HomeMy WebLinkAbout2019.0917.TCRM.Packet
NOTICE OF MEETING
REGULAR MEETING
FOUNTAIN HILLS TOWN COUNCIL
Mayor Ginny Dickey
Vice Mayor Sherry Leckrone
Councilmember Dennis Brown
Councilmember Alan Magazine
Councilmember Mike Scharnow
Councilmember David Spelich
Councilmember Art Tolis
TIME:5:30 P.M. – REGULAR MEETING
WHEN:TUESDAY, SEPTEMBER 17, 2019
WHERE:FOUNTAIN HILLS COUNCIL CHAMBERS
16705 E. AVENUE OF THE FOUNTAINS, FOUNTAIN HILLS, AZ
Councilmembers of the Town of Fountain Hills will attend either in person or by telephone conference call; a quorum of the
Town’s various Commission, Committee or Board members may be in attendance at the Council meeting.
Notice is hereby given that pursuant to A.R.S. §1-602.A.9, subject to certain specified statutory exceptions, parents have a
right to consent before the State or any of its political subdivisions make a video or audio recording of a minor child. Meetings
of the Town Council are audio and/or video recorded and, as a result, proceedings in which children are present may be
subject to such recording. Parents, in order to exercise their rights may either file written consent with the Town Clerk to such
recording, or take personal action to ensure that their child or children are not present when a recording may be made. If a
child is present at the time a recording is made, the Town will assume that the rights afforded parents pursuant to A.R.S.
§1-602.A.9 have been waived.
REQUEST TO COMMENT
The public is welcome to participate in Council meetings.
TO SPEAK TO AN AGENDA ITEM , please complete a Request to Comment card, located in the back of
the Council Chambers, and hand it to the Town Clerk prior to discussion of that item, if possible.
Include the agenda item on which you wish to comment. Speakers will be allowed three contiguous
minutes to address the Council. Verbal comments should be directed through the Presiding Officer and
not to individual Councilmembers.
TO COMMENT ON AN AGENDA ITEM IN WRITING ONLY, please complete a Request to Comment card,
indicating it is a written comment, and check the box on whether you are FOR or AGAINST and agenda
item, and hand it to the Town Clerk prior to discussion, if possible.
NOTICE OF OPTION TO RECESS INTO EXECUTIVE SESSION
Pursuant to A.R.S. §38-431.02, notice is hereby given to the members of the Town Council, and to the general public, that at
this meeting, the Town Council may vote to go into executive session, which will not be open to the public, for legal advice and
discussion with the Town's attorneys for legal advice on any item listed on the following agenda, pursuant to A.R.S.
§38-431.03(A)(3).
1.CALL TO ORDER AND PLEDGE OF ALLEGIANCE – Mayor Ginny Dickey
2.INVOCATION OR MOMENT OF SILENCE - Deacon Phil LoCascio, FHIA Ascension Catholic
3.ROLL CALL – Mayor Dickey
4.REPORTS BY MAYOR, COUNCILMEMBERS AND TOWN MANAGER
A.PROCLAMATION - September 17 through 23, 2019, as Constitution Week
5.SCHEDULED PUBLIC APPEARANCES/PRESENTATIONS
A.PRESENTATION - Update on Census 2020
6.CALL TO THE PUBLIC
Pursuant to A.R.S. §38-431.01(H), public comment is permitted (not required) on matters NOT listed on the
agenda. Any such comment (i) must be within the jurisdiction of the Council, and (ii) is subject to reasonable
time, place, and manner restrictions. The Council will not discuss or take legal action on matters raised during
Call to the Public unless the matters are properly noticed for discussion and legal action. At the conclusion of
the Call to the Public, individual councilmembers may (i) respond to criticism, (ii) ask staff to review a matter,
or (iii) ask that the matter be placed on a future Council agenda.
7.CONSENT AGENDA ITEMS
All items listed on the Consent Agenda are considered to be routine, noncontroversial matters and will be
enacted by one motion of the Council. All motions and subsequent approvals of consent items will include all
recommended staff stipulations unless otherwise stated. There will be no separate discussion of these items
unless a councilmember or member of the public so requests. If a councilmember or member of the public
wishes to discuss an item on the Consent Agenda, he/she may request so prior to the motion to accept the
Consent Agenda or with notification to the Town Manager or Mayor prior to the date of the meeting for
which the item was scheduled. The items will be removed from the Consent Agenda and considered in its
normal sequence on the agenda.
A.CONSIDERATION OF approval of the minutes of the Special Meeting of June 18, 2019; and the
Regular Meeting of September 3, 2019.
B.CONSIDERATION OF approving two Special Event Liquor Licenses submitted by Saundra
Town Council Regular Meeting of September 17, 2019 2 of 4
B.CONSIDERATION OF approving two Special Event Liquor Licenses submitted by Saundra
McGee, representing the Fountain Hills Theater located at 11445 N. Saguaro Boulevard,
Fountain Hills, AZ to be held on November 7 and November 17, 2019 from 3:00 pm-12:00 am.
C.CONSIDERATION OF approving a Special Event Liquor License Application for the Veterans of
Foreign Wars Post 7507 Foundation (Ronald Smith) to be held in conjunction with the
Fountain Hills Fair, being held on the Avenue of the Fountains, from 9:00 AM to 7:00 PM,
November 8 – 10, 2019.
D.CONSIDERATION OF approving a Special Event Liquor License Application for the Veterans of
Foreign Wars Post 7507 Foundation (Steven Gonnella) to be held in conjunction with the
Fountain Hills Fair, being held on the Avenue of the Fountains, from 9:00 AM to 7:00 PM,
November 8 – 10, 2019.
8.REGULAR AGENDA
A.CONSIDERATION OF adopting Resolution 2019-47 approving an Intergovernmental
Agreement with the Fort McDowell Yavapai Nation relating to Proposition 202 funding.
B.CONSIDERATION OF approving the Cooperative Purchasing Agreement 2020-003 with
Climatec, LLC for Fire Safety Inspections, Monitoring and Security Cameras in an amount not
to exceed $100,000.
C.CONSIDERATION OF the Sculpture titled, "Fountain of Light" for display on the western end
of the Avenue of the Fountains in front of Town Hall.
D.PUBLIC HEARING AND CONSIDERATION OF draft changes to Land Use Analysis and
Infrastructure Implementation Plan.
E.RECEIVE A PRESENTATION AND PROVIDE COMMENTS on the first portion of the draft
Fountain Hills General Plan 2020.
F.CONSIDERATION OF Adopting Resolution 2019-51 approving a minor reorganization involving
the transfer of the Tourism function to Economic Development and Volunteer Program
function to the Community Services Department.
G.CONSIDERATION OF adopting Resolution 2019-44 authorizing data sharing, collaboration and
exploration of East Valley regional solutions to homelessness.
H.CONSIDERATION AND POSSIBLE DIRECTION to staff regarding the requirements for providing
hillside protection easements, the abandonment of existing easements, and the fee for
easement abandonments.
9.COUNCIL REQUEST FOR INFORMATION FROM TOWN MANAGER
Town Council Regular Meeting of September 17, 2019 3 of 4
Town Council Regular Meeting of September 17, 2019 4 of 4
9. COUNCIL REQUEST FOR INFORMATION FROM TOWN MANAGER
The Council may (1) request the Town Manager to follow-up on matters presented at
that meeting, and/or(2) a consensus of the Council may request the Town Manager
to research a matter and report back to the Council.
10. ADJOURNMENT
CERTIFICATE OF POSTING OF NOTICE
The undersigned hereby certifies that a copy of the foregoing notice was duly posted in accordance with the statement filed
by the Town Council with the Town Clerk.
Dated this '/ day of.. ,L, ,2019.
i 1 .-r . 1
Elizabeth A. -rk , MMC,Town Cle
The Town of Fountain Hills endeavors to make all public meetings accessible to persons with disabilities.Please call 480-816-5199(voice)or
1-800-367-8939(TDD)48 hours prior to the meeting to request a reasonable accommodation to participate in the meeting or to obtain
agenda information in large print format.Supporting documentation and staff reports furnished the Council with this agenda are available for
review in the Clerk's Office.
ITEM 4. A.
TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Date: 09/17/2019
Meeting Type: Town Council Regular Meeting
Agenda Type: Reports Submitting Department: Administration
Prepared by: Angela Padgett-Espiritu, Executive Assistant to Manager, Mayor/Council
Staff Contact Information: Angela Padgett-Espiritu, Executive Assistant to Manager,
Mayor/Council
REPORTS (Agenda Language): PROCLAMATION - September 17 through 23, 2019, as
Constitution Week
Staff Summary (Background)
Mayor Dickey will be proclaiming September 17 through 23, 2019, as Constitution Week.
Attachments
Proclamation
Form Review
Inbox Reviewed By Date
Finance Director David Pock 09/05/2019 09:29 AM
Town Attorney Aaron D. Arnson 09/05/2019 01:15 PM
Town Manager Grady E. Miller 09/05/2019 04:02 PM
Form Started By: Angela Padgett-Espiritu Started On: 09/05/2019 09:02 AM
Final Approval Date: 09/05/2019
ITEM 7. A.
TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Date: 09/17/2019
Meeting Type: Town Council Regular Meeting
Agenda Type: Consent Submitting Department: Administration
Prepared by: Elizabeth A. Burke, Town Clerk
Staff Contact Information: Grady E. Miller, Town Manager
Request to Town Council Regular Meeting (Agenda Language): CONSIDERATION OF approval
of the minutes of the Special Meeting of June 18, 2019; and the Regular Meeting of September
3, 2019.
Staff Summary (Background)
The intent of approving previous meeting minutes is to ensure an accurate account of the discussion
and action that took place at the meeting for archival purposes. Approved minutes are placed on the
Town's website and maintained as permanent records in compliance with state law.
Related Ordinance, Policy or Guiding Principle
N/A
Risk Analysis
N/A
Recommendation(s) by Board(s) or Commission(s)
N/A
Staff Recommendation(s)
Staff recommends approving the minutes of the June 18, 2019, Special Meeting and the September 3,
2019, Regular Meeting.
SUGGESTED MOTION
MOVE to approve the minutes of the June 18, 2019, Special Meeting and the September 3, 2019,
Regular Meeting.
Attachments
2019.0618.TCSMES.Minutes
2019.0903.TCRM.Minutes
Form Review
Inbox Reviewed By Date
Town Manager Grady E. Miller 09/05/2019 03:59 PM
Form Started By: Elizabeth A. Burke Started On: 09/05/2019 10:32 AM
Final Approval Date: 09/05/2019
TOWN OF FOUNTAIN HILLS
MINUTES OF THE SPECIAL MEETING OF THE
FOUNTAIN HILLS TOWN COUNCIL
JUNE 18, 2019
1. CALL TO ORDER – Mayor Ginny Dickey
Mayor Dickey called the Special Meeting of June 18, 2019, to order at 4:22 p.m.
2. ROLL CALL – Mayor Ginny Dickey
COUNCILMEMBERS PRESENT: Mayor Ginny Dickey; Vice Mayor Sherry Leckrone;
Councilmembers Mike Scharnow, Art Tolis, Dennis Brown, Alan Magazine, and David
Spelich.
COUNCILMEMBERS ABSENT: None.
STAFF PRESENT: Town Manager Grady E. Miller, Town Attorney Aaron D. Arnson, Finance
Director David Pock, Economic Development Director James Smith, Public Works Director
Justin Weldy, and Town Clerk Elizabeth A. Burke.
3. VOTE TO GO INTO EXECUTIVE SESSION
Councilmember Magazine MOVED to recess into Executive Session; SECONDED by
Councilmember Spelich; passed unanimously. The Fountain Hills Town Council recessed
into Executive Session at 4:22 p.m.
4. EXECUTIVE SESSION:
A. Discussion or consultation for legal advice with the attorney or attorneys of the public
body, pursuant to A.R.S. §38-431.03(A)(3).
i. Disposition of Fire Station #2
ii. Public Safety Fee
5. ADJOURNMENT
The Fountain Hills Town Council reconvened into Open Session at 5:25 p.m., at which time
the Special Meeting of June 18, adjourned.
TOWN OF FOUNTAIN HILLS
___________________________________
Ginny Dickey, Mayor
ATTEST AND PREPARED BY:
__________________________________
Elizabeth A. Burke, Town Clerk
TOWN OF FOUNTAIN HILLS
MINUTES OF THE REGULAR MEETING OF THE
FOUNTAIN HILLS TOWN COUNCIL
SEPTEMBER 3, 2019
1. CALL TO ORDER AND PLEDGE OF ALLEGIANCE – Mayor Ginny Dickey
Mayor Dickey called the meeting of September 3, 2019, to order at 5:30 p.m. and
led the Council and audience in the Pledge of Allegiance.
2. INVOCATION – Naomi Lerman with Beth Hagivot Chavurah
Ms. Lerman, representing the Fountain Hills Interfaith Alliance, gave the
invocation.
3. ROLL CALL – Mayor Ginny Dickey
Councilmembers Present: Mayor Ginny Dickey; Vice Mayor Sherry Leckrone;
Councilmembers Mike Scharnow, Art Tolis, Dennis Brown, and David Spelich.
Councilmembers Absent: Councilmember Alan Magazine.
Staff Present: Town Manager Grady E. Miller; Town Attorney Aaron D. Arnson;
and Town Clerk Elizabeth A. Burke.
4. REPORTS BY MAYOR, COUNCILMEMBERS AND TOWN MANAGER
Councilmember Scharnow reported that last week he attended the Valley Metro
meeting. They talked about the fact that Prop 105 had been soundly defeated, and
most were happy about that as it will allow for extensions to continue. They
approved a package over the next five years for replacing express buses with
coaches. It is a $36 million contract that will commute into the valley with 50 seats,
air conditioning, lighting, etc. He said that he was hoping they would get one in
Fountain Hills.
He reported that a few months ago he had reported that they were also updating
the Fountain Hills Transit Plan, with no expense to the Town. He said that the
project has been delayed, but they are hoping to get a draft within the next month
or two.
Councilmember Scharnow reported that he, along with Mayor Dickey, Mr. Miller
and Ms. Burke, attended the Annual Conference of the League of Arizona Cities
and Town in Tucson. He attended five different workshops and enjoyed the
speakers. He said that he found it very informa tive and educational. The best
Fountain Hills Town Council Regular Meeting
Minutes of September 3, 2019 Page 2
workshop talked about preemption by the state legislatures around the country that
are restricting local entities from taking action.
Mayor Dickey added that she has attended a lot of these over the years, and it was
one of the rare times that she had difficulty deciding which session to attend. There
were a lot of good sessions and many were videotaped and are available on the
League’s website. She said that they also had the opportunity to sit down with Salt
River Project and Republic and meet with other cities going through similar things
as Fountain Hills.
She said that the Town’s lobbyist, Jack Lunsford, was there on other issues. She
is hoping that next year they will be able to have more Councilmembers from
Fountain Hills attend as it is always amazing what they learn.
Mayor Dickey reported that they met with the CEO of the Greater Phoenix
Economic Council to discuss the annual priorities for both the Town and GPEC
itself.
She also noted that a retirement party had been held for Heather Ware, the Town’s
volunteer coordinator. She thanked her for her service and wished her luck with
her new grandson.
Mayor Dickey reported on the resolutions passed at the conference. They
included: property tax and salvage property evaluation; allowing governing bodies
to use newspapers printed in their county; wastewater fairness act; supporting
legislation for Equal Rights Amendment; adding a new section allowing for
Executive Session to discuss security issues; short-term rentals (more to come out
of that) and the Heritage Fund appropriations.
A. PROCLAMATION - September 2019 as Prostate Cancer Awareness
Month.
Mayor Dickey read the proclamation proclaiming September 2019 as
Prostate Cancer Awareness Month. She thanked Kara for sharing her
father’s story.
Kara was not present for the reading, but she and her family arrived during
5-A below, and once 5-A was completed Mayor Dickey presented the
proclamation to them.
5. SCHEDULED PUBLIC APPEARANCES/PRESENTATIONS
A. PRESENTATION by Captain Larry Kratzer, MCSO, with monthly update.
Captain Kratzer said that there have been some questions raised lately
about crime statistics so this month’s report would focus on that. He
Fountain Hills Town Council Regular Meeting
Minutes of September 3, 2019 Page 3
provided a PowerPoint presentation, Exhibit A attached hereto and made a
part hereof.
Mayor Dickey thanked Captain Kratzer for his report. She said that she has
really seen an increase in the MCSO presence over the last month
addressing speeding. She said that she appreciates the forthright way that
MCSO has responded to requests for information and questions.
6. CALL TO THE PUBLIC
Pursuant to A.R.S. §38-431.01(H), public comment is permitted (not required) on
matters NOT listed on the agenda. Any such comment (i) must be within the
jurisdiction of the Council, and (ii) is subject to reasonable time, place, and
manner restrictions. The Council will not discuss or take legal action on matters
raised during Call to the Public unless the matters are properly noticed for
discussion and legal action. At the conclusion of the Call to the Public, individual
councilmembers may (i) respond to criticism, (ii) ask staff to review a matter, or
(iii) ask that the matter be placed on a future Council agenda.
Harris Deitch, Fountain Hills resident, addressed the Council regarding concerns
with mass shootings and security measures needed. He also noted that he was
running for U.S. House of Representatives.
Pam Aguilu, Fountain Hills resident, said that September is National Recovery
Month and they share the message that people can live and have fun while being
sober. She thanked Rural Metro and the members of the Fire Department for
saving her life.
7. CONSENT AGENDA ITEMS
All items listed on the Consent Agenda are considered to be routine,
noncontroversial matters and will be enacted by one motion of the Council. All
motions and subsequent approvals of consent items will include all recommended
staff stipulations unless otherwise stated. There will be no separate discussion of
these items unless a councilmember or member of the public so requests. If a
councilmember or member of the public wishes to discuss an item on the Consent
Agenda, he/she may request so prior to the motion to accept the Consent Agenda
or with notification to the Town Manager or Mayor prior to the date of the meeting
for which the item was scheduled. The items will be removed from the Consent
Agenda and considered in its normal sequence on the agenda.
A. CONSIDERATION OF approval of the minutes of the Special Meeting of
August 13, 2019, and the Special Meeting (in lieu of regular meeting) of
August 13, 2019.
Fountain Hills Town Council Regular Meeting
Minutes of September 3, 2019 Page 4
B. CONSIDERATION OF approving a Special Event Liquor License
Application for Fountain Events, Inc. (Christine Colley) for the Oktoberfest
Event being held in Fountain Park, from 5:00 PM to 10:00 PM, Friday,
September 27 through Saturday, September 28, 2019.
C. CONSIDERATION OF adopting changes to the Town Code through
adoption of Resolution 2019-45 (repealing Resolution Nos. 2016-04,
Building Safety Board of Appeals; 2014-28, Community Services Advisory
Commission; 2019-22, McDowell Mountain Preservation Commission;
2016-01, Sister Cities Advisory Commission; and 2009-09, Strategic
Planning Advisory Commission); and Ordinance 19-15 (amending the
Town Code, Chapter 2, Mayor and Council, by removing Article 2-7,
Planning and Zoning Commission , and Article 2-8, Board of Adjustment;
and adding a new Chapter 2A, Boards and Commissions, thereto).
D. CONSIDERATION OF adopting Resolution 2019-46 - A resolution of the
Mayor and Town Council of Fountain Hills, Maricopa County, Arizona,
approving the Town of Fountain Hills, Arizona Town Council Rules of
Procedure, Amended and Restated September 3, 2019.
Councilmember Tolis requested that Item 7-E be removed from the Consent
Agenda. Councilmember Scharnow MOVED to approve Consent Agenda Items
7-A through 7-D; SECONDED by Councilmember Brown; passed unanimously.
E. CONSIDERATION OF approving a lease agreement with the Sunset
Kiwanis for the building located at 16957 Kiwanis Drive for a period of 10
years.
Mr. Miller reviewed the item, stating that this was a renewal of the lease with
the Sunset Kiwanis for lease of the building. Their initial lease was a 25-
year lease with no obligation to maintain the interior. This is a 10 -year lease
with them to pay for water and electricity and to maintain the interior of the
building. The exterior and HVAC would still be covered by the Town.
Councilmember Tolis asked how the Kawanis Club was the only one to
have this type of a deal with the Town. He said that Councilmember Spelich
has brought up many times the costs of events and the fact that the
Chamber of Commerce does not pay.
Councilmember Tolis said that he is not opposed to this, but it is also
important to recognize all of the service organizations in Town. He did not
see the park used very often and did not seem to be well maintained. He
said that there is another civic organization looking to put in bocce courts
the Fountain Park, and questioned if they could use this property.
Fountain Hills Town Council Regular Meeting
Minutes of September 3, 2019 Page 5
Councilmember Spelich said that he appreciated this being brought up, but
he did not think it was the same thing, comparing the profit made by the
Chamber and what the Kiwanis Club does. He does not see the correlation
between the two.
Further discussion was held by some on Council believing that all of the
service organizations should have some benefit and perhaps others could
use the building as well. Councilmember Tolis said that he was not saying
they should not allow this, but rather that there should be an over all
conversation held on the issue.
Mr. Miller said, from his perspective, that there has been a movement over
the years to find cost avoidance with Town properties . He sees this as that
movement as well to have the lessee covering more of the operationa l
costs. In his mind, if they could not get rid of the building, this was the next
best thing.
Councilmember Scharnow said that he is with the Noon Kiwanis and they
store their trailer and other equipment at this building. The new lease is
putting a lot more of the burden on the Sunset Kiwanis. He said that since
it is a Town-owned property the Community Services Department can use
it for programming and classes.
Councilmember Tolis asked if the park at the property was accessible to the
public. Mr. Miller said that it was not a private park; there is nothing that
prevents anyone from using the park.
Councilmember Spelich asked when there would be a discussion about the
fees in general. He did not see the correlation between this property and
the Chamber, and he said that Councilmember Tolis should not be voting
on Chamber issues since he was once on their Board.
Councilmember Tolis MOVED to approve the lease; SECONDED by
Councilmember Scharnow; passed unanimously.
8. REGULAR AGENDA
A. CONSIDERATION OF appointments to the Strategic Planning Advisory
Commission.
Mayor Dickey MOVED to reappoint Gerry Friedel and John McHugh and
appoint Chad Bernick to the Strategic Planning advisory Commission, with
terms expiring in April 2022; SECONDED by Councilmember Scharnow;
passed unanimously.
Fountain Hills Town Council Regular Meeting
Minutes of September 3, 2019 Page 6
B. CONSIDERATION OF appointments to the Planning and Zoning
Commission.
Mayor Dickey MOVED to appoint Clayton Corey and reappoint Susan
Dempster to the Planning and Zoning Commission, with terms to expire
April 2022; and appoint Dan Kovacevic to the Planning and Zoning
Commission, with his term starting October 2019 (at the expiration of
Commissioner Jones’ term) and expiring April 2022; SECONDED by Vice
Mayor Leckrone; passed unanimously.
C. CONSIDERATION OF appointments to the Sister Cities Advisory
Commission.
Mayor Dickey MOVED to reappoint Enrique Melendez and appoint Nicholas
Stumpf to the Sister Cities Advisory Commission, with terms expiring
October 2022; SECONDED by Councilmember Scharnow; passed
unanimously.
D. CONSIDERATION OF approving the purchase of one (1) Toro Workman
HDX Utility Cart; one (1) Toro Sand Pro 3040; and three (3) Toro Workman
GTX Utility Carts.
Public Works Director Justin Weldy reviewed this request, noting that it is in
compliance with the Vehicle Replacement Policy adopted some time back.
He thanked Director Goodwin and her staff for doing the additional research
to find reasonbly-priced vehicles that were better suited for their needs.
Councilmember Scharnow MOVED to approve the purchase; SECONDED
by Councilmember Brown; passed unanimously.
E. CONSIDERATION OF approving the purchase of a 2018 Caterpillar
415F2 Industrial Loader and a 2019 Broce CRT350 Power Broom for the
Streets Division of the Public Works Department.
Mr. Weldy said that over the last several years the Town had numerous
pieces of equipment that was not replaced due to a shortfall of funding. He
said that the Power Broom is not a street sweeper; it is a broom that allows
them to move debris from a roadway, such as large quantities of screws or
glass, or smaller items after a crash. It can also be used for cleaning
sidewalks in Fountain Park. It is a multi-purpose piece of equipment that will
aid staff with clean-up of storm debris.
Councilmember Brown said that he can see the value in the broom. He has
to trust Mr. Weldy’s judgment and question if they really need to broom. He
said that they have not had a monsoon event this year that has required this
type of equipment. He asked if it would not make more sense to lease or
Fountain Hills Town Council Regular Meeting
Minutes of September 3, 2019 Page 7
contract out this type of equipment when it is needed. He said that the Town
does have a little more money in the coffers, but he would feel more
comfortable waiting until they had more in the Vehicle Replacement Fund.
Mr. Weldy said that is a legitimate concern. This year they have not required
it, but in the past they have been challenged as the majority of rental
facilities do not have this type of equipment in their yards to rent out. Also,
the leasing really is not in the best interest of the Town because of the cost.
He said that they have done their research and based on past history of
having barriers that prevent them with getting equipment in a timely manner,
they are recommending their purchase. Councilmember Brown voiced
concern with the amount of time taken to train someone to operate the
equipment and then have them leave and have to start the process over.
Mr. Weldy said that the next item, skip loader, the Town used to have, but
it was aged out. At that time it was decided to not replace it but they have
not been successful in keeping contracts when needed. He said that this
would also be used for the benefit of the parks department.
Councilmember Brown said that the Town has a $130,000 backhoe with the
same bucket. He would like to think that if they cannot take care of it with
the backhoe, that they contract with one of the three or four local contractors
that would appreciate the work. He said that if the Town had the money he
would support it, but he still believed that there are other options available.
Mr. Weldy said that it was duly noted. Mr. Miller said that it appears that it
would be worth having staff explore some of the options and come back at
a later date, if needed.
F. CONSIDERATION OF approving the renewal of the contract with Pierce
Coleman, PLLC, for the provision of Town Attorney services to the Town of
Fountain Hills.
Mr. Miller said that his recommendation was to approve the renewal of the
contract with Pierce Coleman. He said that last year in September the
Council appointed them to be the legal services law firm for the Town.
Mr. Aarnson became the face of the firm and they had an original contract
price of $180,000 at that time.
He said that the renewal price is $234,000 and is still a fixed contract
amount. Councilmember Brown asked if there was not a cap placed on the
contract last year for increases. Mr. Miller said that there was a discussion
about that, but it was not in the contract. A different amount had been
negotiated in the beginning, but it was brought down based on input from
the Council.
Fountain Hills Town Council Regular Meeting
Minutes of September 3, 2019 Page 8
Mr. Arnson said that it is a common price for the municipalities that they
service compared to the amount of work going on. The Town is trending
toward a higher number, but they are in it for the longer term. He did not
expect sizeable increases in the future. He said that Tolleson actually had
a decrease last year in their contract.
Councilmember Tolis said that he thought the firm had done a great job. He
has been through two firms since being appointed. As Mr. Miller indicated,
they saved a substantial amount of money and they are being well
represented. He asked if it was possible to see the detailed billing, realizing
that it is a fixed price. Mr. Arnson said that would be possible.
Vice Mayor Leckrone said that she had the same sentiment; she really
appreciated their services. She said that Mr. Arnson has been very
receptive to questions and suggestions, and she appreciated the depth of
his advice.
Mayor Dickey said that the $400,000 to $500,000 range noted in the staff
report was not a good reflection of what the Town had paid while they had
Gust Rosenfeld and the costs went up $12,000 a month with the interim.
She said that the average contract cost had been $290,000, but that did not
detract from the services of the current firm. She said that she was happy
to have the predictability and professional counsel, and looked forward to
working together in the future.
Councilmember Brown MOVED to approve; SECONDED by Council-
member Tolis; passed unanimously.
9. COUNCIL DISCUSSION/DIRECTION to the TOWN MANAGER
Item(s) listed below are related only to the propriety of (i) placing such item(s) on a
future agenda for action, or (ii) directing staff to conduct further research and report
back to the Council.
None.
10. ADJOURNMENT
Vice Mayor Leckrone MOVED to adjourn the Regular Meeting; SECONDED by
Councilmember Scharnow; passed unanimously.
The Regular Meeting of the Fountain Hills Town Council held September 3, 2019,
adjourned at 6:50 p.m.
Fountain Hills Town Council Regular Meeting
Minutes of September 3, 2019 Page 9
WORK SESSION
Pursuant to the Council's Rules of Procedure, no public comment is taken at work sessions. Work sessions
are held for the purpose of presentations and discussions on such issues that require more in-depth
consideration of the Council.
1. CALL TO ORDER
Mayor Dickey called the Work Session of September 3, 2019, to order at 6:50 p.m.
2. DISCUSSION WITH POSSIBLE DIRECTION TO STAFF regarding the
establishment of pavement condition standards to be used in developing a 10-year
Pavement Management Program.
Mr. Miller said that this Work Session was to provide some history on the Town’s
Pavement Management Program and get some policy direction on what the
Council considers as acceptable pavement conditions.
Mayor Dickey said that this portion of the agenda was for a Work Session and they
would not be taking comments from the public.
Mr. Weldy gave a brief history of the prior pavement management programs and
introduced Zac Thomason, Director of Client Services with IMS (Infrastructure
Management Services). Mr. Thomason then gave a PowerPoint presentation,
Exhibit B attached hereto and made a part hereof, which addressed:
Councilmember Scharnow said that in the staff report, they discussed developing
a ten-year Pavement Management Program, and asked if that would entail another
contract. Mr. Miller said that IMS started assisting the Town in 2017 when the Town
came up with the plan to drop the zones. IMS came up with the triage approach —
to save those they could, and those they could not, would be backlogged. The
Town has been under contract with them and they will be helping develop th e plan
and every time the Town upgrades the streets, they input that data into their
system.
2019 STATE OF THE ROADWAY NETWORK IN FOUNTAIN HILLS
SCALE OF INVESTMENT
WHY DO PAVEMENT MANAGEMENT?
CONCEPT OF PAVEMENT MANAGEMENT…
TOOLS TO RATE THE STREETS – OBJECTIVE SURVEYS
UNDERSTANDING THE PCI
Very Poor (0 – 25) or F
Poor to Marginal (25 – 50) or D
Fair (50 – 60) or C
Good (60 – 70) or B
Fountain Hills Town Council Regular Meeting
Minutes of September 3, 2019 Page 10
Very Good (70 – 85) or A
Excellent (85 – 100) or A+
FOUNTAIN HILLS PCI RESULTS…
FOUNTAIN HILLS RESULTS… 3 Metrics of Health
FOUNTAIN HILLS RESULTS…Functional Class Comparison
TOWN OF FOUNTAIN HILLS METHODOLOGY…
POST REHAB PCI & ANNUAL FUNDING…
POST REHAB BACKLOG & ANNUAL FUNDING…
TOWN OF FOUNTAIN HILLS ANALYSIS FINDINGS…
ESTABLISHING LEVEL OF SERVICE GOALS
NEXT STEPS IN PAVEMENT MANAGEMENT…
QUESTIONS?...
Vice Mayor Leckrone said that she was hearing that they are average right now,
but with the current budgeted funds the numbers will slide downward. She asked
if they had run the numbers to see what would be required to bring them up.
Mr. Thomason said that they can run different models if that is the desire of the
Council. Mr. Miller said that staff will be meeting with the consultants. They do
know that $2 million is not enough to maintain street s, especially when they have
expensive fog seals on Saguaro and parts of Shea. In order to maintain the assets
they will need to look at other funding mechanisms.
Discussion was held on the Town’s average of 63. Councilmember Scharnow said
that with the percentage of streets that are in marginal conditions, it seems that the
average should be lower. Mr. Thomason said that the average is not a clear picture
for Fountain Hills. Paradise Valley has a network average of 71%, but their tail of
backlog is very shallow.
Mr. Thomason said that it also depends on what part of the country they are in. He
said that their clients in South Dakota, Illinois, New Hampshire, etc. have a steeper
rate of deterioration. They have more freeze/thaw cycles which creates more
potholes. Their road conditions can dramatically change in one winter. They do not
have that in the southwest, but they do have oxidation, which is literally the roads
suffering from a sunburn.
Mayor Dickey asked if IMS will look at the potential backlog roads (the 40-50 range)
as some being salvageable and he said yes. Mr. Thomason said that over the ten
year span, some of the roads will be on the cusp for which they will use the triage
approach. If they can address the critical roads, those on the cusp and closer to
the 40 mark, using the triage approach, they will save exponen tially down the road.
Those closer to the 49 mark, they may not be able to address due to limited
funding.
Fountain Hills Town Council Regular Meeting
Minutes of September 3, 2019 Page 11
Mayor Dickey asked if they would get to a point where they could meet an annual
maintenance amount to keep the backlog at bay and he replied absolutely, using
a model with different percentages for backlog control.
Councilmember Brown said that he has been asking for a ten-year plan for a long
time so he truly appreciates the information provided tonight. He did not know that
he would be able to give much direction until they see what the numbers are going
to be.
