Center Fountain Hills Town Planning Chapparal City Water Dana Saar Fountain Hills Chamber of Commerce Salt River Project Fountain Hills Sanitary District - Estimates will be reviewed after the year 2000 census data are available. Senior Services Number of Participants in Activities/Services Jan. Feb. Mar. Apr. May June July Aug. Sept. Oct. Nov. Dec. 1998 400 313 336 1999 374 489 533 449 320 380 307 189 626 727 1001 736 2000 1135 1258 1252 941 583 599 388 570 - In less than two years, the number of participants more than doubled. - The Senior Center is the only facility in town staffed and dedicated to providing on-going social services and activities for senior citizens. - Approximately 70% of funding come from grants, contributions, gifts and fees; 30%from the town. - Senior Services collaborates actively with Park& Recreation Dept. and Community Center on programs. Senior Services Number of Different Activities and Services Offered Jan. Feb. Mar. Apr. May June July Aug. Sept. Oct. Nov. Dec. 1998 6 6 7 1999 6 9 10 8 10 13 11 7 14 15 21 17 2000 20 23 23 21 14 15 13 15 - In less than two years the number of different activities and services has more than doubled. - Facility space, limited to an activity room, small anteroom and office, is being used to a maximum. - Space limitations mean that services normally provided at Senior Centers, EG: medical, legal, social security, tax, gerontological and support groups, cannot be offered. - An on-site building addition of approximately 1000 sq. ft. would cost-effectively increase number of rooms and accommodate needed services/activities. • h CO: i 1 .-1 I N, I.d I:' N C0 !C�, I Osto. 0 8 ti I ' 1 Ni �N INI IN, 0 i O N Ili 0\0 U i. W P1OnN C V Cl. I... 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'� Lo� � B •ao� � '•c9ao, Qp� O EpgE = ya.�tCyn� � a a. ��' ya N = � a3 O c E aa c c c '� o � � c E c o it o. c�' cgo0 am' Uo o. r�' > Vo Jar� cgo 0. = Uo EEEEE EEEE EEEEE EEEE EEEEE OggoBg Isg § § Llg Law Offices Of William E. Farrell, P.L.L.C. Tel(480)837-5750 William E.Farrell Building A Fax(480)837-5805 16838 E.Palisades Blvd. Fountain Hills,AZ 85268 MEMORANDUM TO: Mayor and Council Town Manager Town Clerk FROM: William E. Farre Town Attorney DATE: September 5, 2000 RE: Council Retreat Agenda Item 7 Website/Media Guidelines (isiv Several members of the Council have asked me to prepare some written material that can be used for discussion and/or a possible future Council policy on private Council websites, as well as the Town's website. As you are all aware, Councilmember John Kavanagh has initiated a website known as fountainhillsinfo.com. A copy of a portion of the first page of the website is attached to this memo. It is exceedingly difficult and legally challenging to try and formulate any type of a policy regarding a totally private website. I have had a conversation with Councilmember Kavanagh regarding his website, and it is my understanding that at this point in time absolutely all the costs of assembling and operating the website are being borne by the Councilman and that no Town resources are being used to support the website. If this is a correct statement,then the Town and the Town Council have a very limited, or almost non-existent role, in the actions that Councilmember Kavanagh chooses to take in regard to material and opinions he expresses and makes available on the website. It is also not the position of the Town Attorney to provide legal advice to the Mayor and Council, or to any employee of the Town, on matters that are totally private. Just as I should not give you advice on how to fill out your nominating forms for office or your financial disclosure forms, I should not be providing advice to you on what you can or cannot do on a website. L Memorandum Re: Council Retreat/Agenda Item 7 Website/Media Guidelines September 5, 2000 Page 2 I can, however, and it is the duty of this office, enforce the laws of the Town and the State if those laws are broken by any citizen whether or not they are a member of the Council. You are not exempt from speeding tickets and you are not exempt from open meeting law violations. A website could be defined in layman's terms as an electronic address. It is a combination of letters and/or numbers that can be entered on a computer by anyone having access to the Internet. These letters and/or numbers will cause your computer to be able to bring into view material presented at a particular electronic address - in this case the fountainhillsinfo.com. The first concern I would have is in an area that I will label deception. This occurs when a reader of the material at anyone's website is led to believe that there is some authenticity to the material that is contained on the website. Stated another way, would a reader say I can trust or believe that the information on this website is "official" information? Just as it is against the law for us to buy a badge at a novelty shop and then attempt to say to someone that we are a police officer, it is also against the law to indicate electronically that this is an official Town of Fountain Hills website. (iw Another example of what could be perceived as questionable would be a portion of the website which says that you can contact a Town official or department to ask a question, make a comment,or voice a complaint. I have attached that portion of the website to this memo. Although at first blush,this is a very nice service to people who do not know where the Town's website is,it could also be a place where citizens think that they have made a public record request or an official complaint,when in reality there is no guaranty that the material entered at this website will,in fact, be forwarded to the proper Town department or official. The third area of concern that I have is the page on the website labeled Council Minutes, a copy is also attached, that would seem to indicate that an official copy of the minutes of previous Council meetings can be obtained from this website. Although I have absolutely no reason to believe that the copies of the minutes available on the website are not accurate,they are not official in that they do not contain a certification by the Town Clerk. There could also be some confusion to a citizen on the note that appears on this page as to minutes not being available for a two to four week period. There is a current aspect of the referendum law that says referendum time limits on a zoning matters start to run when the ordinance or the minutes are available,whichever first