Mr. Miller said that they will bring back the numbers in December. Mr. Thomason
said that when they run the models, they will run control points showing what
funding is required annually to do maintenance.
Councilmember Tolis said that there are a lot of HOAs in Fountain Hills and many
of them have the maintenance expenses associated with them. In thinking of the
future and asking for bonds, if those communities are already maintain ing their
roads, he thought it would be hard to convince them to vote in f avor. He said that
the same thing happened with the property tax.
Councilmember Tolis said that the downtown district should be topnotch; it should
have the best roads in the community because it is what businesses see. He said
that as they move away from downtown, and then address the arterials, maybe
they will be able to increase the sales tax revenues and generate the economic
vitality.
Mr. Miller said that the downtown streets are scheduled to be done this year.
Mr. Weldy said that staff’s recommendation is to maintain a B level for all arterials,
which they believe is reasonable and attainable. A good percentage of arterials
have most recently been repaved or reconstructed; there is a minimal amount of
backlog.
They are also recommending that collectors be maintained at a C level. He said
that a large percentage of backlog is going to be on minor collectors and local
roads. He said that over the last several years they have focused on saving what
they could and not paying attention to the backlog. They still have collectors and
locals in poor to very poor condition. All of that requires funding.
He said that their recommendation on arterials is B and collectors and residential
at C. Mr. Miller said that does not mean they allow the A’s to drop to B’s; it will be
averaged out to B or better.
Councilmember Brown thanked them for the presentation. He said that he likes the
program and it makes all the sense in the world, but until he sees numbers as to
what it is going to cost, it is hard for him to make a decision.
Fountain Hills Town Council Regular Meeting
Minutes of September 3, 2019 Page 12
Councilmember Scharnow asked if the majority of the work is to save the 30% of
streets that are marginal. Mr. Weldy said that they have a large backlog and that
is subject to change if they were to have a very wet year because they have a lot
of cracking and distress. The majority of that will require a full depth mill and
overlay. They are doing some core samples right now to determine how thick the
base is and how thick the mill is. The majority of them would be brought up to a B
or better.
Councilmember Scharnow said that he understood the philosophy of having the
arterials and collectors higher rating, but sometimes the local streets take a
beating.
Mr. Miller said that they will be modeling the different options and bring the
numbers back in December.
3. ADJOURNMENT
Mayor Dickey MOVED to adjourn; SECONDED by Councilmember Brown; passed
unanimously.
The Work Session of September 3, 2019, adjourned at 7:46 p.m.
TOWN OF FOUNTAIN HILLS
________________________________
Ginny Dickey, Mayor
ATTEST AND PREPARED BY:
___________________________
Elizabeth A. Burke, Town Clerk
CERTIFICATION
I hereby certify that the foregoing minutes are a true and correct copy of the minutes of
the Special Meeting held by the Town Council of Fountain Hills in the Town Hall Council
Chambers on the 3rd day of September, 2019. I further certify that the meeting was duly
called and that a quorum was present.
DATED this 17th day of September, 2019.
________________________________
Elizabeth A. Burke, Town Clerk
Town of Fountain Hills
Town of Fountain Hills
Town of Fountain Hills
Before determining the final UCR classification,
investigation and analysis are required to determine
factual outcomes for each event. Therefore, the
information presented in this report is an estimate only
and should be used cautiously when referenced by any law
enforcement, private, public, or media outlets .
*The 2019 data referenced in this presentation is from CAD ( Computer Aided
Dispatch). This data is current as of July 31th, 2019.
Town of Fountain Hills
Captain
3%
Lieutenant
3%
Sergeant
21%
Detectives
9%Patrol Deputies
58%
Admin Assistant
3%
Deputy Service Aide
3%
DISTRICT 7 STAFFING
STAFFING Total
CAPTAIN 1
LIEUTENANT 1
SERGEANTS 7
DETECTIVES 3
PATROL DEPUTIES 22
ADMIN ASSISTANT 1
VOLUNTEER 1
TOTAL 36
Town of Fountain Hills
4598
5438 5462 5845 6290
3580 4063
7102
9918 9426
0
2000
4000
6000
8000
10000
12000
2014 2015 2016 2017 2018
2014 -2018 Total Call Source Types
(Calls for Service & Officer Initiated Calls )
Unknown CFS OV
Calls for Service: 2018’s
CFS increased 37% since
2014.
Total calls for service in
2019 are estimated at
6664 calls.
Town of Fountain Hills
462 475
559 544
585
510 541
753
595
718
572
667
532
595
3 3 1 1 2 5 6
0
100
200
300
400
500
600
700
800
January February March April May June July
January -July 31, 2019
Total Calls for Service by Month
CFS
OV
Unknown
The total calls for service
from January 1, 2019
through July 31, 2019 total
3676 calls.
This total is currently 58% of
2018’s total calls for service
and 66% of the average of
2014-2018’s total calls for
service.
Town of Fountain Hills
1023
1196
1064
1382 1407
0
200
400
600
800
1000
1200
1400
1600
2014 2015 2016 2017 2018
2014 -2018 Total Reports
Reports
Total reports have
increased 13% since
2013 and are typically
increasing yearly.
Town of Fountain Hills
101
114
129
109
173
135
124
0
20
40
60
80
100
120
140
160
180
200
January February March April May June July
January -July 31, 2019
Total Reports Across Months
Total
The total reports from
January 1, 2019
through July 31, 2019
total 885 reports.
This total is currently
at 63% of 2018’s total
reports and 73% of
the average of 2014-
2018’s total reports.
Town of Fountain Hills
Of the Top Ten Report types in May of
2019, Burglary from Vehicle and Stolen
Vehicle reports were higher in May
than previous years, 2014-2018.
Further analysis showed a crime spree
occurred on May 3, 2019, where seven
Burglary from Vehicle reports and one
Stolen Vehicle report occurred.
Of the remaining six Stolen Vehicle
reports: 3 Reports were recoveries for
other agencies and two were vehicles
left unlocked with the keys in the
vehicle, and the final resulted in arrest.
16 15
12 11 11 10
8 8 7 7
0
2
4
6
8
10
12
14
16
18
Top Ten May Report Types
THEFT
BURGLARY FROM VEHICLE
CRIMINAL DAMAGE
VEHICLE CRASH NO INJURY
FOUND PROPERTY
WARRANT ARREST
SUSPICIOUS ACTIVITY
FRAUD OR CON GAME
STOLEN VEHICLE
BURGLARY
Town of Fountain Hills
For the May 3, 2019 Burglary from
vehicle spree resulting in seven
reports, each of the victim’s vehicle
windows were either rolled down or
no force was observed to make
entry. It is unclear if vehicles were
unlocked or other unknown
methods were used to make entry.
Town of Fountain Hills
The listed charts show
the top 10 calls for
service in 2017, 2018,
and 2019*. The top 10
call types are
consistent across
years. 2019’s* top ten
call types account for
53% of all calls for
service in 2019.
2017 Total 2018 Total 2019 Total
FALSE BURGLAR ALARM 803 WELFARE CHECK 769 WELFARE CHECK 502
WELFARE CHECK 651 FALSE BURGLAR ALARM 742 FALSE BURGLAR ALARM 410
AUDIBLE BURGLAR ALARM 233 AUDIBLE BURGLAR ALARM 275
CITIZEN/MOTORIST
ASSIST 180
VEHICLE CRASH NO INJURY 217 CITIZEN/MOTORIST ASSIST 265 SUSPICIOUS ACTIVITY 131
SUSPICIOUS PERSON 202 ATTEMPT TO LOCATE 209
AUDIBLE BURGLAR
ALARM 130
CITIZEN/MOTORIST ASSIST 195 VEHICLE CRASH NO INJURY 207
VEHICLE CRASH NO
INJURY 129
ANIMAL NOISE PROBLEM 193 CIVIL ACTION 207 SUSPICIOUS PERSON 118
SUSPICIOUS ACTIVITY 186 TRAFFIC HAZARD 195 CIVIL ACTION 114
TRAFFIC HAZARD 172 SUSPICIOUS ACTIVITY 195 TRAFFIC HAZARD 110
ATTEMPT TO LOCATE 163 SUSPICIOUS PERSON 175 FOLLOW UP 107
Town of Fountain Hills
2018 UCR reports are not
yet published by the FBI.
The following information
was gathered from City and
Town public website’s
where their 2018 UCR crime
stats were available in
addition to MCSO’s data
estimates.
Year 2014 2015 2016 2017 2018 2019 Up to July 31*
Population 23,153 23,817 24,482 24,748 24,987 24,987
Burglary 37 37 35 45 56 33
Theft 158 141 144 195 196 139
Auto Theft 9 16 15 7 6 9
Arson 1 0 0 2 2 2
Property Crime Total 205 194 194 249 260 183
Per 1000 Persons 8.9 8.1 7.9 10.1 10.4 7.3
Homicide 0 1 0 0 4 1
Sexual Assault 7 10 6 7 14 4
Robbery 2 3 2 3 3 2
Aggravated Assault 10 4 12 9 12 9
Violent Crime Total 19 18 20 19 33 16
Per 1000 Persons 0.8 0.8 0.8 0.8 1.3 0.6
Town of Fountain Hills
PROPERTY CRIME COMPARISONS
2018 Population Burglary Theft Auto Theft Arson Property Crime
Totals
Property Crime
Per 1000
Persons
BUCKEYE 74,370 172 1112 64 1 1349 18.1
APACHE JUNTION 41,739 123 633 82 5 843 20.2
SCOTTSDALE 242,540 711 4700 272 17 5700 23.5
CHANDLER 259,095 658 4455 317 11 6047 23.3
GILBERT 248,279 414 3696 162 15 4287 17.3
EL MIRAGE 35,670 397 448 88 11 944 26.5
FOUNTAIN HILLS 24,987 56 196 6 2 260 10.4
Town of Fountain Hills
VIOLENT CRIME COMPARISON
2018 Population Homicide Sexual
Assault Robbery Aggravated
Assault
Violent
Crime
Totals
Violent Crime
Per 1000 Persons
BUCKEYE 74,370 2 30 16 78 126 1.7
APACHE JUNTION 41,739 1 75 19 55 150 3.6
SCOTTSDALE 242,540 7 122 87 206 422 1.7
CHANDLER 259,095 4 146 123 333 606 2.3
GILBERT 248,279 2 73 31 126 232 0.9
EL MIRAGE 35,670 1 15 12 49 77 2.2
FOUNTAIN HILLS 24,987 4 14 3 12 33 1.3
2019 State of the Roadway
Network in Fountain Hills
Zac Thomason, M.B.A., Director of Client Services
IMS Infrastructure Management Services
Scale of Investment ...
Early look at the condition score:
Pavement Condition Index (PCI) = 63 (Good)
Back log (Costly Reconstruction) = 5.5% (target ≤12%)
Single largest Town asset valued at
$1.3M/mile or $216.1M total plus
improvements and ROW
(not including the value of land, bridges, sidewalks, etc.)
~24,583 people
~162.6 CL miles of Town owned roadways
3.6M square yards of pavement
Why do Pavement Management?
TimePavement Qualityhas a 15% drop in quality
15% of pavement life
$1 spent now
Costs $8 if delayed
Very Good
Good
Very Poor
Poor
Excellent
Fair
40% of pavement life
has a 40% drop in quality
TimePavement QualityTarget Zone for Pavement Rehabilitation
Pavement Life Cycle Curve
Increased Pavement Life
A pavement management system is a set of tools or methods that assist
decision makers in finding optimum strategies for providing and
maintaining pavements in a serviceable condition over a given time period
Concept of Pavement Management ...
Town
Objectives,
Policies & Budgets
Priorities,
Analysis Techniques
& Reporting
Balanced
Approach
Understanding of
Condition
Tools to Rate the Streets –Objective Surveys …
Condition Focuses On:
Roughness
Wheel Path Rutting
Alligator Cracking
Longitudinal Cracking
Transverse Cracking
Distortions
Bleeding
Weathering/Raveling
Patching & Potholes
Understanding the PCI …Very Poor (0 -25) or F
Base &/or Structural Failures
Rutting
Excessive Cracking Past point of overlay based
rehabilitation.
Rehabs often driven by citizen
complaints.
Safety becomes a concern at very
low PCI.
This image is from the 2018 survey. N. Galatea Drive has since received
rehabilitation.
Understanding the PCI … Poor to Marginal (25 -50) or D
Localized base failures
Rutting at intersections
Extensive cracking
Extensive patching
Tired streets due for a
thicker overlay, possibly a surface removal
and replacement on ACP roads.
High priority to avoid reconstruction
Understanding the PCI … Fair (50 -60) or C
Progressive cracking
Few base failures
Localized distresses
Optimum timing for thin –moderate
overlay.
Many benefits to selecting these
streets: early lower cost –greater
return, less grinding, drainage
Understanding the PCI … Good (60 -70) or B
Few localized distresses
Minimal base failures
If distressed due to loading on
ACP roads, may need thin
overlay, otherwise crack seal and
surface treat (micro/chip
seal/slurry).
Greatest cost benefit:
Thinner strategies
Less crown build-up
Less intrusive rehab
Maintain existing drainage
Understanding the PCI … Very Good (70 -85) or A
Very few distresses
No rutting
No base failures
Crack seal with surface
treatment on asphalt roads.
Maintains existing drainage.
Extends pavement life at lowest
cost
Understanding the PCI … Excellent (85 -100) or A+
Like new condition
Very few minor distresses
Smooth ride, good drainage
Should provide 5 to 10 years
prior to first rehabilitation
with routine maintenance
Fountain Hills PCI Results …
Typical Distribution
Fountain Hills Results …3 metrics of health
Backlog ≈ 5.5%
Target ≤12%
Should be
above 15%
Nationwide Avg. 60 -65
Effective rehab
program required
to minimize
deterioration
Fountain Hills Results … Functional Class Comparison
Minimum
Recommended Targets
Arterials ≥ 70
Collectors ≥ 65
Locals ≥ 60
Town of Fountain Hills Methodology …
1.Funding is not $0, nor is it unlimited
2. Fountain Hills places a value on its roadway network
Arterials –Collectors –Locals
3.Identify annual budget to maintain current PCI & Backlog
4.Examine current funding levels
5.Prevent deterioration in pavement quality
6.ADA compliance not included
7.No cost inflation
8.Pavement management is priority based, not worst-first
Post Rehab PCI & Annual Funding …
Post Rehab Backlog & Annual Funding …
Town of Fountain Hills Analysis Findings …
1. Maintain a minimum PCI at or above 63 with a backlog below 15% for entire roadway
network.
2. The Town’s planned budget of $2M annually will result in a network PCI of 52 and backlog
of 42% over the next 10 years.
3.Use of a full suite of rehabilitation strategies reviewed on an annual basis as labor and
materials can fluctuate.
4.Steady –effective rehabilitation and maintenance on an annual basis saves the Town
money over deferred maintenance.
5.Town should resurvey their streets every few years to update the condition data and
rehab program.
Establishing Level of Service Goals
CPCI = 50 to 60
BPCI = 60 to 70
APCI = 70 to 85
Next Steps in Pavement Management…
Regroup in December to review the recommended pavement management
program based on council’s Level of Service goals:
1. Develop a 10-year rehabilitation plan
Arterials –Collectors –Locals
2.Review the budget models associated with several level of service goals
3.Examine current rehabilitation activity unit rates and deterioration curves
programmed into the pavement management system.
4.Explore additional funding options
Questions? …
ITEM 7. B.
TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Date: 09/17/2019
Meeting Type: Town Council Regular Meeting
Agenda Type: Consent Submitting Department: Community Services
Prepared by: Linda Ayres, Recreation Manager
Staff Contact Information: Rachael Goodwin, Community Services Director
Request to Town Council Regular Meeting (Agenda Language): CONSIDERATION OF approving
two Special Event Liquor Licenses submitted by Saundra McGee, representing the Fountain Hills
Theater located at 11445 N. Saguaro Boulevard, Fountain Hills, AZ to be held on November 7
and November 17, 2019 from 3:00 pm-12:00 am.
Staff Summary (Background)
The purpose of this item is to obtain Council's approval regarding the special event liquor license
application(s) submitted by Saundra McGee representing the Fountain Hills Theater for submission to
the Arizona Department of Liquor. The special event liquor license application was reviewed by staff for
compliance with Town ordinances and staff unanimously recommends approval of this special event
liquor license application as submitted.
Related Ordinance, Policy or Guiding Principle
A.R.S. §4-203.02; 4-244; 4-261 and R19-1-228, R19-1-235, and R19-1-309
Risk Analysis
N/A
Recommendation(s) by Board(s) or Commission(s)
N/A
Staff Recommendation(s)
Staff recommends approval
SUGGESTED MOTION
MOVE to approve
Attachments
Applications
Form Review
Inbox Reviewed By Date
Community Services Director Rachael Goodwin 08/27/2019 10:50 AM
Town Attorney Aaron D. Arnson 08/27/2019 11:06 AM
Town Manager Grady E. Miller 09/05/2019 04:24 PM
Form Started By: Linda Ayres Started On: 08/26/2019 03:43 PM
Final Approval Date: 09/05/2019
ITEM 7. C.
TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Date: 09/17/2019
Meeting Type: Town Council Regular Meeting
Agenda Type: Consent Submitting Department: Community Services
Prepared by: Linda Ayres, Recreation Manager
Staff Contact Information: Rachael Goodwin, Community Services Director
Request to Town Council Regular Meeting (Agenda Language): CONSIDERATION OF approving
a Special Event Liquor License Application for the Veterans of Foreign Wars Post 7507
Foundation (Ronald Smith) to be held in conjunction with the Fountain Hills Fair, being held on
the Avenue of the Fountains, from 9:00 AM to 7:00 PM, November 8 – 10, 2019.
Staff Summary (Background)
The purpose of this item is to obtain Council's approval regarding the special event liquor license
application submitted by Ronald Smith with the Veterans of Foreign Wars Post 7507 Foundation, for
submission to the Arizona Department of Liquor. The special event liquor license application was
reviewed by staff for compliance with Town ordinances and staff unanimously recommends approval of
this special event liquor license application as submitted.
Related Ordinance, Policy or Guiding Principle
A.R.S. §4-203.02; 4-244; 4-261 and R19-1-228, R19-1-235, and R19-1-309
Risk Analysis
N/A
Recommendation(s) by Board(s) or Commission(s)
N/A
Staff Recommendation(s)
Approve
SUGGESTED MOTION
MOVE to approve the Special Event Liquor License
Attachments
Application
Form Review
Inbox Reviewed By Date
Community Services Director Rachael Goodwin 09/05/2019 03:34 PM
Town Attorney Elizabeth A. Burke 09/05/2019 03:36 PM
Town Manager Grady E. Miller 09/05/2019 04:04 PM
Form Started By: Linda Ayres Started On: 09/03/2019 05:22 PM
Final Approval Date: 09/05/2019
ITEM 7. D.
TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Date: 09/17/2019
Meeting Type: Town Council Regular Meeting
Agenda Type: Consent Submitting Department: Community Services
Prepared by: Linda Ayres, Recreation Manager
Staff Contact Information: Rachael Goodwin, Community Services Director
Request to Town Council Regular Meeting (Agenda Language): CONSIDERATION OF approving
a Special Event Liquor License Application for the Veterans of Foreign Wars Post 7507
Foundation (Steven Gonnella) to be held in conjunction with the Fountain Hills Fair, being held
on the Avenue of the Fountains, from 9:00 AM to 7:00 PM, November 8 – 10, 2019.
Staff Summary (Background)
The purpose of this item is to obtain Council's approval regarding the special event liquor license
application submitted by Steven Gonnella with the Veterans of Foreign Wars Post 7507 Foundation, for
submission to the Arizona Department of Liquor. The special event liquor license application was
reviewed by staff for compliance with Town ordinances and staff unanimously recommends approval of
this special event liquor license application as submitted.
Related Ordinance, Policy or Guiding Principle
A.R.S. §4-203.02; 4-244; 4-261 and R19-1-228, R19-1-235, and R19-1-309
Risk Analysis
N/A
Recommendation(s) by Board(s) or Commission(s)
N/A
Staff Recommendation(s)
Staff recommends approval.
SUGGESTED MOTION
MOVE to approve the Special Event Liquor License
Attachments
Attachments
Application
Form Review
Inbox Reviewed By Date
Community Services Director Rachael Goodwin 09/05/2019 03:34 PM
Town Attorney Elizabeth A. Burke 09/05/2019 03:36 PM
Town Manager Grady E. Miller 09/05/2019 04:04 PM
Form Started By: Linda Ayres Started On: 09/03/2019 05:29 PM
Final Approval Date: 09/05/2019
ITEM 8. A.
TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Date: 09/17/2019
Meeting Type: Town Council Regular Meeting
Agenda Type: Regular Agenda Submitting Department: Administration
Prepared by: Elizabeth A. Burke, Town Clerk
Staff Contact Information: Grady E. Miller, Town Manager
Request to Town Council Regular Meeting (Agenda Language): CONSIDERATION OF adopting
Resolution 2019-47 approving an Intergovernmental Agreement with the Fort McDowell
Yavapai Nation relating to Proposition 202 funding.
Staff Summary (Background)
Proposition 202 (Gaming Compact with the State of Arizona) was a ballot measure passed by the Arizona
voters in the 2002 state general election and codified in A.R.S. §5-601.02. This legislation allows for
distribution of funds to be solicited by cities, towns, and counties for their programs from Arizona Indian
Tribes for government services that benefit the general public, which include public safety, mitigation of
impacts of gaming, and the promotion of commerce and economic development.
The Compact permits the Nation to allocate 12% of the fees it pays to the State to cities, towns and
counties in the State of Arizona. Many non-profits also request this funding as "pass through dollars"
from cities, towns, and counties to support programs within their communities. Because the legislation
required that the funds be solicited by a municipality or county, the Town Council approved Resolution
2004-34 on July 1, 2004, which adopted the Town's policy and procedures relating to the Proposition
202 application process for the procurement of funds on behalf of various entities (i.e. as a pass through
for funds).
The Fort McDowell Yavapai Nation has awarded a total of $77,500 for FY2019 as follows:
Entities Purpose Award Contact
River of Time Museum Tourism $8,500.00 Cheri Koss
Town of Fountain Hills Tourism 10,000.00 Grace Rodman-Guetter
Fountain Hills Unified
School District Education 54,000.00 Allison Barbor
Fountain Hills Theater Commerce 5,000.00 Deanna Schlagenhaft
TOTAL
$77,500.00
Related Ordinance, Policy or Guiding Principle
Section 12 of the Gaming Compact 2002 and A.R.S.§ 5-601.02; Fountain Hills Resolution 2004-34
Risk Analysis
N/A
Recommendation(s) by Board(s) or Commission(s)
N/A
Staff Recommendation(s)
Staff recommends adoption of this resolution approving the IGA.
SUGGESTED MOTION
MOVE to adopt Resolution 2019-47.
Attachments
Res 2019-47
Form Review
Inbox Reviewed By Date
Finance Director Elizabeth A. Burke 09/05/2019 09:47 AM
Town Attorney Aaron D. Arnson 09/05/2019 01:15 PM
Town Manager Grady E. Miller 09/05/2019 04:01 PM
Form Started By: Elizabeth A. Burke Started On: 09/05/2019 09:19 AM
Final Approval Date: 09/05/2019
RESOLUTION 2019-47
A RESOLUTION OF THE MAYOR AND COUNCIL OF THE TOWN OF
FOUNTAIN HILLS, ARIZONA, APPROVING AN INTERGOVERNMENTAL
AGREEMENT WITH THE FORT MCDOWELL YAVAPAI NATION RELATING TO
PROPOSITION 202 FUNDING
ENACTMENTS:
BE IT RESOLVED BY THE MAYOR AND COUNCIL OF THE TOWN OF FOUNTAIN HILLS as
follows:
SECTION 1. The Intergovernmental Agreement between the Town of Fountain Hills and the
Fort McDowell Yavapai Nation relating to Proposition 202 funding for promotion of tourism and
other public programs (the "Agreement") is hereby approved in substantially the form and
substance attached hereto as Exhibit A, incorporated herein by reference.
SECTION 2. The Mayor, the Town Manager, the Town Clerk and the Town Attorney are hereby
authorized and directed to cause the execution of the Agreement and to take all steps necessary
to carry out the purpose and intent of this Resolution.
PASSED AND ADOPTED by the Mayor and Council of the Town of Fountain Hills, Arizona, this
17th day of September, 2019.
FOR THE TOWN OF FOUNTAIN HILLS: ATTESTED TO:
_______
Ginny Dickey, Mayor Elizabeth A. Burke, Town Clerk
REVIEWED BY: APPROVED AS TO FORM:
Grady E. Miller, Town Manager Aaron D. Arnson, Town Attorney
ITEM 8. B.
TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Date: 09/17/2019
Meeting Type: Town Council Regular Meeting
Agenda Type: Regular Agenda Submitting Department: Public Works
Prepared by: Raymond Rees, Facillities/Environmental Supervisor
Staff Contact Information: Justin Weldy, Public Works Director
Request to Town Council Regular Meeting (Agenda Language): CONSIDERATION OF approving
the Cooperative Purchasing Agreement 2020-003 with Climatec, LLC for Fire Safety Inspections,
Monitoring and Security Cameras in an amount not to exceed $100,000.
Staff Summary (Background)
The proposed Cooperative Purchasing Agreement with Climatec, LLC will allow the Town to purchase
and install security cameras, conduct inspection and maintenance on fire protection systems and allow
for monitoring of our fire and panic alarms. Climatec is the Town's current provider for these services.
The proposed contract will cover the cost of security cameras for the parks at $50,000. The remaining
balance will be for repairs, monitoring and inspection to existing fire protection systems. The systems
include 3 fire panels at the Town Hall, Community Center and Library/Museum. The fire panels located
at the Community Center and Library/Museum are over 18 years old and the exact cost of repairs for
the life of the contract are not known at this time. The remaining balance will also go towards the
inspection and maintenance of all fire suppression systems on town-owned buildings, park facilities, all
fire extinguishers and monthly monitoring fees. The contract is for 1 year with 1 optional renewal.
Related Ordinance, Policy or Guiding Principle
N/A
Risk Analysis
The Town of Fountain Hills has experienced costly vandalism of bathrooms, park facilities, and theft of
public art in our parks. This contract will install a video cameras to improve security at our parks. For the
safety of our residents and employees, fire protection equipment in our buildings is required to be
inspected and maintained annually.
Recommendation(s) by Board(s) or Commission(s)
N/A
Staff Recommendation(s)
Staff recommends approval of the Cooperative Purchasing Agreement with Climatec.
SUGGESTED MOTION
MOVE to approve Cooperative Purchasing Agreement 2020-003 with Climatec, LLC for Fire Safety
Inspections, Monitoring and Security Cameras in an amount not to exceed $100,000.
Fiscal Impact
Fiscal Impact:100,000
Budget Reference:
Funding Source:General
If Multiple Funds utilized, list here:
Budgeted: if No, attach Budget Adjustment Form:
Attachments
Contract
Form Review
Inbox Reviewed By Date
Public Works Director Elizabeth A. Burke 08/27/2019 11:14 AM
Town Attorney Elizabeth A. Burke 08/27/2019 11:16 AM
Public Works Director Justin Weldy 09/05/2019 03:09 PM
Town Attorney Aaron D. Arnson 09/06/2019 07:55 AM
Town Manager Grady E. Miller 09/06/2019 08:05 AM
Form Started By: Raymond Rees Started On: 08/19/2019 11:32 AM
Final Approval Date: 09/06/2019
ITEM 8. C.
TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Date: 09/17/2019
Meeting Type: Town Council Regular Meeting
Agenda Type: Regular Agenda Submitting Department: Community Services
Prepared by: Jamie Salentine, Executive Assistant
Staff Contact Information: Rachael Goodwin, Community Services Director
Request to Town Council Regular Meeting (Agenda Language): CONSIDERATION OF the
Sculpture titled, "Fountain of Light" for display on the western end of the Avenue of the
Fountains in front of Town Hall.
Staff Summary (Background)
The Public Art Committee has proposed the acquisition of a new art installment entitled
“Fountain of Light” by artist Brian Schader to commemorate the fiftieth anniversary of the
fountain in Fountain Park which will occur in 2020. The piece is expected to have a base of 14 to
18 feet in diameter and an overall height of 46' to 50' feet. The sculpture is comprised of glass
and galvanized steel and is designed to be lit internally. The committee has recommended
installing sculpture on the western end of the Avenue of the Fountains in front of Town Hall.
During the reconstruction and renovation of the Avenue of the Fountain plaza, a master plan
was designed to accommodate multiple art nodes. These nodes were designed to fit the
aesthetic of the plaza and have art thoughtfully placed throughout the winding pathway.
Although the proposed western location of the “Fountain of Light” sculpture does not align with
the original art node layout, there is adequate space in the proposed location to accommodate
this addition. Based on the size and suggested location of the piece, the western end of the
median will need to have some reconstruction to accommodate ADA accessibility requirements.
Additional considerations for this piece include the base design, which will need to be
commissioned and structurally designed, with review and approval by the Town Engineer.
Additionally, irrigation lines within the Avenue plaza will need to be rerouted and power
accessibility will need to be developed.
While the “Fountain of Light” is not currently funded, the Town Council on December 5, 2017,
gave tentative approval for the public art project with direction that the artist and Public Art
Committee identify a suitable location to be approved by the Town Council. The Public Art
Committee will work with the artist fundraising efforts for the sculpture. The piece has an
acquisition price of $125,000 with an additional $25,000 needed for the base. All funds for
design, creation, and installation of the piece will be raised by the Public Art Committee. The
committee has also committed to raising additional funds, in the range of five to ten percent of
the value of the piece, to contribute to the Town Art Fund for maintenance and upkeep. The
Town is asked to contribute the land, irrigation adjustments, and electric access for the piece as
well as assume maintenance responsibilities, annual power costs, and insurance requirements.
Related Ordinance, Policy or Guiding Principle
Public Art Policy and Guidelines
Risk Analysis
Ongoing maintenance costs are to be determined, irrigation lines within the Avenue plaza will need to
be rerouted and power accessibility will need to be developed, structural engineering review is required
for the base, and ADA accommodations required.
Recommendation(s) by Board(s) or Commission(s)
None
Staff Recommendation(s)
This sculpture has been approved by the Board of Directors of the Fountain Hills Cultural & Civic
Association and Public Art Committee in 2013 and 2017 as well as Council approval on December 5,
2017 with the condition of finding the most meaningful and perfect place.
SUGGESTED MOTION
MOVE to accept "Fountain of Light" sculpture to be installed on the western end of the Avenue of the
Fountains with conditions listed in the risk analysis.
Fiscal Impact
Fiscal Impact:645.00
Budget Reference:
Funding Source:
If Multiple Funds utilized, list here:
Budgeted: if No, attach Budget Adjustment Form:
Attachments
Detailed Info
Impact-timeline-drawings
12-5-17 Council Approval
Minutes
Form Review
Inbox Reviewed By Date
Executive Assistant, Comm. Serv. (Originator)Jamie Salentine 09/04/2019 04:59 PM
Community Services Director Rachael Goodwin 09/04/2019 05:10 PM
Community Services Director Rachael Goodwin 09/04/2019 05:10 PM
Town Attorney Aaron D. Arnson 09/05/2019 01:11 PM
Town Manager Grady E. Miller 09/05/2019 04:22 PM
Form Started By: Jamie Salentine Started On: 09/03/2019 10:02 AM
Final Approval Date: 09/05/2019
z:\council packets\2018\r180116\171205m.docx Page 1 of 10
TOWN OF FOUNTAIN HILLS
MINUTES OF THE REGULAR SESSIONS OF THE
FOUNTAIN HILLS TOWN COUNCIL
DECEMBER 5, 2017
CALL TO ORDER AND PLEDGE OF ALLEGIANCE
Mayor Kavanagh called the meeting to order at 5:33 p.m. in the Fountain Hills Town Hall Council Chambers.
INVOCATION – Paster Ken Brown, Fountain Hills Presbyterian Church
ROLL CALL - Present for roll call were the following members of the Town Council: Mayor Linda Kavanagh,
Vice Mayor Alan Magazine, Councilmember Cecil Yates, Councilmember Dennis Brown, Councilmember Art
Tolis, and Councilmember Henry Leger. Town Manager Grady E. Miller, Interim Town Attorney Fredda Bisman
and Town Clerk Bevelyn Bender were also present.
Councilmember Nick DePorter attended via conference call.
MAYOR'S REPORT
i) None.
SCHEDULED PUBLIC APPREARANCES/PRESENTATIONS
i) THE MAYOR AND/OR COUNCIL MAY REVIEW RECENT EVENTS ATTENDED RELATING TO
ECONOMIC DEVELOPMENT.
None.
ii) ROTATION OF THE VICE MAYOR POSITION TO COUNCILMEMBER DENNIS BROWN,
PURSUANT TO SECTION 2-2-2 OF THE FOUNTAIN HILLS TOWN CODE, THAT EACH MEMBER
OF THE COUNCIL, EXCEPT THE MAYOR, SHALL SERVE AN EIGHT-MONTH TERM AS VICE
MAYOR AND SHALL PERFORM THE DUTIES OF THE MAYOR DURING HIS ABSENCE OR
DISABILITY.
Mayor Kavanagh thanked Councilmember Magazine for serving as vice mayor and welcomed Councilmember
Brown who would now serve as vice mayor.
CALL TO THE PUBLIC
Mayor Kavanagh asked if there were any requests to speak and Town Clerk Bevelyn Bender answered none were
received.
Mayor Kavanagh announced that at the request of a member of the public, Consent Agenda item #4 had been removed
from the Consent Agenda and placed as the first item on the Regular Agenda.
CONSENT AGENDA
AGENDA ITEM #1 - CONSIDERATION OF APPROVING THE TOWN COUNCIL MEETING MINUTES
FROM OCTOBER 17, NOVEMBER 8, 14, AND 21, 2017.
AGENDA ITEM #2 - CONSIDERATION OF APPROVING A SPECIAL EVENT LIQUOR LICENSE
APPLICATION FOR THE FOUNTAIN HILLS THEATER (SUBMITTED BY SUZANNA HENDERSON),
LOCATED AT 11445 N. SAGUARO BOULEVARD, FOUNTAIN HILLS, AZ, FOR THE PURPOSE OF A
FUNDRAISER FROM 6:00 PM TO 12:00 AM ON SATURDAY, DECEMBER 30, 2017.
z:\council packets\2018\r180116\171205m.docx Page 5 of 10
Mayor Kavanagh thanked Mr. Mackiewitz for his input.
Mayor Kavanagh asked for further discussion and receiving none, requested a motion.
Councilmember Leger MOVED to approve Resolution 2017-25, abandonment of the existing platted General Public and
Pedestrian Access Easements at Diamante del Lago, Tracts A1 and A2 with stipulations and Councilmember Yates
SECONDED, which CARRIED UNANIMOUSLY (7-0).
AGENDA ITEM #6 – DISCUSSION WITH POSSIBLE DIRECTION TO STAFF REGARDING THE
SCULPTURE TITLED, "FOUNTAIN OF LIGHT" FOR DISPLAY ON THE EAST END OF THE AVENUE OF
THE FOUNTAINS.
Mr. Miller introduced Community Director Rachael Goodwin who presented information contained in the staff report and
PowerPoint presentation (available on line or in the office of the Town Clerk). She acknowledged Sandi Thompson,
Chair, Public Art Committee was in attendance along with the artist of the proposed sculpture who was available to
provide additional information and answer questions.
Ms. Goodwin described the art piece and gave its measurements (with a proposed height of 48 to 50 feet). Ms. Goodwin
explained the art piece would be comprised of glass and galvanized steel and designed to be lit internally. Ms. Goodwin
discussed the scale and proposed modifications anticipated for the redesign for the eastern end of the park median to
accommodate ADA accessibility requirements.
Mayor Kavanagh pointed out there would be the possible partial removal of a section of the landscape to accommodate
this art piece as presented, adding width to the path, which would have to be determined. Mayor Kavanagh asked if the
base would be taller than the 9 feet gabion currently in place and Ms. Goodwin answered that it would.
Councilmember Yates pointed out that consideration must be noted to the width of the park maintenance vehicles.
Ms. Goodwin explained that the trees in the proposed area were approximately 55 feet tall and the sculpture was estimated
at 48 to 50 feet in height and stated to put it in prospective the new Park Place Development was roughly 54 feet tall.
Mayor Kavanagh asked if it would be necessary to remove trees to accommodate the sculpture and Ms. Goodwin replied
they would if approved for this proposed location. Mayor Kavanagh asked if the proposed area would affect the Farmer’s
Market and Ms. Goodwin stated that this site would impact events that use the park in this area throughout the year.
Mayor Kavanagh inquired if another site was proposed to lessen the impact to the area and Ms. Goodwin said she was not
aware of the Art Committee choosing an alternate site, but knew the Centennial Circle had been discussed.
Mayor Kavanagh asked if the cost of renovation of the site had been determined and Ms. Goodwin replied that the cost
would be determined upon approval of a location and the needed services such as engineering and placement of electrical
connections.
Ms. Goodwin introduced Brian Schader, artist of the sculpture, who presented additional information on his background
and involvement in the community. Mr. Schader used a PowerPoint presentation to display the art piece and discussed
possible alternative sites to be considered such as the Centennial Circle or the west end of Town Hall. Mr. Schader noted
he would accommodate the “Dark Sky Ordinance” and stated the opinion that the overall press that this sculpture would
create would be a benefit to the Town.
Mayor Kavanagh stated the sculpture was beautiful, but expressed her concerns with the proposed location. Mayor
Kavanagh said she would consider the use of the Centennial Circle location with more open space as it could
accommodate the size of the art piece. Mayor Kavanagh added that some residents had commented to her “no more art
pieces on the median due to the overcrowding of art in the park”. Mayor Kavanagh asked Mr. Schader how he felt about
the Centennial Circle location and he replied that his original attention was in this location since it was a central location
and would bring attention to the area.
Sandi Thompson agreed that the Centennial Circle location would be perfect place except that the “Power of Thought”
was located there and teachers used this piece to teach students, so the “Power of Thought” would have to be relocated.
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She said the questions of where to move it and who would pay the cost would need to be considered. Ms. Thompson
pointed out that the Art Committee’s consensus was that an alternative location consisting of a large open space would be
west of the Avenue of the Fountains where the eagle statute was located - across from the Post Office.
Councilmember Yates asked if the intention of this art piece was as a congregational area and Mr. Schader responded that
it was his vision to place bronze plaques on the back of the bench seating and moving around the perimeter base. Mr.
Schader noted that Fountain Hills Architect Dave Montgomery suggested building the sculpture large enough above
ground, eliminating the need for a 25-foot deep hole. Councilmember Yates asked if the sculpture was meant to be a
landmark and Mr. Schader replied no, that the landmark concept would take away from the original concept.
Councilmember Leger remarked that the sculpture was beautiful and explained that the Avenue of the Fountain was
designed a specific way and felt the sculpture would be too large for the proposed area and that he understood the issues
with placing it in the Centennial Circle site. Councilmember Leger suggested the sculpture be used to welcome people to
Fountain Hills in an area such as Shea Boulevard and Fountain Hills Boulevard; in the low-lying grassy area open space.
Councilmember Leger decided he would probably support staff’s recommendation. Mr. Schader expressed he was not
opposed to the Shea Boulevard and Fountain Hills Boulevard location.
Mayor Kavanagh believed everyone thought this was a beautiful art piece for Fountain Hills, but not in the proposed
location.
Mayor Kavanagh asked if the Art Committee raised any money for the sculpture and Ms. Thompson stated the committee
was assisting Mr. Schader in his funding. Mr. Schader commented that there was a lot of community support and pointed
out the sculpture had previously been approved in 2013 and Ms. Thompson reiterated without cost to the Town.
Mayor Kavanagh asked if there were any speaker cards and Ms. Bender stated one card had been received.
Carol J. Carroll, a 10-year resident of Fountain Hills, spoke in support of the sculpture and pointed out how the art piece
could recruit people to live and work in Fountain Hills and encourage visitors to come to our beautiful community. She
stated the opinion this was an opportunity to brand up.
Vice Mayor Brown agreed that the sculpture was absolutely stunning and expressed his support for placing the art piece in
Fountain Hills/Shea Boulevard. Vice Mayor Brown said that Firerock was going to rebuild the Fountain Hills Boulevard
and Shea Boulevard corner and stressed Council should spend time finding the perfect place for this sculpture. Mr.
Schader confirmed he would be happy to provide mock-ups for various locations.
Vice Mayor Brown MOVED to move forward with the sculpture titled “Fountain of Light” and spend time finding the
most meaningful and perfect place and Councilmember Yates SECONDED the motion.
Mayor Kavanagh asked for discussion.
Councilmember Magazine expressed his concerns for approving any projects at this time due to the upcoming May 2018,
primary property tax vote. He said there were unknown costs to the Town. Councilmember Magazine pointed out that
the public thought the Council had voted for the previous Lagoon Study cost and he was concerned for public’s “optics”
especially from social media standpoint. He said spending money could destroy the primary property tax approval.
Councilmember Magazine suggested “Tabling” discussion at this time.
Mayor Kavanagh pointed out the Town was not paying for the sculpture and Ms. Thompson added that the Town paid the
insurance and maintenance costs for all art pieces. Ms. Thompson pointed out that the Town would choose the exact
location with the artist approval. Ms. Thompson stated that the committee had recently added a social media person who
could answer any questions on art from the public.
Mayor Kavanagh reiterated for the record that the artist would fund the art piece with help from the Fountain Hills Art
Committee at no cost to the Town except for insurance and maintenance, which was standard for all art pieces.
Councilmember Tolis agreed that the sculpture was beautiful and hoped it would bring tourists to Fountain Hills; he felt it
was necessary to receive feedback from residents.
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Mayor Kavanagh asked for a roll call.
Councilmember Magazine Nay
Councilmember Tolis Aye
Councilmember Yates Aye
Councilmember Leger Aye
Vice Mayor Brown Aye
Councilmember DePorter Aye
Mayor Kavanagh Aye
The Motion CARRIED on a vote of (6-1), Councilmember Magazine cast the nay vote.
Mayor Kavanagh thanked Mr. Schader.
AGENDA ITEM #7 – CONSIDERATION OF COOPERATIVE PURCHASE AGREEMENT C2018-077 WITH
INFRASTRUCTURE ASSET MANAGEMENT, LLC, IN THE AMOUNT OF $69,995.00, FOR PAVEMENT
PERFORMANCE DATA COLLECTION AND REPORTING.
Mr. Miller said that last month the Council had met in Special Session to discuss Pavement Management and that the
Council had expressed an interest in changing the methodology from the “Zone” approach to “Worse Case” situations.
Mr. Miller pointed out this proposed contract was for data collection and reporting to staff for evaluation through a
grading system on street conditions and prioritize and address pavement maintenance. Mr. Miller introduced Public
Works Director Justin Weldy who presented further details on the cost for software and reiterated this information was
previously discussed with Council. Mr. Weldy noted that the $69,995.00 cost included the additional one-year of
monitoring with software and hardware by the company.
Councilmember Yates asked how the amount proposed differed from one-year ago that was reported at a much higher
cost and Mr. Weldy explained that the cost had been reduced while piggy-backing off of another municipality’s
cooperative agreement and that the company had been vetted.
Mayor Kavanagh asked if there were any speaker cards and if not asked for a motion.
Councilmember Leger MOVED to approve Cooperative Purchase Agreement C2018-07, with infrastructure Management
Services, LLC in the amount of $69,995.00 for pavement performance data collection and reporting and Councilmember
Yates SECONDED the motion, which CARRIED UNANIMOUSLY (7-0).
AGENDA ITEM #10 - COUNCIL DISCUSSION/DIRECTION TO THE TOWN MANAGER.
None.
AGENDA ITEM #11 - SUMMARY OF COUNCIL REQUESTS AND REPORT ON RECENT ACTIVITIES BY
THE MAYOR, INDIVIDUAL COUNCILMEMBERS, AND THE TOWN MANAGER.
Mayor Kavanagh displayed a drawing and noted a letter of thanks she received from a McDowell Elementary School third
grade class she visited recently. Mayor Kavanagh mentioned some of the comments received in letters from the students.
All the students wanted to thank her for coming to McDowell Mountain School.
You make Fountain Hills a better place.
Fountain Hills is a great place to live and you are the best Mayor in the world.
Maybe you can put a Dutch Brother’s in Town.
I wish there could be a parade for St. Patrick’s Day.
When I grow up I want to be mayor (she received a lot of these comments).
z:\council packets\2018\r180116\171205m.docx Page 10 of 10
cost. Mayor Kavanagh requested the least inexpensive alternative and suggested involving the “Greening Committee” for
assistance.
Mayor Kavanagh acknowledged a speaker card on this item.
Phyliss Kern, a Fountain Hills resident, expressed the opinion that the Council had not solved the problem and requested
to leave the gate area alone since the money could be better spent elsewhere and made a comment regarding
Councilmember Leger’s involvement on this issue since he lived in the area.
Councilmember Leger responded to Ms. Kern’s comment and stressed he would be better served if the gate was opened,
but as a representative of the citizens of Fountain Hills he wanted to honor the commitment previously made.
Councilmember Tolis requested Council leave the gate alone and to not spend more money addressing the gate.
Mr. Miller reiterated that prior to the October meeting Council was clear that a permanent solution was necessary, so
never to address the gate issue again and pointed out any solution would cost something, but it would be addressed at the
least expensive option.
Mayor Kavanagh was only asking for the least expensive way and total cost information from staff.
Mayor Kavanagh asked for a vote to adjourn.
AGENDA ITEM #12 - ADJOURNMENT
Councilmember Tolis MOVED to adjourn the meeting and Councilmember Yates SECONDED the motion, which CARRIED UNANIMOUSLY (7-0). The Regular Session adjourned at 7:40 p.m.
TOWN OF FOUNTAIN HILLS
By ___________________________________
Linda M. Kavanagh, Mayor
ATTEST AND
PREPARED BY:
___________________________
Bevelyn J. Bender, Town Clerk
CERTIFICATION
I hereby certify that the foregoing minutes are a true and correct copy of the minutes of the Regular Session held by the
Town Council of Fountain Hills in the Town Hall Council Chambers on the 5th day of December, 2017. I further certify
that the meeting was duly called and that a quorum was present.
DATED this 16th day of January, 2018.
_____________________________
Bevelyn J. Bender, Town Clerk
1
Public Art Committee Meeting
September 3, 2019
Present at the meeting were Carol Carroll, Carol Cunningham, Jean Linzer, Brian Schader, Jenny
Willigrod and Dori Wittrig. Don Cunningham, Roy Nickel and Susan Jones were absent. Also in
attendance was Rachel Goodwin.
The meeting was called to order at 1:00 p.m.
Dori advised that she has resigned as Co-Chair. Carol Carroll and Jenny Willigrod will now be Co-
Chairs.
Art Consultant Dianne Cripe is under contract with the Town to complete an overhaul of the policies and
procedures for public art. Deadline for her report is September 10. If it is not completed by that date she
should provide us with an outline. A meeting will be scheduled for September 12 with the Town, Carol,
Dori and Jenny.
The Public Art Committee and Town staff will meet quarterly. It was felt that we need more people
involved at the staff level.
Rachel asked that all the members of the Public Art Committee attend the Council meeting and Dori will
be the spokesperson.
Copperwynd will be presenting their proposed 1% for public art project. They will be given a copy of the
submission of Artwork Donor Application. They are going to be spending a lot of money.
The 1% for art needs to be discussed in relation to a very large projects, i.e. should it be lowered.
Gift and Loan Committee covers all types of donations and will evaluate and ascertain whether a
particular piece fits in with our collection. A percentage of all donations should go to the upkeep of the
donated piece.
The necessity of taking care of the mural on the wall was raised. This is currently in the planning stage.
The 1% for public art piece at the Sign Art building was given tentative approval with some needed
requirements but they took it as approval and installed the piece.
The cost of the Fountain of Light piece is $125,000. It was moved, seconded and carried that we approve
the location for this piece on the Avenue of the Fountains across from Town Hall. Five percent over and
above the cost of the piece will be assessed for maintenance of the piece.
A memorial piece is being donated and Vanessa Davisson has been commissioned to produce it. The
piece would be a child size mermaid seated on a bench. The mermaid would have to be anchored to the
ground. Vanessa will be asked to complete the donation application and comply with all the requirements
in this document. The donor had requested that it be placed in the area of the amphitheater. The location
will be decided between the town and the public art committee. It was moved, seconded and carried that
we encourage the donor of the mermaid art work to:
Fill out the proper application
Provide all materials as noted in the application.
2
Understand the need to provide an amount for public art funding and maintenance as will be
determined in the October 2019 Public Art Master Plan.
Provide three separate suggested locations for review.
Work with the public art committee regarding feasibility and logistics in producing this piece.
A discussion was held regarding who owns a piece of art purchased with 1% for art and placed on the
owner’s property in the event the property is sold. The 1% for Art Plan indicates the Property Owner is
responsible for it in the future and that the responsibility passes to future property owners.
Brian Schader reported that repair of Waves and Windows is under control.
As previously noted, the donor of the Fred and Ginger piece wants it moved to an area where it will not
get splashed by water. No report at this time.
Adjournment
There being nothing further to come before the meeting it was adjourned at 2:25 p.m.
Next Regular Meeting
The next meeting will be at 1:00 p.m. on October 15, 2019 at the Community Center. A CHANGE OF
DATE BECAUSE OF THE UPCOMING TOWN COUNCIL PRESENTATION.
Respectfully submitted,
Jean Linzer, Secretary
ITEM 8. D.
TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Date: 09/17/2019
Meeting Type: Town Council Regular Meeting
Agenda Type: Regular Agenda Submitting Department: Administration
Prepared by: David Pock, Finance Director
Staff Contact Information: David Pock, Finance Director
Request to Town Council Regular Meeting (Agenda Language): PUBLIC HEARING AND
CONSIDERATION OF draft changes to Land Use Analysis and Infrastructure Implementation Plan.
Staff Summary (Background)
The Town of Fountain Hills recently contracted with TischlerBise to review and update the Town's
development fee schedule. Development fees are charged to developers to recover the cost of critical
infrastructure that is required due to the impact of new residential and commercial developments in
town. As part of an extensive study and evaluation conducted by TischlerBise, it has completed its
review of the Town's Land Use Analysis (LUA) and Infrastructure Implementation Plan (IIP). On
September 17, 2019, a public hearing will be held on the proposed Town's Land Use Analysis (LUA) and
Infrastructure Implementation Plan (IIP), as presented by TischlerBise. No action will be required by the
Town Council at this time. The Council will have the opportunity to vote on 11/5/2019 to either approve
or disapprove the Land Use Analysis (LUA) and Infrastructure Implementation Plan.
Related Ordinance, Policy or Guiding Principle
N/A
Risk Analysis
N/A
Recommendation(s) by Board(s) or Commission(s)
N/A
Staff Recommendation(s)
N/A
SUGGESTED MOTION
There is no action required at this time.
Attachments
Draft LUA_IIP
TischlerBise Presentation
Form Review
Inbox Reviewed By Date
Finance Director (Originator)David Pock 09/04/2019 03:50 PM
Town Attorney Aaron D. Arnson 09/05/2019 01:15 PM
Town Manager Grady E. Miller 09/05/2019 04:13 PM
Form Started By: David Pock Started On: 09/04/2019 07:44 AM
Final Approval Date: 09/05/2019
DRAFT
Land Use Assumptions,
Infrastructure Improvements Plan,
and Development Fee Report
Prepared for:
Town of Fountain Hills, Arizona
May 1, 2019
4701 Sangamore Road
Suite S240
Bethesda, MD 20816
301.320.6900
www.TischlerBise.com
DRAFT Land Use Assumptions, IIP, and Development Fee Report
Fountain Hills, Arizona
[PAGE INTENTIONALLY LEFT BLANK]
DRAFT Land Use Assumptions, IIP, and Development Fee Report
Fountain Hills, Arizona
i
TABLE OF CONTENTS
EXECUTIVE SUMMARY ............................................................................................................................................. 1
ARIZONA DEVELOPMENT FEE ENABLING LEGISLATION ............................................................................................................ 1
Necessary Public Services ....................................................................................................................................... 1
Infrastructure Improvements Plan ......................................................................................................................... 2
Qualified Professionals ........................................................................................................................................... 2
Conceptual Development Fee Calculation ............................................................................................................. 3
Evaluation of Credits/Offsets ................................................................................................................................. 3
DEVELOPMENT FEE REPORT..................................................................................................................................... 4
METHODOLOGY .............................................................................................................................................................. 4
SERVICE AREAS ............................................................................................................................................................... 6
CURRENT DEVELOPMENT FEES ........................................................................................................................................... 8
PROPOSED DEVELOPMENT FEES ......................................................................................................................................... 9
DIFFERENCE BETWEEN PROPOSED AND CURRENT DEVELOPMENT FEES ...................................................................................... 10
PARKS AND RECREATION INFRASTRUCTURE IMPROVEMENTS PLAN ..................................................................... 11
Service Area ......................................................................................................................................................... 11
Proportionate Share ............................................................................................................................................. 12
RATIO OF SERVICE UNITS TO DEVELOPMENT UNITS .............................................................................................................. 13
ANALYSIS OF CAPACITY, USAGE, AND COSTS OF EXISTING PUBLIC SERVICES .............................................................................. 13
Developed Park Land – Incremental Expansion ................................................................................................... 14
Park Amenities – Incremental Expansion ............................................................................................................. 15
Park Trails – Incremental Expansion .................................................................................................................... 17
Development Fee Report – Plan-Based ................................................................................................................ 18
PROJECTED DEMAND FOR SERVICES AND COSTS .................................................................................................................. 18
PARKS AND RECREATION FACILITIES IIP ............................................................................................................................. 21
PARKS AND RECREATION FACILITIES DEVELOPMENT FEES ...................................................................................................... 22
Revenue Credit/Offset .......................................................................................................................................... 22
Proposed Parks and Recreation Facilities Development Fees .............................................................................. 22
FORECAST OF PARKS AND RECREATION FACILITIES DEVELOPMENT FEE REVENUES ...................................................................... 23
POLICE FACILITIES INFRASTRUCTURE IMPROVEMENTS PLAN ................................................................................ 24
Service Area ......................................................................................................................................................... 24
Proportionate Share ............................................................................................................................................. 24
RATIO OF SERVICE UNITS TO DEVELOPMENT UNITS ............................................................................................................... 25
ANALYSIS OF CAPACITY, USAGE, AND COSTS OF EXISTING PUBLIC SERVICES .............................................................................. 26
Police Facilities – Incremental Expansion ............................................................................................................. 27
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Development Fee Report – Plan-Based ................................................................................................................ 28
PROJECTED SERVICE UNITS AND PROJECTED DEMAND FOR SERVICES ....................................................................................... 28
POLICE FACILITIES IIP ..................................................................................................................................................... 29
POLICE FACILITIES DEVELOPMENT FEES .............................................................................................................................. 30
Revenue Credit/Offset .......................................................................................................................................... 30
Proposed Police Facilities Development Fees ....................................................................................................... 30
FORECAST OF POLICE FACILITIES DEVELOPMENT FEE REVENUES ............................................................................................. 31
FIRE FACILITIES INFRASTRUCTURE IMPROVEMENTS PLAN ..................................................................................... 32
Service Area ......................................................................................................................................................... 32
Proportionate Share ............................................................................................................................................. 32
RATIO OF SERVICE UNITS TO DEVELOPMENT UNITS ............................................................................................................... 33
ANALYSIS OF CAPACITY, USAGE, AND COSTS OF EXISTING PUBLIC SERVICES .............................................................................. 34
Fire Stations – Incremental Expansion ................................................................................................................. 35
Fire Apparatus – Incremental Expansion ............................................................................................................. 36
Fire Equipment – Incremental Expansion ............................................................................................................. 37
Development Fee Report – Plan-Based ................................................................................................................ 38
PROJECTED SERVICE UNITS AND PROJECTED DEMAND FOR SERVICES ....................................................................................... 38
FIRE FACILITIES IIP......................................................................................................................................................... 40
FIRE FACILITIES DEVELOPMENT FEES ................................................................................................................................. 41
Revenue Credit/Offset .......................................................................................................................................... 41
Proposed Fire Facilities Development Fees .......................................................................................................... 41
FORECAST OF FIRE FACILITIES DEVELOPMENT FEE REVENUES ................................................................................................. 42
STREET FACILITIES INFRASTRUCTURE IMPROVEMENTS PLAN ................................................................................ 43
Service Area ......................................................................................................................................................... 43
Proportionate Share ............................................................................................................................................. 43
RATIO OF SERVICE UNITS TO DEVELOPMENT UNITS .............................................................................................................. 44
Service Units ......................................................................................................................................................... 44
Trip Generation Rates .......................................................................................................................................... 44
Adjustment for Commuting Patterns ................................................................................................................... 45
Adjustment for Pass-By Trips ............................................................................................................................... 45
ANALYSIS OF CAPACITY, USAGE, AND COSTS OF EXISTING PUBLIC SERVICES .............................................................................. 46
Travel Demand Model .......................................................................................................................................... 46
Revised Travel Demand Model ............................................................................................................................. 48
Arterial Improvements – Plan-Based ................................................................................................................... 49
Improved Intersections – Incremental Expansion ................................................................................................ 50
Multi-Use Trails – Incremental Expansion ............................................................................................................ 51
Development Fee Report – Plan-Based ................................................................................................................ 51
STREET FACILITIES DEVELOPMENT FEES ............................................................................................................................. 52
Revenue Credit/Offset .......................................................................................................................................... 52
Proposed Street Facilities Development Fees ....................................................................................................... 52
PROJECTED STREET FACILITIES DEVELOPMENT FEE REVENUE.................................................................................................. 53
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APPENDIX A: LAND USE ASSUMPTIONS ................................................................................................................. 54
EXECUTIVE SUMMARY .................................................................................................................................................... 54
SERVICE AREAS ............................................................................................................................................................. 54
SUMMARY OF GROWTH INDICATORS ................................................................................................................................. 57
RESIDENTIAL DEVELOPMENT............................................................................................................................................ 58
Recent Residential Construction .......................................................................................................................... 58
Household Size ..................................................................................................................................................... 59
Seasonal Households ........................................................................................................................................... 60
Population Estimates ........................................................................................................................................... 60
Population Projections ......................................................................................................................................... 61
NONRESIDENTIAL DEVELOPMENT ..................................................................................................................................... 62
Employment Estimates ........................................................................................................................................ 62
Nonresidential Square Footage Estimates ........................................................................................................... 63
Employment and Nonresidential Floor Area Projections ..................................................................................... 64
AVERAGE WEEKDAY VEHICLE TRIPS .................................................................................................................................. 65
Trip Rate Adjustments .......................................................................................................................................... 65
Commuter Trip Adjustment .................................................................................................................................. 65
Adjustment for Pass-By Trips ............................................................................................................................... 66
Estimated Residential Vehicle Trip Rates ............................................................................................................. 66
Functional Population .......................................................................................................................................... 67
DEVELOPMENT PROJECTIONS .......................................................................................................................................... 68
APPENDIX B: LAND USE DEFINITIONS .................................................................................................................... 69
RESIDENTIAL DEVELOPMENT............................................................................................................................................ 69
NONRESIDENTIAL DEVELOPMENT ..................................................................................................................................... 70
APPENDIX C: FORECAST OF REVENUES .................................................................................................................. 71
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EXECUTIVE SUMMARY
The Town of Fountain Hills hired TischlerBise to document land use assumptions, prepare an Infrastructure
Improvements Plan (hereinafter referred to as the “IIP”), and update development fees pursuant to
Arizona Revised Statutes (“ARS”) § 9-436.05 (hereinafter referred to as the “Enabling Legislation”).
Municipalities in Arizona may assess development fees to offset infrastructure costs to a municipality for
necessary public services. The development fees must be based on an Infrastructure Improvements Plan
and Land Use Assumptions. The IIPs for each type of infrastructure are located in each infrastructure type’s
corresponding section, and the Land Use Assumptions can be found in Appendix A. The proposed
development fees are displayed in the Development Fee Report chapter.
Development fees are one-time payments used to construct system improvements needed to
accommodate new development. The fee represents future development’s proportionate share of
infrastructure costs. Development fees may be used for infrastructure improvements or debt service for
growth related infrastructure. In contrast to general taxes, development fees may not be used for
operations, maintenance, replacement, or correcting existing deficiencies.
This update of the Town’s Infrastructure Improvements Plan and associated update to its development
fees includes the following necessary public services:
• Parks and Recreational Facilities
• Police Facilities
• Fire Facilities
• Streets and Roadway Infrastructure
This plan also includes all necessary elements required to be in full compliance with Arizona Revised
Statutes (“ARS”) § 9-436.05 (SB 1525). It should be noted that this Infrastructure Improvements Plan and
Development Fee study does not include storm water, drainage or flood control facilities.
ARIZONA DEVELOPMENT FEE ENABLING LEGISLATION
The Enabling Legislation governs how development fees are calculated for municipalities in Arizona.
Necessary Public Services
Under the requirements of the Enabling Legislation, development fees may only be used for construction,
acquisition or expansion of public facilities that are necessary public services. “Necessary public service”
means any of the following categories of facilities that have a life expectancy of three or more years and
that are owned and operated on behalf of the municipality: water, wastewater, storm water, drainage,
flood control, library, streets, fire and police, and neighborhood parks and recreation. Additionally, a
necessary public service includes any facility, not included in the aforementioned categories (e.g., general
government facilities), that was financed before June 1, 2011 and that meets the following requirements:
1. Development fees were pledged to repay debt service obligations related to the construction of
the facility.
2. After August 1, 2014, any development fees collected are used solely for the payment of principal
and interest on the portion of the bonds, notes, or other debt service obligations issued before
June 1, 2011 to finance construction of the facility.
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Infrastructure Improvements Plan
Development fees must be calculated pursuant to an IIP. For each necessary public service that is the
subject of a development fee, by law, the IIP shall include the following seven elements:
• A description of the existing necessary public services in the service area and the costs to update,
improve, expand, correct or replace those necessary public services to meet existing needs and
usage and stricter safety, efficiency, environmental or regulatory standards, which shall be
prepared by qualified professionals licensed in this state, as applicable.
• An analysis of the total capacity, the level of current usage and commitments for usage of capacity
of the existing necessary public services, which shall be prepared by qualified professionals
licensed in this state, as applicable.
• A description of all or the parts of the necessary public services or facility expansions and their
costs necessitated by and attributable to development in the service area based on the approved
Land Use Assumptions, including a forecast of the costs of infrastructure, improvements, real
property, financing, engineering and architectural services, which shall be prepared by qualified
professionals licensed in this state, as applicable.
• A table establishing the specific level or quantity of use, consumption, generation or discharge of
a service unit for each category of necessary public services or facility expansions and an
equivalency or conversion table establishing the ratio of a service unit to various types of land uses,
including residential, commercial and industrial.
• The total number of projected service units necessitated by and attributable to new development
in the service area based on the approved Land Use Assumptions and calculated pursuant to
generally accepted engineering and planning criteria.
• The projected demand for necessary public services or facility expansions required by new service
units for a period not to exceed 10 years.
• A forecast of revenues generated by new service units other than development fees, which shall
include estimated state-shared revenue, highway users revenue, federal revenue, ad valorem
property taxes, construction contracting or similar excise taxes and the capital recovery portion of
utility fees attributable to development based on the approved Land Use Assumptions and a plan
to include these contributions in determining the extent of the burden imposed by the
development.
Qualified Professionals
The IIP must be developed by qualified professionals using generally accepted engineering and planning
practices. A qualified professional is defined as “a professional engineer, surveyor, financial analyst or
planner providing services within the scope of the person’s license, education, or experience.” TischlerBise
is a fiscal, economic, and planning consulting firm specializing in the cost of growth services and is licensed
to do business in Arizona. Our services include development fees, fiscal impact analysis, infrastructure
financing analyses, user fee/cost of service studies, capital improvement plans, and fiscal software.
TischlerBise has prepared over 900 development fee studies over the past 40 years for local governments
across the United States.
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Conceptual Development Fee Calculation
In contrast to project-level improvements, development fees fund growth-related infrastructure that will
benefit multiple development projects, or the entire service area (usually referred to as system
improvements). The first step is to determine an appropriate demand indicator for the particular type of
infrastructure. The demand indicator measures the number of service units for each unit of development.
For example, an appropriate indicator of the demand for parks is population growth and the increase in
population can be estimated from the average number of persons per housing unit. The second step in the
development fee formula is to determine infrastructure improvement units per service unit, typically called
Level of Service standards, sometimes referred to as LOS. In keeping with the park example, a common
LOS standard is improved park acres per thousand people. The third step in the development fee formula
is the cost of various infrastructure units. To complete the park example, this part of the formula would
establish a cost per acre for land acquisition and/ or park improvements.
Evaluation of Credits/Offsets
Regardless of the methodology, a consideration of credits/offsets is integral to the development of a legally
defensible development fee. There are two types of credits/offsets that should be addressed in
development fee studies and ordinances. The first is a revenue credit/offset due to possible double
payment situations, which could occur when other revenues may contribute to the capital costs of
infrastructure covered by the development fee. This type of credit/offset is integrated into the fee
calculation, thus reducing the fee amount. The second is a site-specific credit or developer reimbursement
for dedication of land or construction of system improvements. This type of credit is addressed in the
administration and implementation of the development fee program. For ease of administration,
TischlerBise normally recommends developer reimbursements for system improvements.
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DEVELOPMENT FEE REPORT
METHODOLOGY
Development fees for the necessary public services made necessary by new development must be based
on the same level of service provided to existing development in the service area. There are three basic
methodologies used to calculate development fees. They examine the past, present, and future status of
infrastructure. The objective of evaluating these different methodologies is to determine the best measure
of the demand created by new development for additional infrastructure capacity. Each method has
advantages and disadvantages in a particular situation and can be used simultaneously for different cost
components. Additionally, development fees for public services can also include the cost of professional
services for preparing IIP’s and the related Development Fee report.