occurs. A citizen might think that there is a two to four week delay in obtaining the minutes,when in reality they could be obtained at Town Hall in certain situations sooner. Memorandum Re: Council Retreat/Agenda Item 7 Website/Media Guidelines September 5, 2000 Page 3 The fourth area of my concern is a heading entitled "Council Votes" (a copy of which is attached). Although each of the representations of the vote appears to be accurate, the column headed "issue" does not reflect the actual agenda item, as it appeared on the agenda, but rather contains the author's characterization of what the vote was. Again, however, it is not the position of the Town Attorney to provide legal advice to an individual who wishes to run a website. That individual bears the risk of violating the law each time he or she chooses to post material to a website. Council people in particular carry some additional burdens. For example,if material posted to a website contained information obtained in an executive session that is confidential in nature, the council person runs an opportunity of violating the open meeting law. A councilmember also runs the risk of violating the open meeting law by communicating electronically to other councilmembers their intention regarding voting on forthcoming matters. Finally,a councilmember takes a risk of violating the election laws by endorsing or opposing candidates or ballot issues without registering as a political action committee. (kw I have attempted to contact several other municipal attorneys to determine if anyone has developed a policy regarding websites. It is my initial impression that most,if not all,the cities and towns would not adopt a policy that regulates the behavior of a council person outside of their office as councilmember. I do not believe a policy, even if adopted unanimous, can contain any penalty provisions for the violation of the policy and, therefore, might in and of itself be a useless task. I will continue to research this area and, as you are all aware, the city attorneys will be holding a meeting in conjunction with other bodies at the annual League conference. I will be forwarding this material to the League of Arizona Cities and Towns and asking that they place this item on our agenda for discussion at the League Conference and will report the results of that discussion to you all. Respectfully submitted, William E. Farrell Town Attorney WEF:pf fountainhillsinfo.com Page 1 of 2 (ilkw fountainhillsinfo . com The Information Website of Town Councilman John Kavanagh - t lrt I - _ No public funds are used to support this site. Volume 1 Number 1 (This site views best using MS Internet Explorer.) September 2000 `- 1 This Month's Column About That Unjustified and Poorly Timed --� Sales Tax Increase by Councilman John Kavanagh Councilman Kavanagh On August 3rd, the Town Council passed a resolution to raise the Contact town sales tax by 33 1/3 0/0 -- from 1.2% to 1.6%. The sales tax Councilman increase was passed at the worst time with little regard or Kavanagh consideration for our other needs and the impact it will have on the business community and other residents. About Councilman The sales tax increase now gives Fountain Hills the dubious Kavanagh distinction of levying the highest sales tax in the area. Mayor Morgan and Council members McNeill, Hutcheson, Fraverd, and Ralphe voted for the tax increase. Councilman Wyman and myself opposed the resolution. The increase is to primarily fund McDowell Mountain Contact a preservation. It will be used to issue up to $10,000,000 of additional Town Officia) and non-voter approved bonds to buy McDowell Mountain preserve to Ask a land. This additional $10,000,000 brings the total amount of money Question available to buy McDowell land to about $21,000,000 - a far cry from or Make a the $6,000,000 the voters approved just 21/2 years ago. Complaint Continue Monthly Contest Information on Current Town Council Issues Minutes How Well Do You Know Fountain Hills? McDowell Mountain Members' Votes _ Preservation How Observant Are You? (Please be patient while the photos load) Links to C)thPr — — ' file://A:\fhi-1.htm 8/28/2000 Contact Town Page 1 of 2 Contact Town Home Monthly Column Council Votes X 1 Links . Contact Kavanagh ontact Webmaster: About Kavanagh Contact Town Contest X Use This Page to Contact a Town Official or Department (Ask a Question, Make a Comment, Voice a Complaint.) Your Name I Your Email Address I Town Official or Department to Contact I- Your Question, Comment, or Complaint file://A:\Contact Town.htm 8/28/2000 Council Minutes Page 1 of 2 Council Minutes Home Monthly Column Council Votes 3 Council Minutes n„ !Contact Kavanagh ;contact Webmaster About Kavanagh ❑ Contest ❑ Note: There is about a 2 - 4 week delay in the posting of minutes because this site only posts approved minutes. Minutes become approved when the council reads them and votes to approve them at the subsequent meeting. Thus, the short delay. 2000 August 1 (Joint Session with Parks and Recreation Commission) July 6 kw June 20 (Budget) June 19 (Special and Executive Session) June 19 (Budget) June 15 (Special and Executive Session) June 13 (Special and Executive Session) June 6 (Special and Executive Session) June 1 (Regular and Executive Session) May 24 (Special Session) May 18 (Special Session) May 4 May._1 (Special Session) (1.• Apr il 20 (Regular and Executive Session) file://A:\Council Minutes.htm 8/28/2000 Council Votes Page 1 of 2 Council Votes Home Monthly Column L Council Votes I Council Minutes Links ' Contact Kavanagh Contact Webmaster. 1 About Kavanagh ! Contact Town Contest Current Issues Date Issue Kavanagh Morgan Hutcheson Wyman Ralphe Fraverd McNeill Increase the town sales 8/00 tax by 33% NO YES YES NO YES YES YES from 1.2% to 1.6%. For details, click here. Raise the salary of the 7/00 mayor and NO YES YES YES YES YES YES town council members by 33%. Amend the law so that churches could apply to the town for 7/00 permission to YES YES YES YES YES NO YES place columbaria (religious monuments) on their church property. Commence additional condemnation proceedings to acquire the price of 7/00 additional land for YES YES YES ABSENT YES YES YES McDowell Mountain Preservation with no obligation to purchase the land. Vote to require AT&T to build a cell phone tower in a concealed artificial 7/00 saguaro cactus instead YES YES YES YES YES NO YES of erecting a high visible tower inside the Van's Storage facility near Shea Blvd. file://A:\Council Votes.htm 8/28/2000