Reduced to its simplest terms, the process of calculating development fees involves two main steps: (1)
determining the cost of development-related capital improvements and (2) allocating those costs equitably
to various types of development. In practice, though, the calculation of development fees can become
quite complicated because of the many variables involved in defining the relationship between
development and the need for facilities within the designated service area. The following paragraphs
discuss basic methods for calculating development fees and how those methods can be applied.
• Cost Recovery (past improvements) - The rationale for recoupment, often called cost recovery, is
that new development is paying for its share of the useful life and remaining capacity of facilities
already built, or land already purchased, from which new growth will benefit. This methodology is
often used for utility systems that must provide adequate capacity before new development can
take place.
• Incremental Expansion (concurrent improvements) - The incremental expansion method
documents current level of service standards for each type of public facility, using both quantitative
and qualitative measures. This approach assumes there are no existing infrastructure deficiencies
or surplus capacity in infrastructure. New development is only paying its proportionate share for
growth-related infrastructure. Revenue will be used to expand or provide additional facilities, as
needed, to accommodate new development. An incremental expansion cost method is best suited
for public facilities that will be expanded in regular increments to keep pace with development.
• Plan-Based (future improvements) - The plan-based method allocates costs for a specified set of
improvements to a specified amount of development. Improvements are typically identified in a
long-range facility plan and development potential is identified by a land use plan. There are two
basic options for determining the cost per demand unit: (1) total cost of a public facility can be
divided by total demand units (average cost), or (2) the growth-share of the public facility cost
can be divided by the net increase in demand units over the planning timeframe (marginal cost).
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A summary is provided in Figure 1 showing the methodology for each necessary public service, as well as
the service area and cost allocation method used to develop the IIP and calculate the development fees.
Due to the present uncertainty of development intensity, timeliness, and conveyance of State Land
property in the Fountain Hills’ service area, it is recommended that growth-related transportation impacts
be addressed both through both plan based and incremental expansion methodology.
Figure 1: Recommended Calculation Methodologies
Rounding
A note on rounding: Calculations throughout this report are based on an analysis conducted using Excel
software. Most results are discussed in the report using two, three, and four-digit places, which represent
rounded figures. However, the analysis itself uses figures carried to their ultimate decimal places;
therefore, the sums and products generated in the analysis may not equal the sum or product if the reader
replicates the calculation with the factors shown in the report (due to the rounding of figures shown, not
in the analysis).
Incremental
Expansion
Parks and
Recreation Citywide
Developed Park Land,
Park Amenities, Park
Trails
Development Fee
Report N/A Population, Jobs
Police Citywide Police Facilities Development Fee
Report N/A Population,
Vehicle Trips
Fire Citywide
Fire Stations, Fire
Apparatus, and Fire
Equipment
Development Fee
Report N/A Population, Jobs
Street Citywide
Improved
Intersections, Multi-
Use Trails
Arterial
Improvements,
Development Fee
Report
N/A VMT
Necessary
Public
Service
Service
Area Plan-Based Cost
Recovery
Cost
Allocation
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SERVICE AREAS
ARS 9-63.05 defines “service area” as follows:
Any specified area within the boundaries of a municipality in which development will be served by
necessary public services or facility expansions and within which a substantial nexus exists between
the necessary public services or facility expansions and the development being served as prescribed
in the infrastructure improvements plan.
The Town’s previous Land Use Assumptions, Infrastructure Improvement Plan, and Development Fee
Report recommended one service area, shown below in Figure 2.
Figure 2: Current Development Fee Service Areas
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Much of the land in Fountain Hills has been developed with approximately 24 percent, or 2,400, of the
9,780 developable acres remaining until the community reaches “build out,” a state of maximum
development under the adopted plan. As development of the remaining available land proceeds, it is
important to identify any additional demands, and associated costs, for services that will be utilized by
future development including the provision of adequate park and recreational space, transportation
networks, fire facilities and equipment, as well as space to accommodate public safety resources. All of the
elements incorporated into the study are intended to serve the entire Town with a standard level of service
as opposed to bounded districts or subareas. As an example, referring to Figure 3, a new residential
development in Section 2 is still likely to utilize regional recreational amenities and transportation
infrastructure located throughout Town. Furthermore, police and fire demands change over time based on
migration patterns of people and are not necessarily restricted to specific geographic sub-zones. As such,
TischlerBise recommends a townwide service area for all fees.
Figure 3: Proposed Development Fee Service Area
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CURRENT DEVELOPMENT FEES
Fountain Hills’ current development fees are shown below in Figures 4 and 5. Demand for non-utility
services (parks & recreation, police, fire, and streets) is driven by the intensity of the use on those particular
services; therefore, fees are assessed based on development type – Residential or Nonresidential; current
fees are shown in Figure 4 for Residential development and Figure 5 for Nonresidential development. It is
worth noting that there are currently no fees for street improvements or police facilities.
Figure 4: Current Residential Non-Utility Development Fees
Figure 5: Current Nonresidential Non-Utility Development Fees
Re side ntial Deve lopme nt
Unit Type Fire Parks and
Re cre ation Street Police Total
Si ngle Fami l y $300 $1 ,301 $0 $0 $1 ,6 0 1
Mul ti -Fami l y $300 $1 ,301 $0 $0 $1 ,6 0 1
De ve l opment Fee s pe r Unit
Nonre side ntial De ve l opment
L and Use Type Fi re Parks and
Re c re ation Stre e t Polic e Total
Indust rial $0 .2 4 $0 .0 0 $0 .0 0 $0 .00 $0 .24
Commerci al $0 .2 4 $0 .0 0 $0 .0 0 $0 .00 $0 .24
Insti tut i on al $0 .2 4 $0 .0 0 $0 .0 0 $0 .00 $0 .24
Offic e $0 .2 4 $0 .0 0 $0 .0 0 $0 .00 $0 .24
Assisted Li vi ng $0 .2 4 $0 .0 0 $0 .0 0 $0 .00 $0 .24
Hotel $0 .2 4 $0 .0 0 $0 .0 0 $0 .00 $0 .24
De ve lopme nt Fe e s pe r Square Foot
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PROPOSED DEVELOPMENT FEES
The proposed fees are based on a policy-level concept that development fees should fund 100 percent of
growth-related infrastructure, therefore the fees shown below represent the maximum allowable fees.
Fountain Hills may adopt fees that are less than the amounts shown; however, a reduction in development
fee revenue will necessitate an increase in other revenues, a decrease in planned capital improvements
and/or a decrease in Fountain Hills’ level-of-service standards. All costs in the Development Fee Report are
in current dollars with no assumed inflation rate over time. If cost estimates change significantly over time,
development fees should be recalibrated.
Proposed development fees are shown below in Figures 6 and 7 along with current fees in Figure 8 and 9.
Development fees for Residential development are assessed per dwelling unit, based on the type of unit.
Nonresidential development fees are assessed per square foot of floor area with the exception of hotels
and assisted living facilities which are charged on a per room or per bed basis, respectively.
Figure 6: Proposed Residential Development Fees
Figure 7: Proposed Nonresidential Development Fees
Residential Development
Development Type Fire Parks and
Recreation Street Police Total
Single Family $524 $1,941 $5,215 $86 $7,767
Multi-Family $405 $1,499 $2,597 $67 $4,567
Development Fees per Unit
Nonresidential Development
Development Type Fire Parks and
Recreation Street Police Total
Industrial $0.47 $0.57 $1.70 $0.02 $2.77
Commercial $0.68 $0.83 $7.72 $0.12 $9.35
Institutional $0.27 $0.33 $6.69 $0.10 $7.38
Office $0.87 $1.05 $3.34 $0.05 $5.30
Assisted Living (per bed)$179 $216 $891 $13 $1,298
Hotel (per room)$170 $206 $2,864 $41 $3,280
Development Fees per Square Foot
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DIFFERENCE BETWEEN PROPOSED AND CURRENT DEVELOPMENT FEES
The differences between the proposed and current development fees are displayed below in Figure 8 and
Figure 9.
Figure 8: Difference Between Proposed and Current Residential Development Fees
Figure 9: Difference Between Proposed and Current Nonresidential Development Fees
Residential Development
Unit Type Fire Parks and
Recreation Street Police Fee Change
Single Family $224 $640 $5,215 $86 $6,166
Multi-Family $105 $198 $2,597 $67 $2,966
Development Fees per Unit
Nonresidential Development
Land Use Type Fire Parks and
Recreation Street Police Fee Change
Industrial $0.23 $0.57 $1.70 $0.02 $2.53
Commercial $0.44 $0.83 $7.72 $0.12 $9.11
Institutional $0.03 $0.33 $6.69 $0.10 $7.14
Office $0.62 $1.05 $3.34 $0.05 $5.05
Assisted Living (per bed)N/A N/A N/A N/A N/A
Hotel (per room)N/A N/A N/A N/A N/A
Development Fees per Square Foot
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PARKS AND RECREATION INFRASTRUCTURE IMPROVEMENTS PLAN
ARS § 9-463.05 (T)(7)(g) defines the facilities and assets that can be included in the Parks and Recreational
Facilities IIP:
“Neighborhood parks and recreational facilities on real property up to thirty acres in area, or parks
and recreational facilities larger than thirty acres if the facilities provide a direct benefit to the
development. Park and recreational facilities do not include vehicles, equipment or that portion of
any facility that is used for amusement parks, aquariums, aquatic centers, auditoriums, arenas, arts
and cultural facilities, bandstand and orchestra facilities, bathhouses, boathouses, clubhouses,
community centers greater than three thousand square feet in floor area, environmental education
centers, equestrian facilities, golf course facilities, greenhouses, lakes, museums, theme parks,
water reclamation or riparian areas, wetlands, zoo facilities or similar recreational facilities, but
may include swimming pools.”
The Parks and Recreation Facilities IIP includes components for developed park land, park amenities, park
trails, and the cost of professional services for preparing the Parks and Recreation Facilities IIP and related
Development Fee Report. An incremental expansion methodology is used for developed park land, park
amenities, and park trails. A plan-based methodology is used for the Development Fee Report.
Service Area
The Town of Fountain Hills plans to provide a uniform level of service and equal access to parks and
recreational facilities within the Town limits. The parks and recreation programs are structured and
provided to make full use of Fountain Hills’ total inventory of facilities. Therefore, the Parks and Recreation
Facilities IIP uses a townwide service area.
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Proportionate Share
ARS § 9-463.05 (B)(3) states that the development fee shall not exceed a proportionate share of the cost
of necessary public services needed to accommodate new development. TischlerBise recommends peak
daytime population as a reasonable indicator of the potential demand for Parks and Recreational Facilities
from residential and nonresidential development. According to the U.S. Census Bureau web application
OnTheMap, there were 2,929 inflow commuters in 2015, which is the number of persons who work in
Fountain Hills but live outside the Town. OnTheMap is a web-based mapping and reporting application that
shows where workers are employed and where they live. It describes geographic patterns of jobs by their
employment locations and residential locations as well as the connections between the two locations.
OnTheMap was developed through a unique partnership between the U.S. Census Bureau and its Local
Employment Dynamics (LED) partner states. OnTheMap data is used, as shown in Figure PK1, to derive
functional population shares for Fountain Hills. The estimated peak population in 2015, which includes
seasonal residents, was 28,282 persons. The study uses 2015 data because this the most recent year
available for inflow/outflow data.
As shown in Figure PK1, the proportionate share is based on cumulative impact days per year with residents
potentially impacting parks and recreational facilities 365 days per year. Inflow commuters potentially
impact park and recreational facilities 250 days per year, assuming 5 workdays per week multiplied by 50
weeks per year. For parks and recreational facilities, residential development generates 93 percent of
demand and nonresidential development generates the remaining seven percent of demand.
Figure PK1: Daytime Population in 2015
Fountain Hills
Re side nts
Inflow
Commute rs Reside ntial1 Nonre side ntial2 Total Re side ntial Nonre side ntial
2 8 ,28 2 2 ,929 10,3 22,9 28 732 ,250 11,0 55,1 78 93 %7 %
1. Day s per Year = 365 365
2. Day s per Year = 250 (5 Day s per Week x 50 Week s per Year)250
Cost Alloc ation for ParksCumulative Impact Days pe r Ye ar
S ource: Maricopa Association of Gov erments 2015 Population Estimate; TischlerBise Peak Population Analysis; U.S. Census Bureau, OnTheMap
6.1.1 Application, 2015.
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RATIO OF SERVICE UNITS TO DEVELOPMENT UNITS
ARS § 9-463.05(E)(4) requires:
“A table establishing the specific level or quantity of use, consumption, generation or discharge of
a service unit for each category of necessary public services or facility expansions and an
equivalency or conversion table establishing the ratio of a service unit to various types of land uses,
including residential, commercial and industrial.”
Figure PK2 displays the demand indicators for residential and nonresidential land uses. For residential
development, the table displays the persons per household for single-family (or single unit) and multi-
family units. For nonresidential development, the table displays the number of employees per thousand
square feet of floor area for four different types of nonresidential development.
Figure PK2: Parks and Recreational Facilities Ratio of Service Unit to Development Unit
ANALYSIS OF CAPACITY, USAGE, AND COSTS OF EXISTING PUBLIC SERVICES
ARS § 9-463.05(E)(1) requires:
“A description of the existing necessary public services in the service area and the costs to upgrade,
update, improve, expand, correct or replace those necessary public services to meet existing needs
and usage and stricter safety, efficiency, environmental or regulatory standards, which shall be
prepared by qualified professionals licensed in this state, as applicable.”
ARS § 9-463.05(E)(2) requires:
“An analysis of the total capacity, the level of current usage and commitments for usage of capacity
of the existing necessary public services, which shall be prepared by qualified professionals licensed
in this state, as applicable.”
Single Family 2.15
Multi-Family 1.66
Source: Land Use Assumptions
Industrial 1.63
Commercial 2.34
Institutional 0.93
Office 2.28
Assisted Living (per bed)0.61
Hotel (per room)0.58
Source: Institute of Transportation Engineers, 2017.
Type Jobs per 1,000 Square
Feet
Housing Type Persons Per Household
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Developed Park Land – Incremental Expansion
The summary of developed neighborhood and community park land in Fountain Hills is displayed in Figure
PK3. Town-owned golf courses, regional parks, retention ponds, and conservation parks were excluded
from the inventory. Fountain Hills has a total of 127 acres of developed park land.
Figure PK3: Developed Park Land Inventory
The level of service for residential development is 0.00410 acres per resident, which is found by multiplying
the total number of acres (127) by the residential proportionate share (93 percent) and dividing this total
by the 2018 peak population (28,840). The nonresidential level of service is 0.00161 acres per job, which is
found by multiplying the total number of acres (127) by the nonresidential proportionate share (7 percent)
and dividing this total by the number of jobs in 2018 (5,521). The analysis uses a developed cost of $40,000
per acre – this includes infrastructure costs and excludes land acquisition costs. Multiplying the average
cost per developed acre of park land ($40,000) by the residential and nonresidential levels of service results
in a cost of $163.81 per person and $64.41 per job. Note that while the LOS standards shown are rounded
to the fifth decimal place, the analysis does not round these figures.
Description Developed
Acres
Desert Vista Park 12.0
Fountain Park 65.0
Four Peaks Park 14.0
Golden Eagle Park 25.0
Avenue Plaza 3.0
Botanical Garden Preserve 8.0
Total 127.0
Developed Cost per Acre1 $40,000
Existing Developed Acres 127.0
Residential Share 93%
2018 Peak Population 28,840
Developed Acres per Person 0.00410
Cost per Person $163.81
Nonresidential Share 7%
2018 Jobs 5,521
Developed Acres per Job 0.00161
Cost per Job $64.41
1. Includes infrastructure costs but excludes acquisition costs.
Cost Allocation Factors
Level-of-Service Standards
Residential
Nonresidential
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Fountain Hills, Arizona
15
Park Amenities – Incremental Expansion
Fountain Hills’ park amenities inventory is displayed in Figure PK4. Fountain Hills parks have 70 amenities,
which have a total replacement cost of about $22.1 million. Dividing the total replacement cost by the total
number of amenities yields an average cost per amenity of $315,757 as shown in Figure PK4.
Figure PK4: Park Amenities Inventory
Description Units Unit Cost Replacement
Cost
GE-Softball Fields 3 $725,000 $2,175,000
GE-Baseball Fields 1 $625,000 $625,000
GE-Tennis Courts 4 $108,000 $432,000
GE-Basketball Courts 2 $120,000 $240,000
GE-Vollyball Courts 2 $24,000 $48,000
GE-Playgrounds (0-5 YO)1 $125,000 $125,000
GE-Playgrounds (5-12 YO)1 $230,000 $230,000
GE-Ramada (Saguaro)1 $168,000 $168,000
GE-Ramada (Ocotillo)1 $84,000 $84,000
GE-Ramada (Cottonwood)1 $84,000 $84,000
GE-Restrooms 1 $420,000 $420,000
GE-Parking Lot 3 $525,938 $1,577,814
FP-Splash Pad 1 $480,000 $480,000
FP-Great Lawn 1 $475,000 $475,000
FP-Red Yucca Lawn 1 $475,000 $475,000
FP-Golden Barrel Lawn 1 $475,000 $475,000
FP-Disk Golf 1 $15,284 $15,284
FP-Walking Path 1 $380,284 $380,284
FP-Restrooms 1 $420,000 $420,000
FP-Playground (2-5 YO)1 $125,000 $125,000
FP-Musical Playground 1 $230,000 $230,000
FP-Playground (5-12 YO)1 $230,000 $230,000
FP-Ramada (Kiwanis)1 $168,000 $168,000
FP-Ramada (Red Yucca)1 $84,000 $84,000
FP-Ramada (Chuparosa)1 $84,000 $84,000
FP-Ramada (Golden Barrel)1 $84,000 $84,000
FP-Ramada (Ironwood)1 $84,000 $84,000
FP-Parking Lot 2 $525,938 $1,051,876
4P-Multi Use Field 2 $475,000 $950,000
4P-Parking Lot 2 $525,938 $1,051,876
4P-Playground (5-12 YO)2 $230,000 $460,000
4P-Ramada 1 $84,000 $84,000
4P-Restrooms 1 $420,000 $420,000
4P-Softball Field 2 $825,000 $1,650,000
4P-Foot Bridge 1 $750,000 $750,000
4P-Tennis Court 2 $108,000 $216,000
DV-Dog Park 1 $650,000 $650,000
DV-Multi Use Field 3 $475,000 $1,425,000
DV-Parking Lot 1 $525,938 $525,938
DV-Playground (5-12 YO)1 $230,000 $230,000
DV-Ramada 8 $84,000 $672,000
DV-Restroom 1 $420,000 $420,000
DV-Skate Park 1 $414,000 $414,000
Adero-Restrooom 1 $420,000 $420,000
Adero-Parking Lot 1 $525,938 $525,938
Adero-Ramada 1 $168,000 $168,000
Total 70 $315,757 $22,103,010
1. Parks and Recreation Department, City of Fountain Hills.
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16
The current residential level of service is 0.00226 amenities per resident, which was obtained by
multiplying the 70 amenities by the residential proportionate share (93 percent) and dividing this amount
by the current population (28,840). Similarly, the nonresidential level of service is 0.00089 units per job
(5,521). Multiplying the average cost per amenity ($315,757) by the residential and nonresidential levels
of service results in a cost of $712.75 per person and $280.24 per job. Note that while the LOS standards
shown are rounded to the fifth decimal place, the analysis does not round these figures. Therefore, the
cost analysis calculations may not produce the same result if the reader replicates the calculations using
the factors shown (due to the rounding of figures shown, not in the analysis).
Figure PK5: Park Amenities Inventory and Level-of-Service Standards
Cost per Amenity $315,757
Existing Amenities 70
Residential Share 93%
2018 Peak Population 28,840
Amenities per Person 0.00226
Cost per Person $712.75
Nonresidential Share 7%
2018 Jobs 5,521
Amenities per Job 0.00089
Cost per Job $280.24
Cost Allocation Factors
Level-of-Service Standards
Residential
Nonresidential
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Fountain Hills, Arizona
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Park Trails – Incremental Expansion
As shown in Figure PK6, the Town of Fountain Hills has three distinct offerings of recreational trails located
at the Botanical Gardens, the Lake Overlook Preserve, and throughout the McDowell Mountain area. The
facilities total almost 10 miles of trails which are supported in part by a robust volunteer organization. This
results in a level of service of 1.66857 linear feet of trails per person and 0.65604 linear feet per job.
Multiplying the levels of service by the residential and nonresidential proportionate shares and the cost
per linear foot ($9.28) results in a park trail cost per service unit of $15.48 per person and $6.09 per job.
Note that while the LOS Standards shown are rounded to the fifth decimal place, the analysis does not
round these figures. Therefore, the cost analysis calculations may not produce the same result if the reader
replicates the calculations using the factors shown (due to the rounding of figures shown, not in the
analysis).
Figure PK6: Park Trails Inventory Summary and Level-of-Service Standards
Description Linear Feet
Botanical Garden Trail 3,168
Lake Overlook Preserve Trail 7,920
FH McDowell Mountain Trail 40,656
Total 51,744
Cost per Linear Foot1 $9.28
Existing Park Trails (Linear Feet)51,744
Residential Share
2018 Peak Population
Linear Feet per Person
Cost per Person
Nonresidential Share
2018 Jobs
Linear Feet per Job
Cost per Job
1. Regional Analysis.
$6.09
Residential
Nonresidential
$15.48
93%
28,840
1.66857
Cost Allocation Factors
Level-of-Service Standards
7%
5,521
0.65604
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Development Fee Report – Plan-Based
The cost to prepare the Parks and Recreation IIP and Development Fees totals $12,480. Fountain Hills plans
to update its report every five years. Based on this cost, proportionate share, and five-year projections of
new development from the Land Use Assumptions document, the cost per person is $10.97 and the cost
per job is $1.80.
Figure PK7: Development Fee Report Cost Allocation
PROJECTED DEMAND FOR SERVICES AND COSTS
ARS § 9-463.05(E)(5) requires:
“The total number of projected service units necessitated by and attributable to new development
in the service area based on the approved land use assumptions and calculated pursuant to
generally accepted engineering and planning criteria.”
As shown in Figure PK8, the Land Use Assumptions projects an additional 2,163 persons and 872 jobs over
the next 10 years.
ARS § 9-463.05(E)(6) requires:
“The projected demand for necessary public services or facility expansions required by new service
units for a period not to exceed ten years.”
These projected service units are multiplied by the current levels of service for the IIP components shown
in Figures PK8-PK10. New development will demand an additional 10.3 acres of developed park land, 5.7
additional park amenities, and 4,181 linear feet of new trails over the next 10 years. The park
improvements and recreational facility totals demanded by new development multiplied by the respective
costs suggests the Town will need to spend $2.185 million on new park improvements to accommodate
projected demand, as shown in the bottom of Figure PK11.
Necessary
Public Service Cost Demand Unit 2018 2023 Change Cost per
Demand Unit
Residential 93%Population 28,840 29,898 1,058 $10.97
Nonresidential 7%Jobs 5,521 6,008 487 $1.80
Parks and
Recreation $12,480
Proportionate Share
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Figure PK8: Projected Demand for Developed Park Land
Figure PK9: Projected Demand for Park Amenities
Demand
Unit Cost per Acre
0.00410 Developed
Acres per Person
0.00161 Developed
Acres per Job
Year Population Jobs Residential
Acres
Nonresidential
Acres
Total
Acres
2018 28,840 5,521 118.1 8.9 127.0
2019 29,048 5,600 119.0 9.0 128.0
2020 29,258 5,789 119.8 9.3 129.1
2021 29,470 5,861 120.7 9.4 130.1
2022 29,683 5,934 121.6 9.6 131.1
2023 29,898 6,008 122.4 9.7 132.1
2024 30,115 6,083 123.3 9.8 133.1
2025 30,334 6,159 124.2 9.9 134.1
2026 30,555 6,236 125.1 10.0 135.2
2027 30,778 6,314 126.0 10.2 136.2
2028 31,003 6,393 127.0 10.3 137.3
10-Yr Increase 2,163 872 8.9 1.4 10.3
$354,274 $56,169 $410,443 Growth-Related Expenditures
Level of ServiceType of
Infrastructure
Need for Developed Park Land
$40,000Developed Park Land
Demand
Unit Cost per Unit
0.00226 Units per Person
0.00089 Units per Job
Year Population Jobs Residential
Units
Nonresidential
Units
Total
Units
2018 28,840 5,521 65.1 4.9 70.0
2019 29,048 5,600 65.6 5.0 70.5
2020 29,258 5,789 66.0 5.1 71.2
2021 29,470 5,861 66.5 5.2 71.7
2022 29,683 5,934 67.0 5.3 72.3
2023 29,898 6,008 67.5 5.3 72.8
2024 30,115 6,083 68.0 5.4 73.4
2025 30,334 6,159 68.5 5.5 73.9
2026 30,555 6,236 69.0 5.5 74.5
2027 30,778 6,314 69.5 5.6 75.1
2028 31,003 6,393 70.0 5.7 75.7
10-Yr Increase 2,163 872 4.9 0.8 5.7
$1,541,442 $244,390 $1,785,832
Need for Park Amenities
Park Amenities $315,757
Growth-Related Expenditures
Type of
Infrastructure Level of Service
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Figure PK10: Projected Demand for Park Trails
De mand
Uni t
Cost per
Line ar Foot
1 .66 85 7 L i near Feet per Person
0 .65 60 4 L i near Feet per J ob
Ye ar Population Jobs Re side ntial
Linear Fe e t
Nonreside ntial
Linear Fee t
Total
Line ar Fee t
2 0 18 2 8,8 40 5,5 21 4 8,1 22 3,62 2 51 ,7 4 4
2 0 19 2 9,0 48 5,6 00 4 8,4 69 3,67 4 52 ,1 4 3
2 0 20 2 9,2 58 5,7 89 4 8,8 19 3,79 8 52 ,6 1 7
2 0 21 2 9,4 70 5,8 61 4 9,1 72 3,84 5 53 ,0 1 7
2 0 22 2 9,6 83 5,9 34 4 9,5 28 3,89 3 53 ,4 2 1
2 0 23 2 9,8 98 6,0 08 4 9,8 87 3,94 1 53 ,8 2 9
2 0 24 3 0,1 15 6,0 83 5 0,2 50 3,99 1 54 ,2 4 0
2 0 25 3 0,3 34 6,1 59 5 0,6 15 4,04 0 54 ,6 5 5
2 0 26 3 0,5 55 6,2 36 5 0,9 84 4,09 1 55 ,0 7 5
2 0 27 3 0,7 78 6,3 14 5 1,3 55 4,14 2 55 ,4 9 8
2 0 28 3 1,0 03 6,3 93 5 1,7 30 4,19 4 55 ,9 2 5
1 0-Yr Increase 2,1 63 8 72 3,6 09 57 2 4 ,1 8 1
$33 ,48 9 $5 ,30 9 $3 8 ,79 8
Type of
Infrastruc ture L eve l of Se rvice
Park Trai l s $9 .28
Growth-Re late d Expe nditure s
Ne ed for Park Trails
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PARKS AND RECREATION FACILITIES IIP
ARS § 9-463.05(E)(3) requires:
“A description of all or the parts of the necessary public services or facility expansions and their
costs necessitated by and attributable to development in the service area based on the approved
land use assumptions, including a forecast of the costs of infrastructure, improvements, real
property, financing, engineering and architectural services, which shall be prepared by qualified
professionals licensed in this state, as applicable.”
Potential Parks and Recreation Facilities that Fountain Hills may use development fees for in order to
accommodate new development over the next 10 years are shown in Figure PK11.
Figure PK11: Parks & Recreation Facilities Infrastructure Improvements Plan
Necessary Public Services Timeframe Cost
Developed Park Land 2019-2028 $410,443
Park Amenities 2019-2028 $1,785,832
Park Trails 2019-2028 $38,798
Total 2,235,073
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PARKS AND RECREATION FACILITIES DEVELOPMENT FEES
Revenue Credit/Offset
A revenue credit/offset is not necessary for the Parks and Recreation Facilities development fees because
10-year growth costs exceed the amount of revenue that is projected to be generated by development
fees according to the Land Use Assumptions, as shown in Figure PK13.
Proposed Parks and Recreation Facilities Development Fees
Infrastructure standards and cost factors for Parks and Recreation Facilities, including developed park land,
park amenities, park trails, and the professional services cost for the IIP and Development Fee Report are
summarized at the top of Figure PK12. The cost per service unit for Parks and Recreation Facilities
development fees is $903.02 per person and $352.53 per job.
Parks and Recreation Facilities development fees for residential development are assessed according to
the number of persons per household. For example, the single-family fee of $1,941 is calculated using a
cost per service unit of $903.02 per person multiplied by a demand unit of 2.15 persons per household.
Nonresidential development fees are calculated using jobs as the service unit. The fee of $0.83 per square
foot of commercial development is derived from a cost per service unit of $352.53 per job multiplied by a
demand unit of 2.34 jobs per 1,000 square feet, divided by 1,000 square feet.
Figure PK12: Proposed Parks and Recreation Facilities Development Fees
Fee Component Cost
per Person
Cost
per Job
Developed Park Land $163.81 $64.41
Park Amenities $712.75 $280.24
Park Trails $15.48 $6.09
Development Fee Report $10.97 $1.80
Total $903.02 $352.53
Residential Development
Development Type Persons per
Household 1
Proposed
Fees
Current
Fees
Increase /
Decrease
Single Family 2.15 $1,941 $1,301 $640
Multi-Family 1.66 $1,499 $1,301 $198
Nonresidential Development
Development Type Jobs per
1,000 Sq Ft1
Proposed
Fees
Current
Fees
Increase /
Decrease
Industrial 1.63 $0.57 $0.00 $0.57
Commercial 2.34 $0.83 $0.00 $0.83
Institutional 0.93 $0.33 $0.00 $0.33
Office 2.97 $1.05 $0.00 $1.05
Assisted Living (per bed) 0.61 $216 N/A N/A
Hotel (per room)0.58 $206 N/A N/A
1. See Land Use Assumptions
Development Fees per Unit
Development Fees per Square Foot
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FORECAST OF PARKS AND RECREATION FACILITIES DEVELOPMENT FEE REVENUES
Appendix B contains the forecast of revenues required by Arizona’s Enabling Legislation. The top of Figure
PK13 summarizes the growth-related cost of infrastructure in Fountain Hills over the next 10 years
(approximately $2,247,553 for Parks and Recreation Facilities). Fountain Hills should receive approximately
$2,246,734 in Parks and Recreation Facilities development fee revenue over the next 10 years if actual
development matches the Land Use Assumptions.
Figure PK13: Projected Parks and Recreation Facilities Development Fee Revenue
Growth Share Existing Share Total
Developed Park Land $410,443 $0 $410,443
Park Amenities $1,785,832 $0 $1,785,832
Park Trails $38,798 $0 $38,798
Development Fee Report $12,480 $0 $12,480
Total $2,247,553 $0 $2,247,553
Residential Industrial Commercial Institutional Office
$1,851 $0.57 $0.83 $0.33 $1.05
per unit per sq. ft. per sq. ft. per sq. ft. per sq. ft.
Housing Units KSF KSF KSF KSF
Base 2018 13,268 280 1,212 505 593
Year 1 2019 13,369 282 1,226 514 604
Year 2 2020 13,472 284 1,255 540 636
Year 3 2021 13,575 285 1,273 551 642
Year 4 2022 13,679 286 1,291 563 647
Year 5 2023 13,784 288 1,310 575 653
Year 6 2024 13,890 289 1,330 587 659
Year 7 2025 13,997 290 1,349 599 664
Year 8 2026 14,105 291 1,369 611 670
Year 9 2027 14,213 292 1,389 624 676
Year 10 2028 14,323 293 1,409 637 682
1,055 13 197 132 89
$1,940,811 $7,439 $162,318 $43,151 $93,014
$2,246,734
$2,247,553
Fee Component
Projected Fee Revenue
Total Expenditures
10-Year Increase
Year
Projected Revenue
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POLICE FACILITIES INFRASTRUCTURE IMPROVEMENTS PLAN
ARS § 9-463.05 (T)(7)(f) defines the facilities and assets that can be included in the Police Facilities IIP:
“Fire and police facilities, including all appurtenances, equipment and vehicles. Fire and police
facilities do not include a facility or portion of a facility that is used to replace services that were
once provided elsewhere in the municipality, vehicles and equipment used to provide administrative
services, helicopters or airplanes or a facility that is used for training firefighters or officers from
more than one station or substation.”
The Police Facilities IIP and Development Fees includes components for police facilities and the cost of
professional services for preparing the Police Facilities IIP and related Development Fee Report. An
incremental expansion methodology is used for police facilities and a plan-based methodology is used for
the Development Fee Report.
Service Area
The Town of Fountain Hills’ Police Department (contracted through Sherriff) strives to provide a uniform
response time townwide. Therefore, the Police Facilities IIP uses a townwide service area.
Proportionate Share
ARS § 9-463.05 (B)(3) states that the development fee shall not exceed a proportionate share of the cost
of necessary public services needed to accommodate new development. TischlerBise recommends
functional population to allocate the cost of police facilities to residential and nonresidential development.
Functional population is similar to what the U.S. Census Bureau calls "daytime population," by accounting
for people living and working in a jurisdiction, but also considers commuting patterns and time spent at
home and at nonresidential locations. OnTheMap is a web-based mapping and reporting application that
shows where workers are employed and where they live. It describes geographic patterns of jobs by their
employment locations and residential locations as well as the connections between the two locations.
OnTheMap was developed through a unique partnership between the U.S. Census Bureau and its Local
Employment Dynamics (LED) partner states. OnTheMap data is used, as shown in Figure P1, to derive
Functional Population shares for Fountain Hills.
Residents that do not work are assigned 20 hours per day to residential development and 4 hours per day
to nonresidential development (annualized averages). Residents that work in Fountain Hills are assigned
14 hours to residential development and 10 hours to nonresidential development. Residents that work
outside Fountain Hills are assigned 14 hours to residential development. Inflow commuters are assigned
10 hours to nonresidential development. Based on 2015 functional population data for Fountain Hills, the
cost allocation for residential development is 81 percent while nonresidential development accounts for
19 percent of the demand for police facilities.
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Figure P1: Police Proportionate Share
RATIO OF SERVICE UNITS TO DEVELOPMENT UNITS
ARS § 9-463.05(E)(4) requires:
“A table establishing the specific level or quantity of use, consumption, generation or discharge of
a service unit for each category of necessary public services or facility expansions and an
equivalency or conversion table establishing the ratio of a service unit to various types of land uses,
including residential, commercial/retail, industrial, and office/other services.”
Figure P2 displays the ratio of service units to various types of land uses for residential and nonresidential
development. The residential development table displays the persons per household for single-family (or
single unit) and multi-family units.
Nonresidential development fees are calculated using vehicle trips per square foot as the service unit.
TischlerBise recommends using vehicle trips as the best demand indicator for nonresidential police
facilities. Vehicle trips per square foot are used for nonresidential development because of the correlation
between trips and service demands and are highest for commercial development, and lowest for industrial
development. Office and institutional ratios fall between the other two categories. This ranking of trips per
square foot is consistent with the relative demand for police from nonresidential development. Other
possible nonresidential demand indicators, such as jobs per square foot ratios, may not accurately reflect
the demand for service in Fountain Hills. Vehicle Trips per square foot are derived from the reference book
Trip Generation published by the Institute of Transportation Engineers (ITE 10th Edition 2017).
De mand Pe rson Proportionate
Hours/Day Hours Share
Reside ntial
Peak Popul ati on 28 ,28 2
Resi dents Not Worki ng 19 ,12 7 20 3 8 2,5 40
Employed Resi dents 9 ,15 5
Employed i n Servi ce Area 1,495 14 2 0,9 30
Employed outsi de Servi c e Area 7,660 14 1 0 7,2 40
Resi denti al Subtotal 5 1 0,7 10 81 %
Nonre sidential
Non-working Resi dent s 19 ,12 7 4 7 6,5 08
J obs in Servi ce Area 4 ,42 4
Resi dents Empl oyed i n Servi c e Area 1,495 10 1 4,9 50
Non-Resi dent Workers (i nfl ow Commuters)2,929 10 2 9,2 90
Nonresi denti al Subtotal 1 2 0,7 48 19 %
TOTAL 6 3 1,4 58 100 %
Source: Maricopa Ass ociation of G overnments 2 0 1 5 Population Estimate, Fountain Hills; U.S. Cens us Bureau, OnTheMap 6.5 Application, 2 0 1 5 .
De mand Units in 2 0 15
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Figure P2: Police Facilities Ratio of Service Unit to Development Unit
ANALYSIS OF CAPACITY, USAGE, AND COSTS OF EXISTING PUBLIC SERVICES
ARS § 9-463.05(E)(1) requires:
“A description of the existing necessary public services in the service area and the costs to upgrade,
update, improve, expand, correct or replace those necessary public services to meet existing needs
and usage and stricter safety, efficiency, environmental or regulatory standards, which shall be
prepared by qualified professionals licensed in this state, as applicable.”
ARS § 9-463.05(E)(2) requires:
“An analysis of the total capacity, the level of current usage and commitments for usage of capacity
of the existing necessary public services, which shall be prepared by qualified professionals licensed
in this state, as applicable.”
De ve lopment Type Persons pe r
Household1
Singl e Fami l y 2 .15
Mul t i-Fami ly 1 .66
De ve lopment Type Ave rage We e kday
V e hicle Trip Ends1
Trip Rate
Adjustme nt
Average We e kday
V e hicle Trips
Industri al 4 .96 50 %2.4 8
Commerci al 3 7 .7 5 33 %1 2.4 6
Inst ituti onal 1 9 .5 2 50 %9.7 6
Offi ce 9 .74 50 %4.8 7
Assi sted Li vi ng (per bed)2 .60 50 %1.3 0
Hot el (per room)8 .36 50 %4.1 8
1. S ee Land Use Assumptions
Re side ntial Deve l opme nt
Nonreside ntial Deve lopme nt
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Police Facilities – Incremental Expansion
Police services are provided by the Maricopa County Sherriff department; however, the Town provides the
approximately 4,900 square feet of operational facilities for the local service. The incremental expansion
methodology is used to calculate the facility portion of the fee, with new development mai ntaining the
current infrastructure standards.
As shown in Figure P3, the level of service for residential development is 0.1376 square feet per person,
and the nonresidential level of service is 0.0394 square feet per vehicle trip. This is determined by
multiplying the total square footage by the proportionate share factors (81 percent for residential and 19
percent for nonresidential), and then dividing the respective totals by the current service units (28,840
persons for residential and 23,608 vehicle trips for nonresidential). The Town’s current cost estimates for
new police facility construction are $222 per square foot, which is used as the replacement cost for the
Town’s existing police facilities. The levels of service are thus multiplied by the replacement cost per square
foot ($222), yielding costs per service unit of $30.55 per person and $8.75 per trip. Note that while the LOS
Standards shown are rounded to the fourth decimal place, the analysis does not round these figures.
Therefore, the cost analysis calculations may not produce the same result if the reader replicates the
calculations using the factors shown (due to the rounding of figures shown, not in the analysis).
Figure P3: Police Facilities and Level of Service Standards
De sc ripti on Square Fe e t
P ol i c e Fac i l i ty 4 ,9 0 0
Total 4 ,9 0 0
Cost per Square Foot $2 2 2
Exi sti ng Square Feet 4 ,9 0 0
Resi dent i al Share 8 1 %
2 0 1 8 Peak Popu l at i on 2 8 ,8 4 0
Square Feet per Person 0 .1 3 7 6
Cost pe r Pe rson $3 0 .5 5
Nonresi denti al Share 1 9 %
2 0 1 8 Vehi c l e Tri ps 2 3 ,6 0 8
Square Feet per Vehi c l e Tri p 0 .0 3 9 4
Cost pe r V e hicle Tri p $8 .7 5
Cost Al loc ation Fac tors
Le ve l-of-Se rvic e Standards
Resi denti al
Nonresi denti al
Source: Town of F ountain Hills 2005 construction cost
adjusted to 2019 dollars.
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Development Fee Report – Plan-Based
The cost to prepare the Police Facilities IIP and related Development Fee Report totals $12,480. Fountain
Hills plans to update its report every five years. Based on this cost, proportionate share, and five-year
projections of new residential and nonresidential development from the Land Use Assumptions document,
the cost per person is $9.55 and the cost per trip is $1.07.
Figure P4: Development Fee Report Cost Allocation
PROJECTED SERVICE UNITS AND PROJECTED DEMAND FOR SERVICES
ARS § 9-463.05(E)(5) requires:
“The total number of projected service units necessitated by and attributable to new development
in the service area based on the approved land use assumptions and calculated pursuant to
generally accepted engineering and planning criteria.”
The Land Use Assumptions projects an additional 2,163 persons and 4,209 new vehicle trips over the next
10 years, as shown in Figure P5.
ARS § 9-463.05(E)(6) requires:
“The projected demand for necessary public services or facility expansions required by new service
units for a period not to exceed ten years.”
As shown in Figure P5, this new development will demand approximately 464 square feet of police
facilities. The 10-year total of the projected demand for new police facilities is multiplied by the cost per
square foot to determine the total cost to accommodate projected demand over the next 10 years. The
projected demand for additional police facilities will cost approximately $102,924.
Necessary
Public Service Cost Demand Unit 2018 2023 Change Cost per
Demand Unit
Residential 81%Population 28,840 29,898 1,058 $9.55
Nonresidential 19%Vehicle Trips 23,608 25,826 2,217 $1.07Police$12,480
Proportionate Share
DRAFT Land Use Assumptions, IIP, and Development Fee Report
Fountain Hills, Arizona
29
Figure P5: Projected Demand for Police Facilities
POLICE FACILITIES IIP
ARS § 9-463.05(E)(3) requires:
“A description of all or the parts of the necessary public services or facility expansions and their
costs necessitated by and attributable to development in the service area based on the approved
land use assumptions, including a forecast of the costs of infrastructure, improvements, real
property, financing, engineering and architectural services, which shall be prepared by qualified
professionals licensed in this state, as applicable.”
Potential Police Facilities that Fountain Hills may use development fees for in order to accommodate new
development over the next 10 years are shown in Figure P6.
Figure P6: Necessary Police Improvements and Expansions (10-Yr Total)
De mand
Unit
Cost pe r
Square Foot
0 .137 6 Square Feet per Person
0 .039 4 Square Feet per Vehi cl e Tri p
Ye ar Popul ati on V e hic le Trips Re si de ntial Nonre side ntial Total
Square Feet
2 0 1 8 28,8 4 0 2 3 ,608 3,9 6 9 931 4,9 0 0
2 0 1 9 29,0 4 8 2 3 ,930 3,9 9 8 944 4,9 4 1
2 0 2 0 29,2 5 8 2 4 ,706 4,0 2 6 974 5,0 0 1
2 0 2 1 29,4 7 0 2 5 ,069 4,0 5 6 989 5,0 4 4
2 0 2 2 29,6 8 3 2 5 ,438 4,0 8 5 1 ,003 5,0 8 8
2 0 2 3 29,8 9 8 2 5 ,826 4,1 1 5 1 ,018 5,1 3 3
2 0 2 4 30,1 1 5 2 6 ,224 4,1 4 4 1 ,034 5,1 7 9
2 0 2 5 30,3 3 4 2 6 ,604 4,1 7 5 1 ,049 5,2 2 4
2 0 2 6 30,5 5 5 2 7 ,002 4,2 0 5 1 ,065 5,2 7 0
2 0 2 7 30,7 7 8 2 7 ,410 4,2 3 6 1 ,081 5,3 1 7
2 0 2 8 31,0 0 3 2 7 ,818 4,2 6 7 1 ,097 5,3 6 4
1 0 -Yr Increase 2,1 6 3 4 ,209 2 9 8 166 4 6 4
$6 6 ,0 7 3 $36,8 5 1 $1 0 2 ,9 2 4 Growth-Re late d Expe nditures
Type of
Infrastruc ture Le ve l of Se rvice
Pol ic e Facil iti es $2 2 2
Demand for Polic e Fac il itie s
Ne ce ssary Public Se rvice s Timeframe Cost
Pol i c e Fac i l i ties 2023-2028 $10 2 ,924
DRAFT Land Use Assumptions, IIP, and Development Fee Report
Fountain Hills, Arizona
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POLICE FACILITIES DEVELOPMENT FEES
Revenue Credit/Offset
A revenue credit/offset is not necessary for the Police Facilities development fees because 10-year growth
costs do not exceed the amount of revenue that is projected to be generated by development fees
according to the Land Use Assumptions, as shown in Figure P8.
Proposed Police Facilities Development Fees
Infrastructure standards and cost factors for Police Facilities are summarized at the top of Figure P7. The
cost per service unit for Police Facilities development fees is $40.11 per person and $9.82 per trip.
Police Facilities development fees for residential development are assessed according to the number of
persons per household. For example, the single-family fee of $86 is calculated using a cost per service unit
of $40.11 per person multiplied by a demand unit of 2.15 persons per household. Nonresidential
development fees are calculated using vehicle trips as the service unit. The fee of $0.12 per square foot of
commercial development is derived from a cost per service unit of $9.82 per vehicle trip end multiplied by
a demand unit of 37.75 vehicle trip ends per 1,000 square feet, multiplied by a trip rate adjustment of 33
percent, divided by 1,000 square feet.
Figure P7: Proposed Police Facilities Development Fees
Fee Component Cost
per Person
Cost per
Vehicle Trip
Police Facilities $30.55 $8.75
Development Fee Report $9.55 $1.07
Total $40.11 $9.82
Residential Development
Development Type Persons per
Household1
Proposed
Fees
Current
Fees
Increase /
Decrease
Single Family 2.15 $86 $0 $86
Multi-Family 1.66 $67 $0 $67
Nonresidential Development
Development Type
Avg Weekday
Veh Trip
Ends1
Trip Rate
Adjustment
Proposed
Fees
Current
Fees
Increase /
Decrease
Industrial 4.96 50%$0.02 $0.00 $0.02
Commercial 37.75 33%$0.12 $0.00 $0.12
Institutional 19.52 50%$0.10 $0.00 $0.10
Office 9.74 50%$0.05 $0.00 $0.05
Assisted Living (per bed)2.60 50%$13 N/A N/A
Hotel (per room)8.36 50%$41 N/A N/A
1. See Land Use Assumptions
Development Fees per Unit
Development Fees per Square Foot
DRAFT Land Use Assumptions, IIP, and Development Fee Report
Fountain Hills, Arizona
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FORECAST OF POLICE FACILITIES DEVELOPMENT FEE REVENUES
Appendix B contains the forecast of revenues required by Arizona’s Enabling Legislation. Revenue
projections shown below assume implementation of the proposed Police Facilities development fees and
that development over the next 10 years is consistent with the Land Use Assumptions. To the extent the
rate of development either accelerates or slows down, there will be a corresponding change in the
development fee revenue. As shown in Figure P8, the 10-year growth costs of police facilities total
approximately $115,404, and approximately $115,394 will be collected from development fees.
Figure P8: Projected Police Facilities Development Fee Revenue
Growth Share Existing Share Total
Police Facilities $102,924 $0 $102,924
Development Fee Report $12,480 $0 $12,480
Total $115,404 $0 $115,404
Residential Industrial Commercial Institutional Office
$82 $0.02 $0.12 $0.10 $0.05
per unit per sq. ft. per sq. ft. per sq. ft. per sq. ft.
Housing Units KSF KSF KSF KSF
Base 2018 13,268 280 1,212 505 593
Year 1 2019 13,369 282 1,226 514 604
Year 2 2020 13,472 284 1,255 540 636
Year 3 2021 13,575 285 1,273 551 642
Year 4 2022 13,679 286 1,291 563 647
Year 5 2023 13,784 288 1,310 575 653
Year 6 2024 13,890 289 1,330 587 659
Year 7 2025 13,997 290 1,349 599 664
Year 8 2026 14,105 291 1,369 611 670
Year 9 2027 14,213 292 1,389 624 676
Year 10 2028 14,323 293 1,409 637 682
1,055 13 197 132 89
$76,182 $304 $22,790 $12,009 $4,107
$115,394
$115,404Total Expenditures
Fee Component
Projected Fee Revenue
10-Year Increase
Year
Projected Revenue
DRAFT Land Use Assumptions, IIP, and Development Fee Report
Fountain Hills, Arizona
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FIRE FACILITIES INFRASTRUCTURE IMPROVEMENTS PLAN
ARS § 9-463.05 (T)(7)(f) defines the facilities and assets that can be included in the Fire Facilities IIP:
“Fire and police facilities, including all appurtenances, equipment and vehicles. Fire and police
facilities do not include a facility or portion of a facility that is used to replace services that were
once provided elsewhere in the municipality, vehicles and equipment used to provide administrative
services, helicopters or airplanes or a facility that is used for training firefighters or officers from
more than one station or substation.”
The Fire Facilities IIP and Development Fees includes components for fire facilities and the cost of
professional services for preparing the Fire Facilities IIP and related Development Fee Report. An
incremental expansion methodology is used for fire facilities and apparatus, and a plan-based methodology
is used for the Development Fee Report.
Service Area
The Town of Fountain Hills’s Fire Department strives to provide a uniform response time townwide, and
its fire stations operate as an integrated network. Depending on the number and type of calls, apparatus
can be dispatched townwide from any of the stations. Therefore, the Fire Facilities IIP uses a townwide
service area.
Proportionate Share
ARS § 9-463.05 (B)(3) states that the development fee shall not exceed a proportionate share of the cost
of necessary public services needed to accommodate new development. TischlerBise recommends
functional population to allocate the cost of fire facilities to residential and nonresidential development.
Functional population is similar to what the U.S. Census Bureau calls "daytime population," by accounting
for people living and working in a jurisdiction, but also considers commuting patterns and time spent at
home and at nonresidential locations. OnTheMap is a web-based mapping and reporting application that
shows where workers are employed and where they live. It describes geographic patterns of jobs by their
employment locations and residential locations as well as the connections between the two locations.
OnTheMap was developed through a unique partnership between the U.S. Census Bureau and its Local
Employment Dynamics (LED) partner states. OnTheMap data is used, as shown in Figure F1, to derive
Functional Population shares for Fountain Hills.
Residents that do not work are assigned 20 hours per day to residential development and 4 hours per day
to nonresidential development (annualized averages). Residents that work in Fountain Hills are assigned
14 hours to residential development and 10 hours to nonresidential development. Residents that work
outside Fountain Hills are assigned 14 hours to residential development. Inflow commuters are assigned
10 hours to nonresidential development. Based on 2015 functional population data for Fountain Hills, the
cost allocation for residential development is 81 percent while nonresidential development accounts for
19 percent of the demand for municipal facilities.
DRAFT Land Use Assumptions, IIP, and Development Fee Report
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Figure F1: Fire Proportionate Share
RATIO OF SERVICE UNITS TO DEVELOPMENT UNITS
ARS § 9-463.05(E)(4) requires:
“A table establishing the specific level or quantity of use, consumption, generation or discharge of
a service unit for each category of necessary public services or facility expansions and an
equivalency or conversion table establishing the ratio of a service unit to various types of land uses,
including residential, commercial/retail, industrial, and office/other services.”
Figure F2 displays the ratio of service units to various types of land uses for residential and nonresidential
development. The residential development table displays the persons per household for single-family (or
single unit) and multifamily units.
Nonresidential development fees are calculated using jobs per square foot as the service unit. TischlerBise
recommends using jobs as the best demand indicator for nonresidential fire facilities. Jobs per square foot
are used for nonresidential development because of the correlation between jobs and service demands
and are highest for office and institutional developments, and lowest for industrial development.
Commercial job ratios fall between the other two categories. This ranking of jobs per square foot is
consistent with the relative demand for fire services from nonresidential development. Other possible
nonresidential demand indicators, such as vehicle trip rates, may not accurately reflect the demand for fire
service in Fountain Hills. Jobs per square foot are derived from the reference book Trip Generation
published by the Institute of Transportation Engineers (ITE 10th Edition 2017).
De mand Pe rson Proportionate
Hours/Day Hours Share
Reside ntial
Peak Popul ati on 28 ,28 2
Resi dents Not Worki ng 19 ,12 7 20 3 8 2,5 40
Employed Resi dents 9 ,15 5
Employed i n Servi ce Area 1,495 14 2 0,9 30
Employed outsi de Servi c e Area 7,660 14 1 0 7,2 40
Resi denti al Subtotal 5 1 0,7 10 81 %
Nonre sidential
Non-working Resi dent s 19 ,12 7 4 7 6,5 08
J obs in Servi ce Area 4 ,42 4
Resi dents Empl oyed i n Servi c e Area 1,495 10 1 4,9 50
Non-Resi dent Workers (i nfl ow Commuters)2,929 10 2 9,2 90
Nonresi denti al Subtotal 1 2 0,7 48 19 %
TOTAL 6 3 1,4 58 100 %
Source: Maricopa Ass ociation of G overnments 2 0 1 5 Population Estimate, Fountain Hills; U.S. Cens us Bureau, OnTheMap 6.5 Application, 2 0 1 5 .
De mand Units in 2 0 15
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Fountain Hills, Arizona
34
Figure F2: Persons Per Housing Type and Nonresidential Jobs per Demand Unit
ANALYSIS OF CAPACITY, USAGE, AND COSTS OF EXISTING PUBLIC SERVICES
ARS § 9-463.05(E) (1) requires:
“A description of the existing necessary public services in the service area and the costs to upgrade,
update, improve, expand, correct or replace those necessary public services to meet existing needs
and usage and stricter safety, efficiency, environmental or regulatory standards, which shall be
prepared by qualified professionals licensed in this state, as applicable.”
ARS § 9-463.05(E)(2) requires:
“An analysis of the total capacity, the level of current usage and commitments for usage of capacity
of the existing necessary public services, which shall be prepared by qualified professionals licensed
in this state, as applicable.”
Single Family 2.15
Multi-Family 1.66
Source: Land Use Assumptions
Industrial 1.63
Commercial 2.34
Institutional 0.93
Office 2.28
Assisted Living (per bed)0.61
Hotel (per room)0.58
Source: Institute of Transportation Engineers, 2017.
Type Jobs per 1,000 Square
Feet
Housing Type Persons Per Household
DRAFT Land Use Assumptions, IIP, and Development Fee Report
Fountain Hills, Arizona
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Fire Stations – Incremental Expansion
The Fire Department operates two fire stations totaling 16,000 square feet of floor area. The incremental
expansion methodology is used to calculate the fire stations portion of the fee, with new development
maintaining the current infrastructure standards.
As shown in Figure F3, the level of service for residential development is 0.4494 square feet per person,
and the nonresidential level of service is 0.5506 square feet per job. This is determined by multiplying the
total square footage by the proportionate share factors (81 percent for residential and 19 percent for
nonresidential), and then dividing the respective totals by the current service units (28,840 persons for
residential and 5,521 jobs for nonresidential). Then, the levels of service are multiplied by the average
replacement cost per square foot ($423) to determine the costs per service unit of $190.08 per person and
$232.91 per job. The average replacement cost per square foot was determined by comparing recent
construction cost for fire station #2. Note that while the LOS Standards shown are rounded to the fourth
decimal place, the analysis does not round these figures. Therefore, the cost analysis calculations may not
produce the same result if the reader replicates the calculations using the factors shown (due to the
rounding of figures shown, not in the analysis).
Figure F3: Fire Stations Inventory and Level of Service Standards
De sc ription Square Fe e t
Fi re Stati on 1 6 ,4 0 0
Fi re Stati on 2 9 ,6 0 0
Total 1 6 ,0 0 0
Cost per Square Foot1 $4 2 3
Exi sti ng Squ are Feet 1 6 ,0 0 0
Resi denti al Share 8 1 %
2 0 1 8 Peak Popul ati on 2 8 ,8 4 0
Square Feet per P erson 0 .4 4 9 4
Cost pe r Pe rson $1 9 0 .0 8
Nonresi denti al Share 1 9 %
2 0 1 8 J obs 5 ,5 2 1
Square Feet per J ob 0 .5 5 0 6
Cost pe r Job $2 3 2 .9 1
1. Town of Fountain Hills
Cost All oc ation Factors
L e ve l-of-Se rvic e Standards
Resi denti al
Nonresi denti al
DRAFT Land Use Assumptions, IIP, and Development Fee Report
Fountain Hills, Arizona
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Fire Apparatus – Incremental Expansion
The inventory summary of Fountain Hills’s fire apparatus is displayed in Figure F4. The Fountain Hills Fire
Department owns 6 apparatus, which have a total replacement cost of $1.49 million. Dividing the total cost
by the total number of units yields an average cost per unit of $248,333.
The current residential level of service is 0.00017 apparatus per resident, which was obtained by
multiplying the 6 units by the residential proportionate share (81 percent) and dividing this amount by the
current population (28,840). Similarly, the nonresidential level of service is 0.00021 units per job.
Multiplying the average cost per unit ($248,333) by the residential and nonresidential levels of service
results in a cost per person of $41.85 and $51.28 per job. Note that while the LOS Standards shown are
rounded to the fifth decimal place, the analysis does not round these figures. Therefore, the cost analysis
calculations may not produce the same result if the reader replicates the calculations using the factors
shown (due to the rounding of figures shown, not in the analysis).
Figure F4: Fire Apparatus Inventory and Level of Service Standards
De scri ption Units Unit Cost Re pl ace me nt Cost
Engi nes 2 $5 00 ,0 0 0 $1 ,0 0 0,00 0
Brush Truc k 2 $2 00 ,0 0 0 $4 0 0,00 0
Command Vehi c le 2 $45 ,0 0 0 $9 0,00 0
Total 6 $2 48 ,3 3 3 $1 ,4 9 0,00 0
Cost per Apparat us $2 4 8 ,3 33
Exi sti ng Apparat us 6
Resi denti al Share 8 1%
2 01 8 Peak Popul ati on 2 8 ,8 40
Apparatus per Person 0 .0 0 0 17
Cost per Pe rson $4 1.85
Nonresi dent i al Share 1 9%
2 01 8 J obs 5 ,5 21
Apparatus per J ob 0 .0 0 0 21
Cost per J ob $5 1.28
Cost A lloc ation Fac tors
Le ve l-of-Se rvic e Standards
Resi dent i al
Nonresidential
DRAFT Land Use Assumptions, IIP, and Development Fee Report
Fountain Hills, Arizona
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Fire Equipment – Incremental Expansion
The inventory summary of Fountain Hills’s fire equipment including defibrillators and multi-band radio
communications units is displayed in Figure F5. The Fountain Hills Fire Department owns 25 defibrillators,
which have a total replacement cost of $23,750 and seven multi-band radio units with a total replacement
cost of $56,000. Dividing the total cost by the total number of units yields an average cost per unit of
$2,492.
The current residential level of service is 0.0009 units per resident, which was obtained by multiplying the
32 units by the residential proportionate share (81 percent) and dividing this amount by the current
population (28,840). Similarly, the nonresidential level of service is 0.0011 units per job. Multiplying the
average cost per unit ($2,492) by the residential and nonresidential levels of service results in a cost per
person of $2.24 and $2.74 per job. Note that while the LOS Standards shown are rounded to the fourth
decimal place, the analysis does not round these figures. Therefore, the cost analysis calculations may not
produce the same result if the reader replicates the calculations using the factors shown (due to the
rounding of figures shown, not in the analysis).
Figure F5: Fire Equipment Inventory and Level of Service Standards
De scription Units Unit Cost Re placeme nt Cost
Defi bri ll ators 25 $9 5 0 $2 3,7 50
Mul ti -Band Radi o 7 $8 ,0 0 0 $5 6,0 00
Total 32 $2 ,4 9 2 $7 9,7 50
Cost per uni t $2 ,4 92
Exi sti ng uni t s 32
Resi denti al Share 8 1%
2 01 8 Peak Popul ati on 2 8 ,8 40
Uni ts per P erson 0 .0 0 09
Cost per Pe rson $2.24
Nonresi dent i al Share 1 9%
2 01 8 J obs 5 ,5 21
Uni ts per J ob 0 .0 0 11
Cost per Job $2.74
Cost Allocation Fac tors
Le ve l-of-Se rvic e Standards
Resident ial
Nonresi dential
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Fountain Hills, Arizona
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Development Fee Report – Plan-Based
The cost to prepare the Fire Facilities IIP and Development Fee Report totals $12,480. Fountain Hills plans
to update its report every five years. Based on this cost, proportionate share, and five-year projections of
new residential and nonresidential development from the Land Use Assumptions document, the cost is
$9.55 per person and $4.87 per job.
Figure F6: Development Fee Report Cost Allocation
PROJECTED SERVICE UNITS AND PROJECTED DEMAND FOR SERVICES
ARS § 9-463.05(E)(5) requires:
“The total number of projected service units necessitated by and attributable to new development
in the service area based on the approved land use assumptions and calculated pursuant to
generally accepted engineering and planning criteria.”
The Land Use Assumptions projects an additional 2,163 persons and 872 jobs over the next 10 years, as
shown in Figure F7 & F8.
ARS § 9-463.05(E)(6) requires:
“The projected demand for necessary public services or facility expansions required by new service
units for a period not to exceed ten years.”
As shown in Figures F7-F9, this new development will demand approximately 1,452 square feet of fire
stations, less than one apparatus, and 2.9 units of equipment. The 10-year total of the projected demand
for fire station facilities is multiplied by the cost per unit to determine the total cost to accommodate the
projected demand over the next 10 years. The cost for the additional fire station floor area is $614,209,
the cost for the additional apparatus is $135,220, and the cost for the additional equipment is $7,237 – for
a total capital cost of $756,666.
Necessary
Public Service Cost Demand Unit 2018 2023 Change Cost per
Demand Unit
Residential 81%Population 28,840 29,898 1,058 $9.55
Nonresidential 19%Jobs 5,521 6,008 487 $4.87
Proportionate Share
Fire $12,480
DRAFT Land Use Assumptions, IIP, and Development Fee Report
Fountain Hills, Arizona
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Figure F7: Projected Demand for Fire Stations
Figure F8: Projected Demand for Fire Apparatus
De mand
Unit
Cost per
Square Foot
0.449 4 Square Feet per Person
0.550 6 Square Feet per J ob
Ye ar Pe ak
Populati on J obs Re side ntial Nonreside ntial Total
Square Fe e t
2 018 2 8 ,8 4 0 5,521 1 2 ,9 6 0 3,04 0 16,000
2 019 2 9 ,0 4 8 5,600 1 3 ,0 5 3 3,08 4 16,137
2 020 2 9 ,2 5 8 5,789 1 3 ,1 4 8 3,18 8 16,335
2 021 2 9 ,4 7 0 5,861 1 3 ,2 4 3 3,22 7 16,470
2 022 2 9 ,6 8 3 5,934 1 3 ,3 3 9 3,26 7 16,606
2 023 2 9 ,8 9 8 6,008 1 3 ,4 3 5 3,30 8 16,743
2 024 3 0 ,1 1 5 6,083 1 3 ,5 3 3 3,34 9 16,882
2 025 3 0 ,3 3 4 6,159 1 3 ,6 3 1 3,39 1 17,023
2 026 3 0 ,5 5 5 6,236 1 3 ,7 3 1 3,43 4 17,164
2 027 3 0 ,7 7 8 6,314 1 3 ,8 3 1 3,47 7 17,307
2 028 3 1 ,0 0 3 6,393 1 3 ,9 3 2 3,52 0 17,452
10-Yr Increase 2 ,1 6 3 872 9 7 2 48 0 1,452
$4 11,091 $2 0 3 ,1 1 7 $614,209
$4 2 3
De mand for Fire Stations
Growth-Re late d Expenditure s
Type of
Infrastructure L e ve l of Se rvic e
Fire St ati ons
De mand
Unit Cost per Unit
0.0001 7 Uni t s per Person
0.0002 1 Uni t s per J ob
Ye ar Pe ak
Populati on J obs Re side ntial Nonreside ntial Total
Units
2 018 2 8 ,8 4 0 5,521 4 .9 1.1 6.0
2 019 2 9 ,0 4 8 5,600 4 .9 1.2 6.1
2 020 2 9 ,2 5 8 5,789 4 .9 1.2 6.1
2 021 2 9 ,4 7 0 5,861 5 .0 1.2 6.2
2 022 2 9 ,6 8 3 5,934 5 .0 1.2 6.2
2 023 2 9 ,8 9 8 6,008 5 .0 1.2 6.3
2 024 3 0 ,1 1 5 6,083 5 .1 1.3 6.3
2 025 3 0 ,3 3 4 6,159 5 .1 1.3 6.4
2 026 3 0 ,5 5 5 6,236 5 .1 1.3 6.4
2 027 3 0 ,7 7 8 6,314 5 .2 1.3 6.5
2 028 3 1 ,0 0 3 6,393 5 .2 1.3 6.5
10-Yr Increase 2 ,1 6 3 872 0 .4 0.2 0.5
$90,503 $4 4 ,7 1 7 $135,220
Type of
Infrastructure L e ve l of Se rvic e
Fi re Apparatus $24 8 ,3 3 3
Ne e d for Fire Apparatus
Growth-Re late d Expenditure s
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Figure F9: Projected Demand for Fire Equipment
FIRE FACILITIES IIP
ARS § 9-463.05(E)(3) requires:
“A description of all or the parts of the necessary public services or facility expansions and their
costs necessitated by and attributable to development in the service area based on the approved
land use assumptions, including a forecast of the costs of infrastructure, improvements, real
property, financing, engineering and architectural services, which shall be prepared by qualified
professionals licensed in this state, as applicable.”
Potential Fire Facilities that Fountain Hills may use development fees for in order to accommodate new
development over the next 10 years are shown in Figure F9. Additional apparatus, station space, and
equipment will be procured as necessitated by growth.
Figure F9: Necessary Fire Improvements and Expansions (10-Yr Total)
De mand
Unit Cost per Unit
0.000 9 Uni t s per Person
0.001 1 Uni t s per J ob
Ye ar Pe ak
Populati on J obs Re side ntial Nonreside ntial Total
Units
2 018 2 8 ,8 4 0 5,521 2 5 .9 6.1 32.0
2 019 2 9 ,0 4 8 5,600 2 6 .1 6.2 32.3
2 020 2 9 ,2 5 8 5,789 2 6 .3 6.4 32.7
2 021 2 9 ,4 7 0 5,861 2 6 .5 6.5 32.9
2 022 2 9 ,6 8 3 5,934 2 6 .7 6.5 33.2
2 023 2 9 ,8 9 8 6,008 2 6 .9 6.6 33.5
2 024 3 0 ,1 1 5 6,083 2 7 .1 6.7 33.8
2 025 3 0 ,3 3 4 6,159 2 7 .3 6.8 34.0
2 026 3 0 ,5 5 5 6,236 2 7 .5 6.9 34.3
2 027 3 0 ,7 7 8 6,314 2 7 .7 7.0 34.6
2 028 3 1 ,0 0 3 6,393 2 7 .9 7.0 34.9
10-Yr Increase 2 ,1 6 3 872 1 .9 1.0 2.9
$4,844 $2 ,3 9 3 $7,237
$2 ,4 9 2
Ne e d for Fire Equipme nt
Growth-Re late d Expenditure s
Type of
Infrastructure L e ve l of Se rvic e
Fire Equi pment
Necessary Public Services Timeframe Cost
New Fire Stati on #3 2 0 20-2028 $2 ,53 8 ,000
DRAFT Land Use Assumptions, IIP, and Development Fee Report
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FIRE FACILITIES DEVELOPMENT FEES
Revenue Credit/Offset
A revenue credit/offset is not necessary for the Fire Facilities development fees because 10-year growth
costs do not exceed the amount of revenue that is projected to be generated by development fees
according to the Land Use Assumptions, as shown in Figure F11.
Proposed Fire Facilities Development Fees
Infrastructure standards and cost factors for Fire Facilities are summarized at the top of Figure F10. The
cost per service unit for Fire Facilities development fees is $243.73 per person and $291.80 per job.
Fire Facilities development fees for residential development are assessed according to the number of
persons per household. For example, the single-family fee of $524 is calculated using a cost per service unit
of $243.73 per person multiplied by a demand unit of 2.15 persons per household. Nonresidential
development fees are calculated using jobs as the service unit. The fee of $0.68 per square foot of
commercial development is derived from a cost per service unit of $291.80 per job multiplied by a demand
unit of 2.34 jobs per 1,000 square feet, divided by 1,000 square feet.
Figure F10: Proposed Fire Facilities Development Fees
Fe e Compone nt Cost
pe r Pe rson
Cost
pe r Job
Fi re Stat i ons $19 0 .0 8 $2 3 2.9 1
Fi re Apparat us $4 1 .8 5 $5 1.2 8
Fi re Equi pment $2 .2 4 $2.7 4
Devel opment Fee Report $9 .5 5 $4.8 7
Total $24 3 .7 3 $2 9 1.8 0
Resi de ntial De ve lopme nt
De ve lopme nt Type Pe rsons pe r
House hold1
Propose d
Fe e s
Curre nt
Fe e s
Inc re ase /
De c re ase
Si ngl e Fami l y 2 .1 5 $5 2 4 $30 0 $2 24
Mul ti -Famil y 1 .6 6 $4 0 5 $30 0 $1 05
Nonre side ntial De ve lopme nt
De ve lopme nt Type J obs pe r
1 ,0 0 0 Sq. Ft1
Propose d
Fe e s
Curre nt
Fe e s
Inc re ase /
De c re ase
Indust ri al 1 .6 3 $0 .4 7 $0.24 $0 .2 3
Commerci al 2 .3 4 $0 .6 8 $0.24 $0 .4 4
Insti tuti on al 0 .9 3 $0 .2 7 $0.24 $0 .0 3
Offi ce 2 .9 7 $0 .8 7 $0.24 $0 .6 2
Assi sted Li vi ng (per bed)0 .6 1 $1 7 9 N/A N/A
Hotel (per room)0 .5 8 $1 7 0 N/A N/A
1. S ee Land Use Assumptions.
De ve lopment Fe e s pe r Unit
De ve lopme nt Fe e s pe r Square Foot
DRAFT Land Use Assumptions, IIP, and Development Fee Report
Fountain Hills, Arizona
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FORECAST OF FIRE FACILITIES DEVELOPMENT FEE REVENUES
Appendix B contains the forecast of revenues required by Arizona’s Enabling Legislation. Revenue
projections shown below assume implementation of the proposed Fire Facilities development fees and
that development over the next 10 years is consistent with the Land Use Assumptions. To the extent the
rate of development either accelerates or slows down, there will be a corresponding change in the
development fee revenue. As shown in Figure F11, the 10-year growth costs total $769,146 and
approximately $768,694 will be collected from development fees.
Figure F11: Projected Fire Facilities Development Fee Revenue
Growth Share Exi sting Share Total
Fi re Stati ons $61 4,2 0 9 $0 $6 1 4 ,2 0 9
Fi re Apparatus $13 5,2 2 0 $0 $1 3 5 ,2 2 0
Fi re Equi pment $7,2 3 7 $0 $7 ,2 3 7
Development Fee Report $1 2,4 8 0 $0 $1 2 ,4 8 0
Total $76 9,1 4 6 $0 $7 6 9 ,1 4 6
Re side nti al Industrial Comme rci al Institutional Offi ce
$50 0 $0 .47 $0 .6 8 $0.2 7 $0.8 7
pe r unit pe r sq. ft.pe r sq. ft.pe r sq. ft.pe r sq. ft.
Housing Uni ts KSF KSF KSF KSF
Base 2 0 18 13 ,2 6 8 2 80 1,2 1 2 50 5 5 9 3
Year 1 2 0 19 13 ,3 6 9 2 82 1,2 2 6 51 4 6 0 4
Year 2 2 0 20 13 ,4 7 2 2 84 1,2 5 5 54 0 6 3 6
Year 3 2 0 21 13 ,5 7 5 2 85 1,2 7 3 55 1 6 4 2
Year 4 2 0 22 13 ,6 7 9 2 86 1,2 9 1 56 3 6 4 7
Year 5 2 0 23 13 ,7 8 4 2 88 1,3 1 0 57 5 6 5 3
Year 6 2 0 24 13 ,8 9 0 2 89 1,3 3 0 58 7 6 5 9
Year 7 2 0 25 13 ,9 9 7 2 90 1,3 4 9 59 9 6 6 4
Year 8 2 0 26 14 ,1 0 5 2 91 1,3 6 9 61 1 6 7 0
Year 9 2 0 27 14 ,2 1 3 2 92 1,3 8 9 62 4 6 7 6
Year 1 0 2 0 28 14 ,3 2 3 2 93 1,4 0 9 63 7 6 8 2
1 ,0 5 5 13 1 9 7 13 2 8 9
$5 16 ,5 4 7 $6,2 96 $13 3,5 7 3 $35 ,52 3 $7 6 ,7 5 5
$7 6 8 ,6 9 4
$7 6 9 ,1 4 6
Fe e Component
Proje c te d Fe e Re ve nue
Total Expenditures
10 -Year Increase
Projec t ed Revenue
Year
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STREET FACILITIES INFRASTRUCTURE IMPROVEMENTS PLAN
ARS § 9-463.05 (T)(7)(e) defines the facilities and assets that can be included in the Street Facilities IIP:
“Street facilities located in the service area, including arterial or collector streets or roads that have
been designated on an officially adopted plan of the municipality, traffic signals and rights-of-way
and improvements thereon.”
The Street Facilities IIP includes components for arterial street improvements, improved intersections,
multi-use trails located within the street right-of-way, and the cost of professional services for preparing
the Street Facilities IIP and related Development Fee Report. An incremental expansion methodology is
used for improved intersections and multi-use trails, and a plan-based methodology is used for arterial
improvements and the Development Fee Report.
Service Area
Fountain Hills’ arterial street network is designed to efficiently move traffic throughout the town;
therefore, the service area for the Street Facilities IIP and Development Fees is Townwide.
A traffic analysis or alternative rational method may be used to identify specific off-site improvements as
well as mitigation measures for development project impacts (intersections, adjacent roadways, etc.). Such
project mitigation measures may be executed by the project, the Town of Fountain Hills, or by in-lieu
payment by the project. The means and methods of execution may be identified and provided for by
Development agreement, or conditions of approval for development plan review and permitting, or by any
other mutually acceptable instrument between the development project and Town of Fountain Hills.
Proportionate Share
ARS § 9-463.05 (B)(3) states that the development fee shall not exceed a proportionate share of the cost
of necessary public services needed to provide necessary public services to the development. Trip length,
trip generation rates, and trip adjustment factors are used to determine the proportionate impact of
residential, commercial, office, and industrial land uses on the Town’s street network.
DRAFT Land Use Assumptions, IIP, and Development Fee Report
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RATIO OF SERVICE UNITS TO DEVELOPMENT UNITS
ARS § 9-463.05(E)(4) requires:
“A table establishing the specific level or quantity of use, consumption, generation or discharge of
a service unit for each category of necessary public services or facility expansions and an
equivalency or conversion table establishing the ratio of a service unit to various types of land uses,
including residential, commercial and industrial.”
Service Units
The appropriate service unit for the Street Facilities development fees is vehicle miles of travel (VMT). VMT
creates the link between supply (roadway capacity) and demand (traffic generated by new development).
Components used to determine VMT include: trip generation rates, adjustments for commuting patterns
and pass-by trips, and trip length weighting factors, are discussed further in this section.
Figure S1: Summary of Service Units
Trip Generation Rates
For nonresidential development, the trip generation rates are from the 10th edition of the reference book
Trip Generation published by the Institute of Transportation Engineers (2017). A vehicle trip end represents
a vehicle either entering or exiting a development (as if a traffic counter were placed across a driveway).
As an alternative to using the national average trip generation rate for residential development, the
Institute of Transportation Engineers (ITE) publishes regression curve formulas that may be used to derive
custom trip generation rates using local demographic data. This is explained in more detail in Appendix A:
Land Use Assumptions.
De ve lopme nt Type Avg Wkdy V eh
Trip Ends1
Trip Rate
Adjustme nt
Tri p L ength
Adjustme nt
Ave rage M il e s
pe r Trip V M T
Si ngl e Fami l y 7 .29 6 3 %1 2 1%6 .76 3 7.5 7
Mul t i-Fami l y 3 .63 6 3 %1 2 1%6 .76 1 8.7 1
De ve lopme nt Type Avg Wkdy V eh
Trip Ends1
Trip Rate
Adjustme nt
Tri p L ength
Adjustme nt
Ave rage M il e s
pe r Trip V M T
Industrial 4 .96 5 0 %7 3 %6 .76 1 2.2 4
Commercial 3 7 .75 3 3 %6 6 %6 .76 5 5.5 8
Inst i tuti onal 1 9 .52 5 0 %7 3 %6 .76 4 8.1 6
Offi ce 9 .74 5 0 %7 3 %6 .76 2 4.0 3
Assi sted L i vi ng (per bed)2 .60 5 0 %7 3 %6 .76 6.4 2
Hot el (per room)8 .36 5 0 %7 3 %6 .76 2 0.6 3
1. TischlerBise Land Use Assumptions
Re side ntial De ve lopme nt
Nonre side ntial De ve lopme nt
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Fountain Hills, Arizona
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Adjustment for Commuting Patterns
To calculate Street Facilities Development Fees, trip generation rates require an adjustment factor to avoid
double counting each trip at both the origin and destination points. Therefore, the basic trip adjustment
factor is 50 percent. As discussed further below, the development fee methodology includes additional
adjustments to make the fees proportionate to the infrastructure demand for particular types of
development.
Residential development has a larger trip adjustment factor of 63 percent to account for commuters
leaving Fountain Hills for work. According to the 2009 National Household Travel Survey, weekday work
trips are typically 31 percent of production trips (i.e., all out-bound trips, which are 50 percent of all trips).
As shown in Figure S2, the Census Bureau’s web application OnTheMap indicates that 84 percent of
resident workers traveled outside the Town for work in 2015. In combination, these factors (0.31 X 0.50 X
0.84 = .13) support the additional 13 percent allocation of trips to residential development.
Figure S2: Inflow/Outflow Analysis
Adjustment for Pass-By Trips
For commercial development, the trip adjustment factor is less than 50 percent because retail
development and some services attract vehicles as they pass by on arterial and collector roads. For
example, when someone stops at a convenience store on the way home from work, the convenience store
is not the primary destination. For the average shopping center, the ITE data indicates that 34 percent of
the vehicles that enter are passing by on their way to some other primary destination. The remaining 66
percent of attraction trips have the commercial site as their primary destination. Because attraction trips
are half of all trips, the trip adjustment factor is 66 percent multiplied by 50 percent, or approximately 33
percent of the trips. These factors are shown to derive inbound vehicle trips for each type of nonresidential
land use and are detailed in Figure S3.
Trip A djustme nt Factor for Commute rs1
Empl oyed Resi dents 9 ,15 5
Resi dents Worki ng i n Fountai n Hi l l s 1 ,49 5
Resi dents Worki ng Outsi de Fountai n Hi l l s (Commut ers)7 ,66 0
Pe rc e nt Commuti ng out of Fountai n Hill s 8 4 %
Additional Produc tion Trips2 1 3 %
Re side ntial Trip A djustme nt Factor 6 3 %
1 . U.S. Cens us Bureau , OnTheMap Application (version 6.5 ) and LEH D Origin-D es tination
Employment Statis tics , 20 15 .
2 . Accord ing to the National H ous ehold Travel Su rvey (2 00 9)*, published in D ecember 20 1 1 (s ee
Table 3 0), home-bas ed work trips are typically 3 0 .9 9 percent of “produ ction” trips , in oth er words ,
out-boun d trips (which are 5 0 percent of all trip ends ). Als o, LED OnTheMap d ata from 2 01 5
indicate that 8 4 percent of Fountain H ills' workers travel outs id e the town for work. In combination,
thes e factors (0.3 09 9 x 0 .5 0 x 0 .84 = 0 .12 9 6 4 6 8 6 ) account fo r 1 3 percent of additional production
trips . The total adjus tmen t factor for res idential includes attraction trips (5 0 percent of trip en ds)
plus the journey-to-work commuting ad justment (13 percent of production trips) for a total of 6 3
percent.
*http://nhts.ornl.gov/publications .s h tml ; Summary of Travel Tren ds - Table "D aily Travel Statis tics by
Weekday vs . Weekend"
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ANALYSIS OF CAPACITY, USAGE, AND COSTS OF EXISTING PUBLIC SERVICES
ARS § 9-463.05(E)(1) requires:
“A description of the existing necessary public services in the service area and the costs to upgrade,
update, improve, expand, correct or replace those necessary public services to meet existing needs
and usage and stricter safety, efficiency, environmental or regulatory standards, which shall be
prepared by qualified professionals licensed in this state, as applicable.”
Travel Demand Model
The travel demand model inputs are used to derive level of service in Vehicle Miles of Travel and future
demand for lane miles, improved intersections, and multi-use trails. A Vehicle Mile of Travel (VMT) is a
measurement unit equal to one vehicle traveling one mile. In the aggregate, VMT is the product of vehicle
trips multiplied by the average trip length. Based on estimates shown in Figure S3, existing infrastructure
standards in Fountain Hills, using the average trip length of 8.97 miles, are 1.02 lane miles of arterials per
10,000 VMT (70 arterial lane miles / (685,788 VMT / 10,000)).
As shown on the lower right side of Figure S3, future development generates an additional 68,981 VMT
over the next 10 years. To maintain the existing infrastructure standards, Fountain Hills needs 7.0
additional lane miles of arterials, 1.3 additional improved intersections, and 0.9 miles of multi-use trails
within the street right-of-way to accommodate projected development over the next 10 years.
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Figure S3: Projected Travel Demand
Development ITE Weekday Dev Trip Trip Length
Type Code VTE Unit Adj Wt Factor
Single Family 210 7.29 HU 63% 121%
Multi-Family 220 3.63 HU 63% 121%
Industrial 110 4.96 KSF 50% 73%
Commercial 820 37.75 KSF 33% 66%
Institutional 730 19.52 KSF 50% 73%
Office 710 9.74 KSF 50% 73%
Avg Trip Length (miles)8.97
Vehicle Capacity Per Lane 9,800
Base 1 2 3 4 5 10 10-Year
2018 2019 2020 2021 2022 2023 2028 Increase
Single Family Units 8,445 8,509 8,574 8,640 8,706 8,773 9,115 670
Multi-Family Units 4,823 4,860 4,897 4,935 4,973 5,011 5,208 385
Industrial KSF 280 282 284 285 286 288 293 13
Commercial KSF 1,212 1,226 1,255 1,273 1,291 1,310 1,409 197
Institutional KSF 505 514 540 551 563 575 637 132
Office KSF 593 604 636 642 647 653 682 89
Single Family Trips 38,785 39,081 39,380 39,681 39,985 40,291 41,864 3,078
Multi-Family Trips 11,030 11,114 11,200 11,286 11,373 11,460 11,910 880
Residential Trips 49,815 50,196 50,580 50,967 51,357 51,751 53,773 3,958
Industrial Trips 694 699 704 707 709 714 727 33
Commercial Trips 15,098 15,273 15,634 15,858 16,083 16,319 17,553 2,454
Institutional Trips 4,929 5,017 5,270 5,378 5,495 5,612 6,217 1,288
Office Trips 2,888 2,941 3,097 3,127 3,151 3,180 3,321 434
Nonresidential Trips 23,608 23,930 24,706 25,069 25,438 25,826 27,818 4,209
Total Vehicle Trips 73,423 74,126 75,286 76,036 76,795 77,577 81,591 8,167
Vehicle Miles of Travel 685,788 691,918 700,938 707,379 713,889 720,557 754,769 68,981
Annual Increase 6,130 9,020 6,441 6,510 6,668 6,978
Arterial Lane Miles 70.0 70.6 71.5 72.2 72.8 73.5 77.0 7.0
Annual Increase 0.6 0.9 0.7 0.6 0.7 0.7 0.7
Improved Intersections 13.0 13.1 13.3 13.4 13.5 13.7 14.3 1.3
Annual Increase 0.1 0.2 0.1 0.1 0.2 0.1 0.1
Multi-Use Trails 8.7 8.8 8.9 9.0 9.1 9.1 9.6 0.9
Annual Increase 0.1 0.1 0.1 0.1 0.0 0.1 0.1VMTDemandDevelopmentAvg Wkday Vehicle Trips
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Revised Travel Demand Model
Fountain Hills plans to construct 5.3 lane miles of arterials over the next 10 years to serve future
development. Since Fountain Hills plans to build fewer than 7.0 lane miles, as shown in Figure S3, the
average trip length of 8.97 miles is adjusted until the 10-year demand for arterials equals 5.3 lane miles –
resulting in an average trip length of 6.760 miles on the planned arterial improvements. The 10-year
increase in VMT on the planned arterial improvements equals 51,986 VMT. To maintain the existing
infrastructure standards, Fountain Hills needs 1.3 additional improved intersections and 0.9 miles of multi-
use trails within the street right-of-way to accommodate projected development over the next 10 years.
Figure S4: Revised Travel Demand
Development ITE Weekday Dev Trip Trip Length
Type Code VTE Unit Adj Wt Factor
Single Family 210 7.29 HU 63% 121%
Multi-Family 220 3.63 HU 63% 121%
Industrial 150 4.96 KSF 50% 73%
Commercial 820 37.75 KSF 33% 66%
Institutional 730 19.52 KSF 50% 73%
Office 620 9.74 KSF 50% 73%
Assisted Living (per bed)254 2.60 Bed 50% 73%
Hotel (per room)310 8.36 Room 50% 73%
Avg Trip Length (miles) 6.760
Vehicle Capacity Per Lane 9,800
Base 1 2 3 4 5 10 10-Year
2018 2019 2020 2021 2022 2023 2028 Increase
Single Family Units 8,445 8,509 8,574 8,640 8,706 8,773 9,115 670
Multi-Family Units 4,823 4,860 4,897 4,935 4,973 5,011 5,208 385
Industrial KSF 280 282 284 285 286 288 293 13
Commercial KSF 1,212 1,226 1,255 1,273 1,291 1,310 1,409 197
Institutional KSF 505 514 540 551 563 575 637 132
Office KSF 593 604 636 642 647 653 682 89
Single Family Trips 38,785 39,081 39,380 39,681 39,985 40,291 41,864 3,078
Multi-Family Trips 11,030 11,114 11,200 11,286 11,373 11,460 11,910 880
Residential Trips 49,815 50,196 50,580 50,967 51,357 51,751 53,773 3,958
Industrial Trips 694 699 704 707 709 714 727 33
Commercial Trips 15,098 15,273 15,634 15,858 16,083 16,319 17,553 2,454
Institutional Trips 4,929 5,017 5,270 5,378 5,495 5,612 6,217 1,288
Office Trips 2,888 2,941 3,097 3,127 3,151 3,180 3,321 434
Nonresidential Trips 23,608 23,930 24,706 25,069 25,438 25,826 27,818 4,209
Total Vehicle Trips 73,423 74,126 75,286 76,036 76,795 77,577 81,591 8,167
Vehicle Miles of Travel 516,826 521,445 528,243 533,097 538,003 543,028 568,811 51,986
Annual Increase 4,620 6,798 4,854 4,906 5,025 5,259
Arterial Lane Miles 52.7 53.2 53.9 54.4 54.9 55.4 58.0 5.3
Annual Increase 0.5 0.7 0.5 0.5 0.5 0.5 0.5
Improved Intersections 13.0 13.1 13.3 13.4 13.5 13.7 14.3 1.3
Annual Increase 0.1 0.2 0.1 0.1 0.2 0.1 0.1
Multi-Use Trails 8.7 8.8 8.9 9.0 9.1 9.1 9.6 0.9
Annual Increase 0.1 0.1 0.1 0.1 0.0 0.1 0.1VMTDemandDevelopmentAvg Wkday Vehicle Trips
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ARS § 9-463.05(E)(3) requires:
“A description of all or the parts of the necessary public services or facility expansions and their
costs necessitated by and attributable to development in the service area based on the approved
land use assumptions, including a forecast of the costs of infrastructure, improvements, real
property, financing, engineering and architectural services, which shall be prepared by qualified
professionals licensed in this state, as applicable.”
Arterial Improvements – Plan-Based
Fountain Hills plans to construct 5.3 lane miles of arterials over the next 10 years. Shown below in Figure
S5, Fountain Hills staff identified the total cost and any other funding for each project – this results in
$5,828,000 in eligible costs. Based on the eligible cost of arterial improvements and the 10-year VMT
increase, the cost for arterial improvements is $112.11 per VMT ($5,828,000 / 51,986 additional VMT).
Figure S5: Planned Arterial Improvements
New Lane
Miles
Total
Cost
Other
Funding
DIF Eligible
Cost
1W Shea Blvd Widening 2.30 $4,000,000 $2,172,000 $1,828,000
2W FH Blvd Widening 3.00 $4,000,000 $0 $4,000,000
Total 5.30 $8,000,000 $2,172,000 $5,828,000
$5,828,000
51,986
$112.11
Arterial Street Improvements
DIF Eligible Cost
10-Year VMT Increase
Cost per VMT
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Improved Intersections – Incremental Expansion
Fountain Hills’ current level of service for improved intersections is 0.25154 improved intersections per
10,000 VMT (13 intersections / (516,826 VMT / 10,000)), and Fountain Hills plans to maintain this level of
service over the next 10 years. As shown in Figure S4, Fountain Hills needs to construct 1.3 additional
improved intersections to maintain this standard over the next 10 years ((51,986 additional VMT / 10,000)
X 0.25154 improved intersections per 10,000 VMT). Based on recent improved intersection project costs,
Fountain Hills staff estimates future improved intersections will have an average cost of $625,000 per
intersection. Fountain Hills may use development fees to fund any growth-related improved intersection
within the service area. The cost for improved intersections is $15.72 per VMT ($625,000 per improved
intersection X 0.25154 improved intersections per 10,000 VMT).
Figure S6: Existing Improved Intersection Level of Service and Cost Factors
Cost per Improved Intersection1 $625,000
Existing Improved Intersections 13.0
2018 VMT 516,826
Improved Int per 10,000 VMT 0.25154
Cost per VMT $15.72
1. Town of Fountain Hills
Level-of-Service Standards
Cost Allocation Factors
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Multi-Use Trails – Incremental Expansion
As shown in Figure S7, Fountain Hills’ current level of service for multi-use trails within the street right-of-
way is 0.16834 miles per 10,000 VMT (8.7 miles / (516,826 VMT / 10,000)), and Fountain Hills plans to
maintain this level of service over the next 10 years. Outlined in Figure S4, Fountain Hills needs to construct
0.9 additional miles of multi-use trails to maintain this standard over the next 10 years ((51,986 additional
VMT / 10,000) X 0.16834 miles per 10,000 VMT). Based on recent multi-use trail project costs, Fountain
Hills staff estimates future multi-use trails will have an average cost of $625,000 per mile. Fountain Hills
may use development fees to fund 0.9 miles of multi-use trails within the street right-of-way. The cost for
multi-use trails is $10.52 per VMT ($625,000 per mile X 0.16834 miles of multi-use trails per 10,000 VMT).
Figure S7: Multi-Use Trails Level of Service and Cost Factors
Development Fee Report – Plan-Based
The cost to prepare the Street Facilities IIP and Development Fee Report totals $12,480. Fountain Hills
plans to update its report every five years. Based on this cost, proportionate share, and five -year
projections of new residential and nonresidential development from the Land Use Assumptions document,
the cost is $0.48 per VMT.
Figure S8: Development Fee Report Cost Allocation
Description Miles
Civic Center Trail 3.2
Falcon Trail 1.7
Sunridge Trail 3.8
Total 8.7
Cost per Mile1 $625,000
Existing Miles of Multi-Use Trails 8.7
2018 VMT 516,826
Miles per 10,000 VMT 0.16834
Cost per VMT $10.52
1. Town of Fountain Hills
Cost Allocation Factors
Level-of-Service Standards
Necessary Public
Service Cost Demand U nit 2018 2023 Change Cost per
Demand U nit
Pr oportionate Shar e
All Dev elopment 543,028 26,203 $0.48$12,480Street 100%V MT 516,826
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STREET FACILITIES DEVELOPMENT FEES
Revenue Credit/Offset
A revenue credit/offset is not necessary for the Street Facilities development fees because 10-year growth
costs do not substantially exceed the amount of revenue that is projected to be generated by development
fees according to the Land Use Assumptions, as shown in Figure S10.
Proposed Street Facilities Development Fees
Infrastructure standards and cost factors for Street Facilities are summarized at the top of Figure S9. The
cost per service unit for Street development fees is $138.83 per VMT.
Street Facilities development fees for residential development are assessed according to VMT generated
per unit. For example, the single-family fee of $5,215 is calculated using a cost per service unit of $138.83
per VMT multiplied by 6.760 miles per trip, multiplied by 7.29 average weekday vehicle trips, multiplied by
63 percent trip rate adjustment, multiplied by 121 percent trip length adjustment. Nonresidential
development fees are calculated using VMT generated per square foot. The fee of $7.72 per square foot of
commercial development is calculated using a cost per service unit of $138.83 per VMT multiplied by 6.760
miles per trip, multiplied by 37.75 average weekday vehicle trips, multiplied by 33 percent trip rate
adjustment, multiplied by 66 percent trip length adjustment, divided by 1,000 square feet.
Figure S9: Proposed and Existing Fees Comparison
Fee Component Cost
per VMT
Arterial Improvements $112.11
Improved Intersections $15.72
Multi-Use Trails $10.52
Development Fee Report $0.48
Total $138.83
Average Miles per Trip 6.760
Residential Development
Development Type
Avg Wkdy
Veh Trip
Ends1
Trip Rate
Adjustment
Trip Length
Adjustment
Proposed
Fees
Current
Fees
Increase /
Decrease
Single Family 7.29 63%121%$5,215 $0 $5,215
Multi-Family 3.63 63%121%$2,597 $0 $2,597
Nonresidential Development
Development Type
Avg Wkdy
Veh Trip
Ends1
Trip Rate
Adjustment
Trip Length
Adjustment
Proposed
Fees
Current
Fees
Increase /
Decrease
Industrial 4.96 50% 73%$1.70 $0.00 $1.70
Commercial 37.75 33% 66%$7.72 $0.00 $7.72
Institutional 19.52 50% 73%$6.69 $0.00 $6.69
Office 9.74 50% 73%$3.34 $0.00 $3.34
Assisted Living (per bed) 2.60 50% 73%$891 N/A N/A
Hotel (per room)8.36 50% 73%$2,864 N/A N/A
1. TischlerBise Land Use Assumptions
Development Fees per Unit
Development Fees per Square Foot
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PROJECTED STREET FACILITIES DEVELOPMENT FEE REVENUE
Projected fee revenue shown in Figure S10 is based on the development projections in the Land Use
Assumptions (see Appendix B) and the updated Street Facilities development fees (see Figure S9).
Expenditures on arterial improvements are derived from the anticipated need for approximately 5.3 new
lane miles over the next 10 years (see Figure S4) at a cost of $5,828,000 (see Figure S5). Expenditures on
improved intersections are derived from the anticipated need for approximately 1.3 new improved
intersections over the next 10 years at a cost of $812,500. Expenditures on multi-use trails are derived from
the anticipated need for approximately 0.9 new trail miles over the next 10 years at a cost of $562,500.
Anticipated development fee revenue is approximately $7.2 million over the next 10 years, while
expenditures are estimated at $7.2 million.
Figure S10: Projected Street Facilities Development Fee Revenue
Growth Share Existing Share Total
$5,828,000 $0 $5,828,000
$812,500 $0 $812,500
$562,500 $0 $562,500
$12,480 $0 $12,480
$7,215,480 $0 $7,215,480
Single Family Multi-Family Industrial Commercial Institutional Office
$5,215 $2,597 $1.70 $7.72 $6.69 $3.34
per unit per unit per SF per SF per SF per SF
Housing Units Housing Units KSF KSF KSF KSF
Base 2018 8,445 4,823 280 1,212 505 593
Year 1 2019 8,509 4,860 282 1,226 514 604
Year 2 2020 8,574 4,897 284 1,255 540 636
Year 3 2021 8,640 4,935 285 1,273 551 642
Year 4 2022 8,706 4,973 286 1,291 563 647
Year 5 2023 8,773 5,011 288 1,310 575 653
Year 6 2024 8,840 5,050 289 1,330 587 659
Year 7 2025 8,908 5,089 290 1,349 599 664
Year 8 2026 8,977 5,128 291 1,369 611 670
Year 9 2027 9,046 5,168 292 1,389 624 676
Year 10 2028 9,115 5,208 293 1,409 637 682
670 385 13 197 132 89
Projected Revenue $3,489,305 $997,319 $22,654 $1,517,427 $881,175 $296,811
$7,204,690
$7,215,480
10-Year Increase
Fee Component
Projected Fee Revenue
Improved Intersections
Total Expenditures
Arterial Improvements
Multi-Use Trails
Development Fee Report
Total
Year
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APPENDIX A: LAND USE ASSUMPTIONS
EXECUTIVE SUMMARY
For municipalities in Arizona, the state enabling legislation requires supporting documentation on land use
assumptions, a plan for infrastructure improvements, and development fee calculations. This document
contains the land use assumptions for the Town of Fountain Hills 2018 development fee update.
Development fees must be updated every five years, making short-range projections the critical time
frame. The Infrastructure Improvements Plan (IIP) is limited to 10 years for non-utility fees, thus a very
long-range “build-out” analysis may not be used to derive development fees.
Arizona Revised Statuses (ARS) § 9-463.05 (T)(6) requires the preparation of a Land Use Assumptions
document which shows:
“Projections of change in land uses, densities, intensities and population for a specified service area
over a period of at least 10 years and pursuant to the General Plan of the municipality.”
TischlerBise prepared current demographic estimates and future development projections for both
residential and nonresidential development that will be used in the Infrastructure Improvement Plan (IIP)
and calculation of the development fees. Demographic data for FY 17-18 (beginning July 1, 2017) are used
in calculating levels-of-service provided to existing development in the Town of Fountain Hills. Although
long-range projections are necessary for planning infrastructure systems, a shorter time frame of five to
10 years is critical for the impact fees analysis. TischlerBise used compound growth rates to produce
conservative projections that increase over time.
Arizona’s Development Fee Act requires fees to be updated at least every five years and limits the IIP to a
maximum of 10 years for non-utility fees. Therefore, the use of a very long-range “build-out” analysis is no
longer acceptable for deriving development fees in Arizona municipalities.
SERVICE AREAS
ARS § 9-63.05 defines “service area” as follows:
“Any specified area within the boundaries of a municipality in which development will be served by
necessary public services or facility expansions and within which a substantial nexus exists between
the necessary public services or facility expansions and the development being served as prescribed
in the infrastructure improvements plan.”
The Town’s previous Land Use Assumptions, Infrastructure Improvement Plan and Development Study
recommended three services areas, shown below in Figure A1.
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Figure A1: Current Development Fee Service Areas
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Figure A2: Proposed Development Fee Service Areas
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Arizona Revised Statutes (ARS) 9-463.05 (T) (7) requires the preparation of a Land Use Assumptions
document, which shows:
“projections of changes in land uses, densities, intensities and population for a specified service
area over a period of at least ten years and pursuant to the General Plan of the municipality.”
The Town of Fountain Hills, Arizona retained TischlerBise to analyze the impacts of development on its
capital facilities and to calculate development impact fees based on that analysis. TischlerBise prepared
current demographic estimates and future development projections for both residential and
nonresidential development that will be used in the Infrastructure Improvements Plan (IIP) and calculation
of the development fees. Current demographic data estimates for 2018 are used in calculating levels of
service (LOS) provided to existing development in the Town of Fountain Hills. Although long-range
projections are necessary for planning infrastructure systems, a shorter time frame of five to ten years is
critical for the development fee analysis. Arizona’s Development Fee Act requires fees to be updated at
least every five years and limits the IIP to a maximum of ten years. Therefore, the use of a very long-range
“build-out” analysis is no longer acceptable for deriving development fees in Arizona municipalities.
SUMMARY OF GROWTH INDICATORS
Key land use assumptions for the Town of Fountain Hills development fee study are population, housing
units, and employment projections. Based on information provided by staff, including the 2017 Town of
Fountain Hills Land Use Analysis & Statistical Report, TischlerBise uses the Maricopa Association of
Governments 2020-2030 growth rate of 0.87 percent, which is then converted to annual housing unit
increases by using a persons per household factor of 2.05, as shown in Figure A2. For nonresidential
development, the base year employment estimate is calculated from ESRI Business Analyst and uses MAG
2015-2030 estimated growth rates for each industry sector applied to the base year employment to project
future employment. The employment estimate is converted into floor area based on average square feet
per job multipliers. Four nonresidential development prototypes are discussed further below (see Figure
A5 and related text). The projections contained in this document provide the foundation for the
development impact fee study. These metrics are the service units and demand indicators used in the
development impact fee study.
Development projections and growth rates are summarized in Figure A11. These projections will be used
to estimate development fee revenue and to indicate the anticipated need for growth-related
infrastructure. However, development fee methodologies are designed to reduce sensitivity to
development projections in the determination of the proportionate-share fee amounts. If actual
development is slower than projected, fee revenue will decline, but so will the need for growth-related
infrastructure. In contrast, if development is faster than anticipated, Fountain Hills will receive an increase
in fee revenue, but will also need to accelerate infrastructure improvements to keep pace with the actual
rate of development. During the next 10 years, development projections indicate an average increase of
105 housing units per year, and an average increase of approximately 43,000 square feet of nonresidential
floor area per year.
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RESIDENTIAL DEVELOPMENT
Current estimates and future projections of residential development are detailed in this section including
population and housing units by type.
Recent Residential Construction
Development fees require an analysis of current levels of service. For residential development, current
levels of service are determined using estimates of population and housing units. Shown below, Figure A1
indicates the estimated number of housing units added by decade according to data obtained from the
U.S. Census Bureau. Fountain Hills experienced strong growth in the 1990s and 2000s. From 2000 to 2010,
Fountain Hills’ housing inventory increased by an average of 267 units per year.
Figure A1: Housing Units by Decade
Census 2010 Population 22,489
Census 2010 Housing Units 13,167
Census 2000 Housing Units 10,491
New Housing Units 2000 to 2010 2,676
Fountain Hills added an
average of 267 housing units
per year from 2000 to 2010.
0
1,000
2,000
3,000
4,000
5,000
6,000
Before 1970 1970s 1980s 1990s 2000s
Housing Units Added by Decade in
Fountain Hills
Source: U.S. Census Bureau, Census 2010 Summary File 1, Census 2000 Summary File 1,
2013-2017 5-Year American Community Survey (for 1990s and earlier, adjusted to yield
total units in 2000).
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Household Size
According to the U.S. Census Bureau, a household is a housing unit occupied by year-round residents.
Development fees often use per capita standards and persons per housing unit (PPHU) or persons per
household (PPH) to derive proportionate share fee amounts. When PPHU is used in the fee calculations,
infrastructure standards are derived using year-round population. When PPH is used in the fee calculations,
the development fee methodology assumes a higher percentage of housing units will be occupied, thus
requiring seasonal or peak population to be used when deriving infrastructure standards. To recognize the
impacts of seasonal population, Fountain Hills should impose development fees for residential
development according to the number of persons per household. This methodology assumes some portion
of the housing stock will be vacant during the course of a year. According to the U.S. Census Bureau
American Community Survey, Fountain Hills’ vacancy rate was twenty-one percent in 2017.
Persons per household (PPH) calculations require data on population and the types of units by structure.
The 2010 census did not obtain detailed information using a “long-form” questionnaire. Instead, the U.S.
Census Bureau switched to a continuous monthly mailing of surveys, known as the American Community
Survey (ACS), which has limitations due to sample-size constraints. For example, data on detached housing
units are now combined with attached single units (commonly known as townhouses). For development
fees in Fountain Hills, detached stick-built units and attached units (commonly known as townhouses,
which share a common sidewall, but are constructed on an individual parcel of land) are included in the
“Single-Family Unit” category. The second residential category includes duplexes and all other structures
with two or more units on an individual parcel of land. This category is referred to as “Multi-Family Unit.”
(Note: housing unit estimates from ACS will not equal decennial census counts of units. These data are
used only to derive the custom PPHU factors for each type of unit).
Figure A2 below shows the 2013-2017 5-year ACS estimates for Fountain Hills. Single-family units averaged
2.15 persons per household (20,097 persons / 9,339 households) and multi-family units averaged 1.66
persons per household (3,881 persons / 2,338 households). In 2017, Fountain Hills’ housing stock averaged
2.05 persons per household with a townwide vacancy rate of 21 percent.
Figure A2: Persons per Housing Unit
Single-Family Unit1 20,097 9,339 2.15 11,381 1.77 77.3%18%
Multi-Family Unit2 3,881 2,338 1.66 3,334 1.16 22.7%30%
Total 23,978 11,677 2.05 14,715 1.63 21%
Source: TischlerBise analysis and calculation based on U.S. Census Bureau, 2013-2017 American Community Survey, 5-Year Estimates.
1. Includes detached, attached (townhouse), and manufactured units.
2. Includes duplexes, structures with two or more units, and all other units.
Persons per
HouseholdPersonsUnits in Structure Households Vacancy
Rate
Housing
Mix
Persons per
Housing UnitHousing Units
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Seasonal Households
To account for seasonal residents, the analysis includes vacant households used for seasonal, recreational,
or occasional use. According to 2017 ACS estimates shown in Figure A3, seasonal units account for 2,343
of Fountain Hills’ 3,038 vacant units. With all seasonal units occupied, Fountain Hills’ peak vacancy rate is
4.72 percent (14,020 peak households / 14,715 housing units). Applying Fountain Hills’ occupancy factor
of 2.05 persons per household to seasonal households provides a seasonal population estimate of 4,811
persons. Fountain Hills’ peak population estimate for 2017 is 28,789 (23,978 population in households +
4,811 seasonal population).
Figure A3: Seasonal Households
Population Estimates
To accurately determine current and future population in Fountain Hills, TischlerBise compared population
estimates and growth rates from American Community Survey data, Arizona Department of Administration
(ADOA), the Fountain Hills 2017 Land Use Analysis Report, and Maricopa Association of Governments
(MAG). In 2016 MAG released population projections for jurisdictions through 2050, along with annual
updates of housing unit and population estimates. TischlerBise uses MAG’s 2016 Socioeconomic
Projections in conjunction with Fountain Hills staff-provided building permit data to derive the base year
estimates of population and housing units. The 2017 Fountain Hills Land Use Analysis and Statistical Report
details housing by unit count and type current through December 31, 2017 allowing the study to establish
2018 as the base year for related projections. Further analysis of the past 20 years of building permit data
shows that Fountain Hills has averaged 125 single family and 76 multi-family units per year over this time
period, however growth has slowed substantially since 2010, in part due to a broader national economic
condition. The resulting impact on growth in Fountain Hills has reduced average unit construction to 52
single family and 16 multi-family units per year between 2015 and 2018.
POPULATION
Year-Round Population 23,978
Housing Units 14,715
Vacant Housing Units 3,038
Vacancy Rate 20.65%
Households 11,677
Seasonal Households 2,343
Peak Households 14,020
Persons per Household 2.05
Population in Households 23,978
Seasonal Population 4,811
Peak Population in 2017 28,789
Source: U.S. Census Bureau, 2013-2017 American Community Survey 5-Year Estimates.
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Population Projections
Based on recent building permit trends and review of the 2017 Fountain Hills Land Use Analysis and
Statistical Report, TischlerBise projects an average annual increase of 106 housing units (67 single-family
and 39 multi-family units) between 2018 and 2028. TischlerBise projects housing growth beyond 2018
using MAG’s 2020-2030 population compound average annual growth rate of 0.87 percent and the 2017
ACS occupancy rate of 2.05 persons per household. Future households are distributed by type based on
the existing housing mix detailed in the 2017 Fountain Hill’s Land Use Analysis and Statistical Report, 64
percent single family units and 36 percent multi-family units. The assumption on future housing mix is held
constant over the 10-year forecast period, therefore, between 2018 and 2028, 64 percent of projected new
units are single-family and 36 percent are multi-family.
For this study, it is assumed that the household size and seasonal population will remain constant.
TischlerBise projects a 10-year increase of 2,163 persons, or an average of 216 persons annually, and a
corresponding 10-year increase of 1,055 housing units, or an average of 106 units annually. The study
assumes the total seasonal population of 4,811 will remain constant throughout the 10-year period.
Population and housing unit projections are used to illustrate the possible future pace of service demands,
revenues, and expenditures. To the extent these factors change, the projected need for infrastructure will
also change. If development occurs at a more rapid rate than projected, the demand for infrastructure will
increase at a corresponding rate. If development occurs at a slower rate than is projected, the demand for
infrastructure will also decrease.
Figure A4: Residential Development Projections
20 1 8 201 9 2 02 0 2 0 21 20 2 2 20 2 3 2 028
Base 1 2 3 4 5 10
Population
Househol d 24 ,029 24 ,2 37 24,4 47 2 4 ,65 8 2 4 ,87 2 25 ,087 2 6,1 9 2 2,1 6 3
Peak 28 ,840 29 ,0 48 29,2 58 2 9 ,47 0 2 9 ,68 3 29 ,898 3 1,0 0 3 2,1 6 3
Housing Units
Singl e Fami l y 8 ,445 8 ,5 09 8,5 74 8 ,64 0 8 ,70 6 8 ,773 9,1 1 5 6 7 0
Multi -Fami ly 4 ,823 4 ,8 60 4,8 97 4 ,93 5 4 ,97 3 5 ,011 5,2 0 8 3 8 5
Total Housing Units 13 ,268 13 ,3 69 13,4 72 1 3 ,57 5 1 3 ,67 9 13 ,784 1 4,3 2 3 1,0 5 5
10 -Year
Inc re ase
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NONRESIDENTIAL DEVELOPMENT
Current estimates and future projections of nonresidential development are detailed in this section
including jobs and nonresidential floor area.
Employment Estimates
In addition to data on residential development, the calculation of development impact fees requires data
on employment (number of jobs) and nonresidential square footage in Fountain Hills. TischlerBise uses the
term “jobs” to refer to employment by place of work. TischlerBise analyzed recent employment trends,
reviewed data published by MAG, the U.S. Census Bureau, and ESRI Business Analyst1, and had discussions
with Town staff.
TischlerBise estimates 2018 employment using 2015 MAG employment data and then applying MAG
industry specific growth rates to subsequent years. Shown below in Figure A5, base year employment totals
5,521 jobs. Employment estimates are grouped into four categories: Industrial, Commercial / Retail,
Institutional, and Office and Other Services. For the 2018 base year, employment estimates include 455
industrial jobs, 2,838 commercial / retail jobs, 469 institutional jobs, and 1,759 office and other services
jobs. Estimated floor area uses square feet multipliers published by the Institute of Transportation
Engineers. The conversion from employment to nonresidential floor area is discussed below.
Figure A5: Estimated Employment and Distribution by Industry Type
1 ESRI Business Summary Reports provide demographic and business data for geographic areas from
sources including directory listings such as Yellow Pages and business white pages; annual reports; 10-K
and Securities and Exchange Commission (SEC) information; federal, state, and municipal government
data; business magazines; newsletters and newspapers; and information from the US Postal Service. To
ensure accurate and complete information, ESRI conducts annual telephone verifications with each
business listed in the database.
2 01 8 Perce nt of Sq. Ft.2 01 8 Estimated Jobs pe r
Jobs1 Total J obs per Job Floor Are a2 1,00 0 Sq. Ft.2
Indust ri al 3 4 5 5 8 .2 %6 15 27 9 ,64 9 1.6 3
Commercial / Retai l 4 2 ,8 3 8 51 .4 %4 27 1 ,21 1 ,76 9 2.3 4
Inst i tuti onal 5 4 6 9 8 .5 %1 ,0 76 50 4 ,70 0 0.9 3
Offi c e and Ot her Servi ces6 1 ,7 5 9 31 .9 %3 37 59 2 ,93 7 2.9 7
Total 5 ,5 2 1 1 00 .0 %2 ,58 9 ,05 5
1 . Tis chlerBis e calculation based on Maricopa As s ociation of Governments 20 1 5 and 2 0 20 es timates .
2 . Sq. Ft. p er Jo b bas ed on jobs and ITE 1 0 th Edition (2 0 17 ) multiplier.
3 . M ajor s ector is Construction.
4 . M ajor s ectors are Food Services and Retail Trade.
5 . M ajor s ectors are Ed ucational Services and Public Adminis tration.
6 . M ajor s ectors are Health Care and Reales tate Ren tal and Leas in g.
Nonre side ntial
Cate gory
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Nonresidential Square Footage Estimates
To estimate current nonresidential floor area, ITE square feet per employee multipliers (Figure A6) are
applied to 2018 employment estimates shown in Figure A5. For industrial development, light industrial (ITE
110) is the prototype for future development, with an average of 615 square feet per job. For future
commercial / retail development, an average size shopping center (ITE 820) is a reasonable proxy with an
average of 427 square feet per job. For future institutional development, elementary school (ITE 520) is a
reasonable proxy with 1,076 square feet per job. The prototype for future office and other services
development is a general office (ITE 710). This type of development averages approximately 337 square
feet per job. Based on this methodology, TischlerBise estimates Fountain Hills has 2,589,055 square feet of
nonresidential floor area.
Figure A6: The Institute of Transportation Engineers, Employee and Building Area Ratios
ITE Demand Wkdy Trip Ends Wkdy Trip Ends Emp Per Sq Ft
Code Unit Per Dmd Unit1 Per Employee1 Dmd Unit Per Emp
110 Light Industrial 1,000 Sq Ft 4.96 3.05 1.63 615
130 Industrial Park 1,000 Sq Ft 3.37 2.91 1.16 864
140 Manufacturing 1,000 Sq Ft 3.93 2.47 1.59 628
150 Warehousing 1,000 Sq Ft 1.74 5.05 0.34 2,902
254 Assisted Living bed 2.60 4.24 0.61 na
310 Hotel ro om 8.36 14.34 0.58 na
320 Motel ro om 3.35 25.17 0.13 na
520 Elementary School 1,000 Sq Ft 19.52 21.00 0.93 1,076
530 High School 1,000 Sq Ft 14.07 22.25 0.63 1,581
540 Co mmunity College student 1.15 14.61 0.08 na
565 Day Care student 4.09 21.38 0.19 na
610 Hospital 1,000 Sq Ft 10.72 3.79 2.83 354
620 Nursing Home bed 3.06 2.91 1.05 na
710 General Office (average size)1,000 Sq Ft 9.74 3.28 2.97 337
720 Medical-Dental Office 1,000 Sq Ft 34.80 8.70 4.00 250
730 Government Office 1,000 Sq Ft 22.59 7.45 3.03 330
750 Office Park 1,000 Sq Ft 11.07 3.54 3.13 320
760 Research & Dev Center 1,000 Sq Ft 11.26 3.29 3.42 292
770 Business Park 1,000 Sq Ft 12.44 4.04 3.08 325
820 Shopping Center (average size)1,000 Sq Ft 37.75 16.11 2.34 427
1. Tri p Generation, Institute of Transportati on Engineers, 10th Edition (2017).
Land Use / Size
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Employment and Nonresidential Floor Area Projections
Future employment growth in Fountain Hills is based on Maricopa Association of Governments 2020—
2030 employment projections, by industry. To project growth in nonresidential square footage,
TischlerBise applies the previously discussed ITE square feet per employee multipliers to the projected
increase in employment. The results of these calculations are shown in Figure A7. Over the next 10 years,
Fountain Hills is projected to gain 872 jobs and add an estimated 431,000 square feet of nonresidential
development.
Figure A7: Nonresidential Development Projections
20 1 8 2 01 9 2 020 20 2 1 20 2 2 2 02 3 2 0 28
Base 1 2 3 4 5 1 0
Employment
Industri al 4 55 4 58 4 6 2 464 4 66 4 68 47 7 2 2
Commerc i al 2 ,8 38 2,8 71 2,9 3 8 2 ,981 3 ,0 25 3,0 69 3 ,30 0 46 2
Inst i tut i on al 4 69 4 78 5 0 2 512 5 23 5 34 59 2 12 3
Offi ce 1 ,7 59 1,7 93 1,8 8 7 1 ,904 1 ,9 20 1,9 37 2 ,02 4 26 5
Total Employme nt 5 ,5 21 5,6 00 5,7 8 9 5 ,861 5 ,9 34 6,0 08 6 ,39 3 87 2
Nonre side ntial Floor Area (KSF)
Industri al 2 80 2 82 2 8 4 285 2 86 2 88 29 3 1 3
Commerc i al 1 ,2 12 1,2 26 1,2 5 5 1 ,273 1 ,2 91 1,3 10 1 ,40 9 19 7
Inst i tut i on al 5 05 5 14 5 4 0 551 5 63 5 75 63 7 13 2
Offi ce 5 93 6 04 6 3 6 642 6 47 6 53 68 2 8 9
Total Floor A re a 2 ,5 90 2,6 26 2,7 1 5 2 ,751 2 ,7 87 2,8 26 3 ,02 1 43 1
10-Ye ar
Increase
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AVERAGE WEEKDAY VEHICLE TRIPS
Average Weekday Vehicle Trips are used as a measure of demand by land use. Vehicle trips are estimated
using average weekday vehicle trip ends from the reference book, Trip Generation, 10th Edition, published
by the Institute of Transportation Engineers (ITE) in 2017. A vehicle trip end represents a vehicle entering
or exiting a development (as if a traffic counter were placed across a driveway).
Trip Rate Adjustments
To calculate street development fees, trip generation rates require an adjustment factor to avoid double
counting each trip at both the origin and destination points. Therefore, the basic trip adjustment factor is
50 percent. As discussed further below, the development impact fee methodology includes additional
adjustments to make the fees proportionate to the infrastructure demand for particular types of
development.
Commuter Trip Adjustment
Residential development has a larger trip adjustment factor of 63 percent to account for commuters
leaving Fountain Hills for work. According to the 2009 National Household Travel Survey (see Table 30)
weekday work trips are typically 31 percent of production trips (i.e., all out-bound trips, which are 50
percent of all trip ends). As shown in Figure A8, the U.S. Census Bureau’s OnTheMap web application
indicates that 84 percent of resident workers traveled outside of Fountain Hills for work in 2015. In
combination, these factors (0.31 x 0.50 x 0.84 = 0.13) support the additional 13 percent allocation of trips
to residential development.
Figure A8: Commuter Trip Adjustment
Trip A djustme nt Factor for Commute rs1
Empl oyed Resi dents 9 ,1 5 5
Resi dent s Worki ng i n Fountai n Hi l l s 1 ,4 9 5
Resi dent s Worki ng Outsi de Fountai n Hi l l s (Commut ers)7 ,6 6 0
Pe rc e nt Commuti ng out of Fountai n Hills 8 4%
Additional Produc tion Tri ps2 1 3%
Re side nt ial Trip A djustme nt Factor 6 3%
1 . U.S. Cens us Bu reau , OnTheMap Application (version 6 .5 ) and LEH D Origin-D es tination
Employment Statis tics , 2 0 1 5 .
2 . According to the Nation al Hous ehold Travel Survey (200 9 )*, publis hed in D ecember 2 0 1 1 (s ee
Table 3 0), home-based work trip s are typically 30 .9 9 percent of “production” trips , in other words ,
out-bound trips (which are 50 percent of all trip ends ). Als o, LED OnTheMap data from 201 5
indicate that 84 percent of Fo untain Hills ' workers travel outs ide the town for work. In combin ation,
th es e facto rs (0 .3 099 x 0 .5 0 x 0 .84 = 0 .1 2 9 6468 6 ) account for 1 3 percent o f additional production
trips . The total adjus tment factor for res id ential inclu des attraction trip s (5 0 percent of trip ends)
plus the journ ey-to-wo rk commuting adjus tment (13 percent of pro duction trip s ) for a total of 6 3
percent.
*h ttp://nhts .ornl.gov/publications .s html ; Summary of Travel Trends - Tab le "D aily Travel Statis tics by
Weekday vs . Weeken d"
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Adjustment for Pass-By Trips
For commercial development, the trip adjustment factor is less than 50 percent because retail
development attracts vehicles as they pass by on arterial and collector roads. For example, when someone
stops at a convenience store on the way home from work, the convenience store is not the primary
destination. For the average shopping center, ITE data indicate 34 percent of the vehicles that enter are
passing by on their way to some other primary destination. The remaining 66 percent of attraction trips
have the commercial site as their primary destination. Because attraction trips are half of all trips, the trip
adjustment factor is 66 percent multiplied by 50 percent, or approximately 33 percent of the trip ends.
Estimated Residential Vehicle Trip Rates
As an alternative to simply using the national average trip generation rate for residential development, the
Institute of Transportation Engineers (ITE) publishes regression curve formulas that may be used to derive
custom trip generation rates, using local demographic data. Key independent variables needed for the
analysis (i.e. vehicles available, housing units, households, and persons) are available from American
Community Survey data. Shown in Figure A9, custom trip generation rates for Fountain Hills vary slightly
from the national averages. For example, single-family residential development is expected to generate
7.29 average weekday vehicle trip ends per dwelling – compared to the national average of 9.44 (ITE 210).
Multi-family residential development is expected to generate 3.63 average weekday vehicle trip ends per
dwelling, which is lower than the national average of 5.44 (ITE 221).
Figure A9: Average Weekday Vehicle Trip Ends by Housing Type
Owner-oc cupied 1 7 ,0 46 8 ,2 52 96 8 9,22 0 1 .8 5
Renter-oc cupi ed 3 ,6 64 1 ,0 87 1,37 0 2,45 7 1 .4 9
TOTAL 2 0 ,7 10 9 ,3 39 2,33 8 1 1,67 7 1 .7 7
Pe rsons in Trip V e hic le s by Tri p A ve rage Housing
Households3 Ends4 Type of Unit Ends5 Trip Ends Units6 Fountain Hills ITE7
Si ngl e-Famil y 20 ,0 9 7 55,97 1 1 6,877 11 0 ,0 06 8 2,98 9 1 1 ,3 81 7 .2 9 9 .4 4
Mul ti-Famil y 3 ,8 8 1 8,80 6 3,833 1 5 ,3 94 1 2,10 0 3 ,3 34 3 .6 3 5 .4 4
TOTAL 23 ,9 7 8 64,77 8 2 0,710 12 5 ,4 00 9 5,08 9 1 4 ,7 15 6 .4 6
1 . Vehicles available by tenure from Table B2504 6 , American Community Survey, 201 3 -20 1 7 5 -Year Es timates .
2 . H ous eholds by tenure and units in s tructure from Table B250 3 2, American Community Survey, 20 1 3-2 0 17 5-Year Es timates .
3 . Total population in hous eholds from Table B250 3 3 , American Community Survey, 201 3 -20 1 7 5-Year Es timates .
6 . H ous ing units American Community Survey, 2 0 13-2 017 5 -Year Es timates .
7 . Trip Generation, Institute of Trans portation En gineers , 1 0 th Edition (20 1 7 ).
Trip Ends pe r Unit
4 . Vehicle trips ends bas ed on persons using formu las from Trip G eneration (ITE 2017 ). For s ingle-family hous ing (ITE 210 ), the fitted curve equation is
EXP(0.89*LN(persons)+1 .7 2 ). To ap proximate the average population of the ITE s tudies , pers ons were divided b y 3 6 an d the equation res u lt multiplied by 3 6 . For multi-
family hous ing (ITE 221 ), the fitted curve equation is (2.29 *pers ons )-8 1 .0 2.
5 . Vehicle trip ends bas ed on vehicles available us ing formulas from Trip Generation (ITE 20 1 7 ). For single-family housin g (ITE 2 1 0 ), the fitted curve equatio n is
EXP(0.99*LN(vehicles )+1.93 ). To approximate the average number of vehicles in the ITE studies , vehicles available were divided by 6 6 and the equation res ult multiplied by
6 6 . For multi-family hous ing (ITE 221), the fitted curve equation is (3 .9 4*vehicles )+293.5 8 .
House holds by Structure Type 2
V ehicle s
Availabl e 1 Single-Family M ulti-Family Total V e hicl e s pe r HH
by Te nure
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67
Functional Population
TischlerBise recommends functional population to allocate the cost of certain facilities to residential and
nonresidential development. As shown in Figure A10, functional population accounts for people living and
working in a jurisdiction. OnTheMap is a web-based mapping and reporting application that shows where
workers are employed and where they live. It describes geographic patterns of jobs by their employment
locations and residential locations as well as the connections between the two locations. OnTheMap was
developed through a unique partnership between the U.S. Census Bureau and its Local Employment
Dynamics (LED) partner states.
Residents that do not work are assigned 20 hours per day to residential development and four hours per
day to nonresidential development (annualized averages). Residents that work in Fountain Hills are
assigned 14 hours to residential development and 10 hours to nonresidential development. Residents that
work outside Fountain Hills are assigned 14 hours to residential development. Inflow commuters are
assigned 10 hours to nonresidential development. Based on 2015 functional population data for Fountain
Hills, the proportionate share is 81 percent for residential development and 19 percent for nonresidential
development.
Figure A10: Functional Population
De mand Pe rson Proportionate
Hours/Day Hours Share
Reside ntial
Peak Popul ati on 28 ,28 2
Resi dents Not Worki ng 19 ,12 7 20 3 8 2,5 40
Employed Resi dents 9 ,15 5
Employed i n Servi ce Area 1,495 14 2 0,9 30
Employed outsi de Servi c e Area 7,660 14 1 0 7,2 40
Resi denti al Subtotal 5 1 0,7 10 81 %
Nonre sidential
Non-working Resi dent s 19 ,12 7 4 7 6,5 08
J obs in Servi ce Area 4 ,42 4
Resi dents Empl oyed i n Servi c e Area 1,495 10 1 4,9 50
Non-Resi dent Workers (i nfl ow Commuters)2,929 10 2 9,2 90
Nonresi denti al Subtotal 1 2 0,7 48 19 %
TOTAL 6 3 1,4 58 100 %
Source: Maricopa Ass ociation of G overnments 2 0 1 5 Population Estimate, Fountain Hills; U.S. Cens us Bureau, OnTheMap 6.5 Application, 2 0 1 5 .
De mand Units in 2 0 15
DRAFT Land Use Assumptions, IIP, and Development Fee Report
Fountain Hills, Arizona
68
Development Projections
Provided below is a summary of cumulative development projections used in the development impact fee study. Base year estimates for 2018 are
used in the development impact fee calculations. Development projections are used to illustrate a possible future pace of demand for service units
and cash flows resulting from revenues and expenditures associated with those demands.
Figure A11: Development Projections Summary
2018 2019 20 2 0 2 0 2 1 2 0 2 2 2023 2 0 2 4 2 025 2026 2027 2 0 2 8
Base 1 2 3 4 5 6 7 8 9 1 0
Populati on
Househol d 24,02 9 24,2 3 7 2 4 ,4 4 7 2 4 ,6 58 2 4 ,872 25,087 2 5 ,3 0 4 2 5,523 25,744 25,96 7 2 6 ,1 9 2 2 ,1 6 3
Peak 28,84 0 29,0 4 8 2 9 ,2 5 8 2 9 ,4 70 2 9 ,683 29,898 3 0 ,1 1 5 3 0,334 30,555 30,77 8 3 1 ,0 0 3 2 ,1 6 3
Housing Units
Single Family 8,44 5 8,5 0 9 8 ,5 7 4 8 ,6 40 8 ,706 8,773 8 ,8 4 0 8,908 8,977 9,04 6 9 ,1 1 5 6 7 0
Mul ti-Fami l y 4,82 3 4,8 6 0 4 ,8 9 7 4 ,9 35 4 ,973 5,011 5 ,0 5 0 5,089 5,128 5,16 8 5 ,2 0 8 3 8 5
Total Housing Units 13,26 8 13,3 6 9 1 3 ,4 7 2 1 3 ,5 75 1 3 ,679 13,784 1 3 ,8 9 0 1 3,997 14,105 14,21 3 1 4 ,3 2 3 1 ,0 5 5
Employme nt
Industri al 45 5 4 5 8 4 6 2 4 64 466 468 4 7 0 471 473 47 5 4 7 7 2 2
Commerci al 2,83 8 2,8 7 1 2 ,9 3 8 2 ,9 81 3 ,025 3,069 3 ,1 1 4 3,159 3,205 3,25 2 3 ,3 0 0 4 6 2
Insti tuti onal 46 9 4 7 8 5 0 2 5 12 523 534 5 4 5 557 568 58 0 5 9 2 1 2 3
Offic e 1,75 9 1,7 9 3 1 ,8 8 7 1 ,9 04 1 ,920 1,937 1 ,9 5 4 1,972 1,989 2,00 6 2 ,0 2 4 2 6 5
Total Empl oyme nt 5,52 1 5,6 0 0 5 ,7 8 9 5 ,8 61 5 ,934 6,008 6 ,0 8 3 6,159 6,236 6,31 4 6 ,3 9 3 8 7 2
Nonre side ntial Floor Are a (KSF)
Industri al 28 0 2 8 2 2 8 4 2 85 286 288 2 8 9 290 291 29 2 2 9 3 1 3
Commerci al 1,21 2 1,2 2 6 1 ,2 5 5 1 ,2 73 1 ,291 1,310 1 ,3 3 0 1,349 1,369 1,38 9 1 ,4 0 9 1 9 7
Insti tuti onal 50 5 5 1 4 5 4 0 5 51 563 575 5 8 7 599 611 62 4 6 3 7 1 3 2
Offic e 59 3 6 0 4 6 3 6 6 42 647 653 6 5 9 664 670 67 6 6 8 2 8 9
Total Floor Area 2,59 0 2,6 2 6 2 ,7 1 5 2 ,7 51 2 ,787 2,826 2 ,8 6 5 2,902 2,941 2,98 1 3 ,0 2 1 4 3 1
1 0 -Ye ar
Inc rease
DRAFT Land Use Assumptions, IIP, and Development Fee Report
Fountain Hills, Arizona
69
APPENDIX B: LAND USE DEFINITIONS
Residential Development
As discussed below, residential development categories are based on data from the U.S. Census Bureau,
American Community Survey. Fountain Hills will collect development fees from all new residential units.
One-time development fees are determined by site capacity (i.e. number of residential units).
Single-Family:
1. Single-family detached is a one-unit structure detached from any other house, that is, with open
space on all four sides. Such structures are considered detached even if they have an adjoining
shed or garage. A one-family house that contains a business is considered detached as long as the
building has open space on all four sides.
2. Single-family attached (townhouse) is a one-unit structure that has one or more walls extending
from ground to roof separating it from adjoining structures. In row houses (sometimes called
townhouses), double houses, or houses attached to nonresidential structures, each house is a
separate, attached structure if the dividing or common wall goes from ground to roof.
3. Mobile home includes both occupied and vacant mobile homes, to which no permanent rooms
have been added, are counted in this category. Mobile homes used only for business purposes or
for extra sleeping space and mobile homes for sale on a dealer's lot, at the factory, or in storage
are not counted in the housing inventory.
Multi-Family:
1. 2+ units (duplexes and apartments) are units in structures containing two or more housing units,
further categorized as units in structures with “2, 3 or 4, 5 to 9, 10 to 19, 20 to 49, and 50 or more
apartments.”
2. Boat, RV, Van, Etc. includes any living quarters occupied as a housing unit that does not fit the
other categories (e.g., houseboats, railroad cars, campers, and vans). Recreational vehicles, boats,
vans, railroad cars, and the like are included only if they are occupied as a current place of
residence.
DRAFT Land Use Assumptions, IIP, and Development Fee Report
Fountain Hills, Arizona
70
Nonresidential Development
The proposed general nonresidential development categories (defined below) can be used for all new
construction within Fountain Hills. Nonresidential development categories represent general groups of
land uses that share similar average weekday vehicle trip generation rates and employment densities (i.e.,
jobs per thousand square feet of floor area).
Commercial / Retail: Establishments primarily selling merchandise, eating/drinking places, and
entertainment uses. By way of example, Commercial / Retail includes shopping centers, supermarkets,
pharmacies, restaurants, bars, nightclubs, automobile dealerships, and movie theaters, hotels, and
motels.
Industrial: Establishments primarily engaged in the production, transportation, or storage of goods. By
way of example, Industrial includes manufacturing plants, distribution warehouses, trucking companies,
utility substations, power generation facilities, and telecommunications buildings.
Institutional: Establishments including public and quasi-public buildings providing educational, social
assistance, or religious services. By way of example, Institutional includes schools, universities, churches,
daycare facilities, government buildings, and prisons.
Office and Other Services: Establishments providing management, administrative, professional, or
business services; personal and health care services. By way of example, Office and Other Services includes
banks, business offices, assisted living facilities, nursing homes, hospitals, medical offices, and veterinarian
clinics.
DRAFT Land Use Assumptions, IIP, and Development Fee Report
Fountain Hills, Arizona
71
APPENDIX C: FORECAST OF REVENUES
The “Required Offset” percentage reduction is a placeholder that will be discussed in more detail at a later
date. Arizona’s Enabling Legislation requires municipalities to forecast the revenue contribution to be
made in the future towards capital costs and shall include these contributions in determining the extent
of burden imposed by development. TischlerBise sometimes recommends a small percentage reduction
in development fees to satisfy the “required offset,” which is a phrase taken directly from the enabling
legislation (quoted below).
9-463.05.E.7. “A forecast of revenues generated by new service units other than development fees,
which shall include estimated state-shared revenue, highway users revenue, federal revenue, ad
valorem property taxes, construction contracting or similar excise taxes and the capital recovery
portion of utility fees attributable to development based on the approved land use assumptions,
and a plan to include these contributions in determining the extent of the burden imposed by the
development as required in subsection B, paragraph 12 of this section.”
9-463.05.B.12. “The municipality shall forecast the contribution to be made in the future in cash
or by taxes, fees, assessments or other sources of revenue derived from the property owner
towards the capital costs of the necessary public service covered by the development fee and shall
include these contributions in determining the extent of the burden imposed by the development.
Beginning August 1, 2014, for purposes of calculating the required offset to development fees
pursuant to this subsection, if a municipality imposes a construction contracting or similar excise
tax rate in excess of the percentage amount of the transaction privilege tax rate imposed on the
majority of other transaction privilege tax classifications, the entire excess portion of the
construction contracting or similar excise tax shall be treated as a contribution to the capital costs
of necessary public services provided to development for which development fees are assessed,
unless the excess portion was already taken into account for such purpose pursuant to this
subsection.”
Fountain Hills does not have a higher than normal construction excise tax rate, so the required offset
described above is not applicable. The required forecast of non-development fee revenue that might be
used for growth-related capital costs is shown in Figure C1. The forecast of revenues was provided by the
Town of Fountain Hills. Projected population plus jobs, for the entire Municipal Planning Area, are
documented in the land use assumptions.
Figure C1: Five-Year Revenue Projections
FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
Intergovermental 5,485,747$ 5,510,550$ 5,535,610$ 5,560,903$ 5,586,457$
Permits, Licenses, Fees 1,161,061$ 1,080,158$ 1,122,024$ 1,116,202$ 1,153,139$
Building Revenue 556,662$ 588,802$ 554,104$ 576,366$ 793,042$
Local Taxes 9,067,725$ 9,103,363$ 9,442,027$ 9,758,534$ 10,097,493$
Total General Fund 16,271,195$ 16,282,873$ 16,653,765$ 17,012,005$ 17,630,131$
Source: Town of Fountain Hills 2018-2023 Revenue Projections.
Town Council Meeting:
Draft Land Use Assumptions and
Infrastructure Improvements Plan
Fountain Hills, Arizona
September 17, 2019
2
Overview
•Development Fee Basics
•Land Use Assumptions
•Infrastructure Improvements Plan
•Parks and Recreation
•Police
•Fire
•Streets
•Fee Comparison
•Adoption Timeline
3
Arizona Legislation
•Three integrated products:
•Land Use Assumptions:10+ years, adopted by elected officials
•Infrastructure Improvements Plan (IIP): limited to 10 years
•Development Fees: part of broader revenue strategy
•Based on same level of service (LOS)
provided to existing development
•Limitations on necessary public services
4
Overview of Adoption Process
Round One
• Land Use Assumptions
• Infrastructure Improvement Plans
Round Two
•Development Fees
• Modify Based on Round One Input/Decisions
•Revenue Projections
• Required Offsets
5
Why Development Fees?
TischlerBise | www.tischlerbise.com
•Infrastructure capacity is essential to accommodate
new development
•Minimizes externalities like traffic congestion that is
associated with “no-growth” sentiment
•Compared to negotiated agreements, streamlines
approval process with known costs (predictability)
•Integrates comprehensive planning, economic
development, and revenue strategies
6
Eligible Costs
TischlerBise | www.tischlerbise.com
•Facilities / improvements required to serve new
development -Yes
•Maintenance and repairs –No
•Excess capacity in existing facilities –Yes
•Improvements required to correct existing deficiencies –
No, Unless there is a funding plan
7
Conceptual Impact Fee Calculation
TischlerBise | www.tischlerbise.com
Demand
Units
per
Development
Unit
Infrastructure
Units
per
Demand
Unit
Dollars
per
Infrastructure
Unit
2.5 persons per SFD unit x 5 acres per 1,000 persons x $100,000 per acre =
0.0125 acres per SFD Unit @ $1,250 per SFD Unit
8
Fee Methodologies
TischlerBise | www.tischlerbise.com
Buy-In Approach (Past)
•New growth is “buying in” to the cost the community
has already incurred to provide growth-related
capacity
•When Applicable
•Near build-out
•Community has oversized facilities in anticipation of growth
•Other Common Names
•Recoupment
•Cost Recovery
9
Fee Methodologies (continued)
TischlerBise | www.tischlerbise.com
Incremental Expansion Approach (Present)
•Formula-based approach based on existing levels of
service
•Park acres per capita
•Square feet per student station
•Fee is based on the current cost to replicate existing
levels of service (i.e. replacement cost)
•Provides flexibility
•Other Common Names
•Replacement Cost
•Level-of-Service Approach
10
Fee Methodologies (continued)
TischlerBise | www.tischlerbise.com
Plan-Based Approach (Future)
•Usually reflects an adopted CIP or master plan
•Growth-related costs are more refined
•Will be scrutinized more closely by development
community
11
Fee Methodology Considerations
TischlerBise | www.tischlerbise.com
•Available data to support the methodology
•No adopted facility plans or “iffy” CIP (Incremental)
•Long-term capital improvement plan or adopted facility
master plans (Plan-Based)
•Level of service reflected in capital plan?
•Current LOS versus existing LOS
•Is it financially feasible?
•How will existing deficiencies be funded?
12
Evaluate Need for Credits
TischlerBise | www.tischlerbise.com
•Site specific
•Developer constructs a capital facility included in
fee calculations
•Debt service
•Avoid double payment due to existing or future
bonds
•Dedicated revenues
•Property tax, local option sales tax, gas tax
13
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
Base 1 2 3 4 5 6 7 8 9 10
Population
Household 24,029 24,237 24,447 24,658 24,872 25,087 25,304 25,523 25,744 25,967 26,192 2,163
Peak 28,840 29,048 29,258 29,470 29,683 29,898 30,115 30,334 30,555 30,778 31,003 2,163
Housing Units
Single Family 8,445 8,509 8,574 8,640 8,706 8,773 8,840 8,908 8,977 9,046 9,115 670
Multi-Family 4,823 4,860 4,897 4,935 4,973 5,011 5,050 5,089 5,128 5,168 5,208 385
Total Housing Units 13,268 13,369 13,472 13,575 13,679 13,784 13,890 13,997 14,105 14,213 14,323 1,055
Employment
Industrial 455 458 462 464 466 468 470 471 473 475 477 22
Commercial 2,838 2,871 2,938 2,981 3,025 3,069 3,114 3,159 3,205 3,252 3,300 462
Institutional 469 478 502 512 523 534 545 557 568 580 592 123
Office 1,759 1,793 1,887 1,904 1,920 1,937 1,954 1,972 1,989 2,006 2,024 265
Total Employment 5,521 5,600 5,789 5,861 5,934 6,008 6,083 6,159 6,236 6,314 6,393 872
Nonresidential Floor Area (KSF)
Industrial 280 282 284 285 286 288 289 290 291 292 293 13
Commercial 1,212 1,226 1,255 1,273 1,291 1,310 1,330 1,349 1,369 1,389 1,409 197
Institutional 505 514 540 551 563 575 587 599 611 624 637 132
Office 593 604 636 642 647 653 659 664 670 676 682 89
Total Nonres. Floor Area 2,590 2,626 2,715 2,751 2,787 2,826 2,865 2,902 2,941 2,981 3,021 431
10-Year
Increase
Land Use Assumptions
Growth rates provided by Maricopa
Association of Governments
14
Parks and Recreation
•Service Area: Citywide
•Components
•Developed Park Land (incremental)
•Community Park Amenities (incremental)
•Park Trails (incremental)
•10-Year Demand
•Community Parks
•10.3 Developed acres of land, $410,000
•5.7 amenities, $1.78 million
•Park Trails
•4,181 Linear Feet, $38,798
15
Proposed Park and Recreation Fees
Fee Component Cost
per Person
Cost
per Job
Developed Park Land $163.81 $64.41
Park Amenities $712.75 $280.24
Park Trails $15.48 $6.09
Development Fee Report $10.97 $1.80
Total $903.02 $352.53
Residential Development
Development Type Persons per
Household1
Proposed
Fees
Current
Fees
Increase /
Decrease
Single Family 2.15 $1,941 $1,301 $640
Multi-Family 1.66 $1,499 $1,301 $198
Nonresidential Development
Development Type Jobs per
1,000 Sq Ft1
Proposed
Fees
Current
Fees
Increase /
Decrease
Industrial 1.63 $0.57 $0.00 $0.57
Commercial 2.34 $0.83 $0.00 $0.83
Institutional 0.93 $0.33 $0.00 $0.33
Office 2.97 $1.05 $0.00 $1.05
Assisted Living (per bed)0.61 $216 N/A N/A
Hotel (per room)0.58 $206 N/A N/A
1. See Land Use Assumptions
Development Fees per Unit
Development Fees per Square Foot
16
Fire
•Service Area: Citywide
•Components
•Facilities (incremental)
•Apparatus (incremental)
•Equipment (incremental)
•10-Year Demand
•1,452 square feet, $614,000
•0.5 apparatus, $135,000
•2.9 units of equipment, $7,237
17
Proposed Fire Fees
Fe e Compone nt Cost
pe r Pe rson
Cost
pe r J ob
Fi re Stati ons $1 90.0 8 $2 3 2 .91
Fi re Apparatus $41.8 5 $5 1 .28
Fi re Equi p ment $2.2 4 $2 .74
Devel opment Fee Report $9.5 5 $4 .87
Total $2 43.7 3 $2 9 1 .80
Re side ntial De ve lopme nt
De ve l opme nt Type Pe rsons pe r
House hold1
Propose d
Fe e s
Curre nt
Fe e s
Incre ase /
De c re ase
Si ngl e Fami l y 2 .1 5 $5 2 4 $3 0 0 $2 2 4
Mul ti -Fami l y 1 .6 6 $4 0 5 $3 0 0 $1 0 5
Nonre side ntial De ve l opme nt
De ve l opme nt Type J obs pe r
1 ,0 0 0 Sq. Ft1
Propose d
Fe e s
Curre nt
Fe e s
Incre ase /
De c re ase
Indust ri al 1 .6 3 $0 .4 7 $0 .2 4 $0 .2 3
Commerci al 2 .3 4 $0 .6 8 $0 .2 4 $0 .4 4
Inst i tuti onal 0 .9 3 $0 .2 7 $0 .2 4 $0 .0 3
Offi ce 2 .9 7 $0 .8 7 $0 .2 4 $0 .6 2
Assi sted Li vi ng (per bed)0 .6 1 $1 7 9 N/A N/A
Hot el (per room)0 .5 8 $1 7 0 N/A N/A
1. S ee Land Use Assumptions.
De ve lopme nt Fe e s pe r Unit
De ve lopme nt Fe e s pe r Square Foot
18
Police
•Service Area: Citywide
•Components
•Stations (incremental)
•10-Year Demand
•464 square feet of station space, $102,924
19
Proposed Police Fees
Fe e Compone nt Cost
pe r Pe rson
Cost pe r
V e hic le Tri p
Pol i ce Fac i l i ti es $3 0 .5 5 $8 .7 5
Devel opment Fee Report $9 .5 5 $1 .0 7
Tot al $4 0 .1 1 $9 .8 2
Re side ntial De ve lopme nt
De ve lopme nt Type Pe rsons pe r
House hold1
Propose d
Fe e s
Curre nt
Fe e s
Inc re ase /
De c re ase
Si ngl e Fami l y 2 .1 5 $8 6 $0 $8 6
Mul ti -Fami l y 1 .6 6 $6 7 $0 $6 7
Nonre side nti al De ve lopme nt
De ve lopme nt Type Avg We e kday
V e h Trip Ends1
Trip Rate
Adjustme nt
Propose d
Fe e s
Curre nt
Fe e s
Inc re ase /
De c re ase
Industri al 4 .9 6 5 0 %$0 .0 2 $0 .0 0 $0 .0 2
Commerc i al 3 7 .7 5 3 3 %$0 .1 2 $0 .0 0 $0 .1 2
Insti tuti onal 1 9 .5 2 5 0 %$0 .1 0 $0 .0 0 $0 .1 0
Offi c e 9 .7 4 5 0 %$0 .0 5 $0 .0 0 $0 .0 5
Assi sted L i vi ng (per bed)2 .6 0 5 0 %$1 3 N/A N/A
Hotel (per room)8 .3 6 5 0 %$4 1 N/A N/A
1. S ee Land Use Assumptions
De ve lopme nt Fe e s pe r Unit
De ve lopme nt Fe e s pe r Square Foot
20
Street
•Service Area: Citywide
•Components
•Arterial Improvements (Plan-Based)
•Intersection Improvements (incremental)
•Multi-Use Trail Improvements (incremental)
•10-Year Demand
•5.3 lane miles, $5.8 million
•1.3 Improved Intersections, $812,500
•0.9 Miles Multi-Use Trails, $562,500
21
Proposed Street Fees
Fee Component Cost
per VMT
Arterial Improvements $112.11
Improved Intersections $15.72
Multi-Use Trails $10.52
Development Fee Report $0.48
Total $138.83
Average Miles per Trip 6.760
Residential Development
Development Type
Avg Wkdy
Veh Trip
Ends1
Trip Rate
Adjustment
Trip Length
Adjustment
Proposed
Fees
Current
Fees
Increase /
Decrease
Single Family 7.29 63%121%$5,215 $0 $5,215
Multi-Family 3.63 63%121%$2,597 $0 $2,597
Nonresidential Development
Development Type
Avg Wkdy
Veh Trip
Ends1
Trip Rate
Adjustment
Trip Length
Adjustment
Proposed
Fees
Current
Fees
Increase /
Decrease
Industrial 4.96 50% 73%$1.70 $0.00 $1.70
Commercial 37.75 33% 66%$7.72 $0.00 $7.72
Institutional 19.52 50% 73%$6.69 $0.00 $6.69
Office 9.74 50% 73%$3.34 $0.00 $3.34
Assisted Living (per bed)2.60 50% 73%$891 N/A N/A
Hotel (per room)8.36 50% 73%$2,864 N/A N/A
1. TischlerBise Land Use Assumptions
Development Fees per Unit
Development Fees per Square Foot
22
Fee Comparison
Re side ntial De ve lopme nt
De ve lopme nt Type Fire Parks and
Re c re ati on Stre e t Polic e Total
Si ngl e Fami l y $5 2 4 $1 ,9 4 1 $5 ,2 1 5 $8 6 $7 ,7 6 7
Mul t i -Fami l y $4 0 5 $1 ,4 9 9 $2 ,5 9 7 $6 7 $4 ,5 6 7
Nonre side nti al De ve lopme nt
De ve lopme nt Type Fire Parks and
Re c re ati on Stre e t Polic e Total
Industri al $0.4 7 $0 .5 7 $1 .7 0 $0.0 2 $2 .7 7
Commerc i al $0.6 8 $0 .8 3 $7 .7 2 $0.1 2 $9 .3 5
Insti tuti on al $0.2 7 $0 .3 3 $6 .6 9 $0.1 0 $7 .3 8
Offi c e $0.8 7 $1 .0 5 $3 .3 4 $0.0 5 $5 .3 0
Assi sted Li vi n g (per bed)$1 7 9 $2 1 6 $8 9 1 $1 3 $1 ,2 9 8
Hotel (per room)$1 7 0 $2 0 6 $2 ,8 6 4 $4 1 $3 ,2 8 0
De ve lopme nt Fe e s pe r Square Foot
De ve lopme nt Fe e s pe r Unit
Re side ntial De ve lopme nt
Unit Type Fire Parks and
Re c re ati on Stre e t Police Total
Si ngl e Fami l y $3 0 0 $1 ,3 0 1 $0 $0 $1 ,6 01
Mul ti -Fami l y $3 0 0 $1 ,3 0 1 $0 $0 $1 ,6 01
Nonre side nti al De ve lopme nt
Land Use Type Fire Parks and
Re c re ati on Stre e t Police Total
Nonresi dent i al $0.2 4 $0 .0 0 $0.0 0 $0.0 0 $0 .24
De ve lopme nt Fe e s pe r Square Foot
De ve lopme nt Fe e s pe r UnitCurrent Fees
Proposed Fees
23
Adoption Timeline
Sept 17: Public Hearing, LUA/IIP
Nov 5: Adoption, LUA/IIP
Dec 17: Public Hearing, Development Fees
Jan 21: Adoption, Development Fees
Apr 5: Fees Effective
ITEM 8. E.
TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Date: 09/17/2019
Meeting Type: Town Council Regular Meeting
Agenda Type: Regular Agenda Submitting Department: Development Services
Prepared by: John Wesley, Development Services Director
Staff Contact Information: John Wesley, Development Services Director
Request to Town Council Regular Meeting (Agenda Language): RECEIVE A PRESENTATION AND
PROVIDE COMMENTS on the first portion of the draft Fountain Hills General Plan 2020.
Staff Summary (Background)
State statutes require that cities and towns update their general plan every 10 years. The current
Fountain Hills General Plan was approved in 2010. Staff is working with a consultant to prepare a new
plan for adoption by the Council and voters in 2020.
Work began on the new Plan last year. Over this last year the consultant has been gathering and
analyzing background data on the community. Multiple opportunities were also provided for citizens to
provide input for the Plan.
Based on the input received, the consultant has begun to submit draft sections of the new Plan.
A complete first draft plan will be ready for review in November, a revised draft in February, and a final
Plan for Council approval in June.
DISCUSSION
The first section of the new General Plan has been submitted by the consultant for review by the Town.
This section of the Plan includes:
Introduction and Overview
How to Use this Document
Vision
Existing Development
Establishment of Character Areas and associated Goals and Policies
Subsequent sections to be submitted over the coming months include:
Neighborhoods
Social Environment
Connectivity, Access and Mobility
Public Facilities
Natural Environment
Economic Development
Plan Administration
The attached power point presentation provides an overview of the first section received for review.
The document is going to be available on the Town's website for public review and comment, as will the
subsequent sections over the next couple of months. There will be a stakeholders' meeting and a public
open house on the Plan on Wednesday, November 20, 2019.
The draft new Plan takes a different approach compared to the current General Plan. Rather than use
the traditional land used approach, the draft new Plan defines different types of development character
(a combination of land use and building form and intensity) and then maps the Town based on the type
of character an area has. This is a more flexible way to manage land use and helps to reinforce
maintenance of the existing character of the Town. The Plan also takes a more integrated approach to
the elements required by state statute rather than considering each topic in isolation (e.g. topics of
streets, sidewalks, trails, parks, and open space are combined in a section on neighborhood amenities).
Staff is seeking Council input on these concepts and topics to ensure the Council is supportive of this
approach to the General Plan before moving further into the process. Following the presentation, staff
looks forward to comments from the Council regarding the direction being taken with the Plan.
Related Ordinance, Policy or Guiding Principle
General Plan 2010, ARS 9-461.05
Risk Analysis
State statutes require cities and towns to prepare and update their general plans every 10 years. To
meet the statute requirements, the new Plan needs to be on the ballot in November 2020.
Recommendation(s) by Board(s) or Commission(s)
NA
Staff Recommendation(s)
Staff recommends moving forward with the vision, guiding principle, goals, policies, and character area
approach provided in these sections of the draft Plan.
SUGGESTED MOTION
No motion is necessary on this item.
Attachments
General Plan 2020
Form Review
Inbox Reviewed By Date
Development Services Director (Originator)John Wesley 09/05/2019 08:16 AM
Town Attorney Aaron D. Arnson 09/05/2019 01:08 PM
Town Manager Grady E. Miller 09/05/2019 04:29 PM
Form Started By: John Wesley Started On: 08/26/2019 09:56 AM
Final Approval Date: 09/05/2019
Town Council
September 17, 2019
•Gather Community Input/ Public Outreach
•Current General Plan Review
•Visioning Report
•Preparation of Public Participation Plan
•Data Gathering & Analysis/Map Preparation
•Background and Current Conditions Report
•Draft Plan
•Public Review and Comment
•Prepare revised Draft Plan
PLANNING PROCESS MILESTONES
WHERE WE ARE AT
Step 1
September-December 2018
(Completed)
Step 2
January-July 2019
(Completed)
Step 3
August 2019 –February 2020
Step 4
March-November 2020
•60-day Review
•P&Z Commission Hearings and
Recommendation
•Council Hearings and Approval
•Voter Approval
•Section I: Setting the Stage•Introduction•Background Information•Vision •Section II: Thriving Neighborhoods•Section III: Thriving Environment•Built Environment•Great Places -Character Areas•Social Environment•Connectivity, Access, Mobility•Public Facilities and Services•Natural Environment•Section IV: Thriving Economy•Section V: Plan Administration
3
PLAN OUTLINE
SECTIONS RECEIVED
Picture an inviting desert oasis in the Phoenix metropolitan
region, a place where:•Native desert vegetation, topography, and natural resources
are valued and preserved•Distant mountains by day and countless stars by night offer a
magical setting•Neighbors and visitors gather at special events and festivals•Unique recreation, dining, and shopping options abound•Innovation and creativity deliver meaningful employment
opportunities•A variety of housing options are available in safe, quiet,
pleasant, and enjoyable neighborhoods
4
VISION
Picture an inviting desert oasis in the Phoenix metropolitan
region, a place where:•Native desert vegetation, topography, and natural resources are valued and
preserved•Distant mountains by day and countless stars by night offer a magical
setting•Neighbors and visitors gather at special events and festivals•Unique recreation, dining, and shopping options abound•Innovation and creativity deliver meaningful employment opportunities•A variety of housing options are available in safe, quiet, pleasant, and
enjoyable neighborhoods
Fountain Hills: Your Future Awaits
5
VISION
Existing General Plan•Specific land use designations•Strictly follows State Statute requirements•Certainty but lack of flexibility or local response
Proposed Pan•Character areas•Integrates statute requirements to address issues
holistically •Allows greater flexibility
6
PLAN PHILOSOPHY
Achieve Vision by integrating:•Neighborhoods•Environment•Economy
To create a Thriving Community
7
OVERARCHING PRINCIPLE
Achieve Vision by integrating:•Neighborhoods•Environment•Economy
To create a Thriving Community
8
OVERARCHING PRINCIPLE
Character Area Approach•Defines the character of different areas based on:•Land use•Building heights•Lot coverage•Circulation system•Focuses on maintaining or enhancing the character•Allows greater flexibility to respond to both neighborhood
and market issues
9
CHARACTER AREAS
10
CHARACTER AREAS
Character Description:•Primarily residential; three sub-categories•Large Lot•Mixed Neighborhood•Urban•Allow for complementary uses such as schools,
parks, churches
Plan:•Maintain character of existing area•Allow continued use and development of existing
non-residential uses
11
CHARACTER AREAS
NEIGHBORHOODS
Character Description:•Existing commercial area at Fountain Hills Blvd.
and Palisades Blvd. geared toward daily shopping•Primarily commercial with mixed-use and high
density multi-residence uses•Suburban, auto-oriented development form
Plan:•Maintenance •Encourage improved multi-modal transportation and
pedestrian circulation connectivity to surrounding
areas
12
CHARACTER AREAS
COMMERCE CENTER
Character Description:•Multi-story, mixed use area•Combination of both urban and suburban forms•Common parking areas
Plan:•Encourage further development of urban form•Improve walkability•Architecture consistent with small town theme•Vibrant Town center
13
CHARACTER AREAS
TOWN CENTER
Character Description: •Low intensity commercial and industrial buildings•Auto-oriented•Mostly one-story buildings in parking lots
Plan:•Enhance as a gateway into Town•Allow for infill and redevelopment consistent with
Town identity•Increase mix of uses
14
CHARACTER AREAS
SHEA MAIN GATEWAY
Character Description:•One-and two-story commercial buildings•Low intensity uses
Plan:•Maintain and redevelop•Improve Saguaro Blvd streetscape
15
CHARACTER AREAS
SAGUARO BOULEVARD
Goal 1: Future development, redevelopment and infill
protects neighborhoods and balances economic health,
community well-being, and natural resources.
Goal 2: Development, redevelopment and infill support
Fountain Hills’ small town identity and the distinct character
of each area while fostering long-term viability.
Goal 3: Monitor development, revitalization, redevelopment
and infill.
16
GOALS
Goal 4: Allow the Town Center to achieve its full potential.
Goal 5: Preserve open space and maintain strict guidelines
for the conservation of natural resources.
Goal 6: Position current State Trust land to sustain feasible
future growth.
17
GOALS
Questions
18
1
1
or
t
Prepared for:
Town of Fountain Hills Mayor and Council
16705 E Ave of the Fountains
Fountain Hills, Arizona 85268
Prepared by:
The Planning Center
2 E Congress, Suite 600
Tucson, Arizona 85701
Draft 2: September 9, 2019
1
General Plan Project Team
Mayor and Council
Ginny Dickey, Mayor
Sherry Leckrone, Vice Mayor
David Spelich, Council Member
Michael Scharnow, Council Member
Alan Magazine, Council Member
Art Tolis, Council Member
Dennis Brown, Council Member
Planning & Zoning Commission
Susan Dempster, Chair
Erik Hansen, Vice-Chair
Mathew Boik, Commissioner
Christopher Jones, Commissioner
Scott Schlossberg, Commissioner
Peter Gray, Commissioner
Consultant Team
Linda Morales, Owner/CEO
Maria Masque, Principal-in-Charge/Project Manager
Emma Thompson, Planner/GIS and Mapping
Rick Merritt, Economic Development
Daniel Court, Economic Development
John Gray, Engineering
General Plan Technical Advisory Committee (TAC)
Grady Miller, Town Manager
John Wesley, AICP, Development Services Director
Marissa Moore, Senior Planner
Paula Woodward, Executive Assistant
Rachel Goodwin, Community Services Director
James Smith, Economic Development Director
Raymond Rees, Facilities & Environmental Supervisor
Ken Valverde, GIS Technician/CAD Operator
Dana Trompke, PE.
2
Table of Contents
Table of Contents 2
SECTION I: PLANNING FOR OUR FUTURE 2
Introduction and Overview 4
General Plan Purpose 4
Fountain Hills Location and Regional Context 4
Historical Context 4
Exhibit 1: Location and Regional Context 5
How To Use This Document 7
Fountain Hills: Your Future Awaits 9
A Memorable Oasis 9
Fountain Hills Community Speaks 11
Our Commitment 11
Setting the Stage 12
Our Vision 12
Fountain Hills Overarching Principle 13
General Plan Structure 14
SECTION II: THRIVING NEIGHBOHROODS 18
Housing 18
Neighborhood Amenities 19
Neighbohrood Safety 20
Thriving Neighborhoods Goals and Policies 21
SECTION III: THRIVING ENVIRONMENT 26
1. BUILT ENVIRONMENT 26
Great Places Element 26
Background 26
State Trust Land 28
Existing Land Use 28
Existing Zoning 30
Character Area Framework 31
Character Areas Goals and Policies 35
Exhibit 2: Character Areas Plan Map 39
Table 1: Character Area Plan 40
Social Environment Element 43
Built Spaces for Social Interaction 44
Community and Regions Parks 44
Streets, Sidewalks and Trails as Social Connectors 47
Passive and Active Recreation 49
Social Environment Goals and Policies 49
Exhibit 3: Parks, Recreation, Trails and Open Space Map 52
Connectivity, Access and Mobility Element 53
Fountain Hills Roadway System 53
Access to the Larger Metro Area 54
Local Circulation 56
Safety 56
Gateways and Wayfinding 56
Connectivity, Access and Mobility Goals and Policies 57
Exhibit 4: Connectivity, Access and Mobility Plan Map 63
Exhibit 5: Bycicle Connectivity Plan Map 64
Public Facilities and Services Element 65
Water and Sewer 65
Law Enforcement, Fire Protectection and Emergency Medical Services (EMS) 68
Utilities 69
Other Public Facilities and Community Services 70
Capital Improvements Program (CIP) 72
Public Facilities and Services Goals and Policies 72
3
Section I: Planning for Our Future
4
Introduction and Overview
General Plan Purpose
The Town of Fountain Hills General Plan 2020 (General Plan) manages growth in a manner consistent with
the community’s vision through its ten-year planning horizon. It guides decisions by establishing goals and
policies that balance maintenance of existing and developing neighborhoods, continued support for
economic development and conservation of resources. The General Plan provides the basis for new
development while supporting the quality of life that makes the Town distinct. The plan includes the
vision, goals and policy framework identified during the community outreach process. It addresses specific
community needs and aspirations. Under State law, actions on private land development, such as Specific
Plans, Area Plans, rezonings, subdivisions, public agency projects and other decisions must be consistent
with the General Plan ratified by the voters.
Fountain Hills Location and Regional Context
The Town of Fountain Hills (Town) is located in the northeast portion of the Phoenix Valley and is bordered
by the McDowell Mountain Regional Park within Maricopa County. The Town is east of the City of
Scottsdale, north of the Salt River Pima-Maricopa Indian Community and west of the Fort McDowell
Yavapai Nation. Exhibit 1 shows location and regional context.
Historical Context
The landforms that comprise the Town are characterized by low ridgelines and wash corridors that were
originally home to Native Americans. Archaeological studies have identified the area around the Fort
McDowell Yavapai Indian Nation as a major center of Hohokam-Salado occupation from approximately
100 to 1450 A.D. Petroglyphs and lithic remains have been found in both McDowell Mountain Regional
Park and in the surveyed portions of the former State Trust land south of the Town’s northern boundary.
5
Exhibit 1: Location and Regional Context
6
The proximity of the Verde River and Fort McDowell, both to the east, served to bring attention to the
region and created opportunities for the ranchers who subsequently settled the area. Fort McDowell was
established in 1865 and was located on the west side of the Verde River, approximately seven miles above
its junction with the Salt River. The Fort was linked to Camp Verde and Prescott to the northwest by the
Stoneman Military Trail. It was linked to Payson and Winslow to the north by the Mormon Honeymoon
(Wagon) Trail, named for the many Mormon couples who made the long trek to St. George (the nearest
Temple) to be married. The Fort was closed in 1890. In 1903, President Theodore Roosevelt signed an
executive order granting the land to the Yavapai Tribal Nation as a reservation.
The initial property that became the Town of Fountain Hills resulted from a partial sale of the P-Bar Ranch,
a working cattle ranch, under the ownership of the Page Land & Cattle Company. Approximately 4,500
acres was split off in 1968 in a sale to McCulloch Properties, a subsidiary of McCulloch Oil Corporation. In
1970, McCullough Properties Inc. (MCO), after a combination of other land purchases, directed the
creation of an approximate 12,000-acre master-planned community. As a result, the company prepared
documentation known as the initial "Development Master Plan: Fountain Hills".
The plan included a variety of residential housing types, commercial and industrial land uses, provisions
for schools, churches, a community park, and a variety of open space corridors. Singularly, the founders
included, as an attraction to and for the new community, the “World’s Tallest Fountain”, christening its
namesake on December 15, 1970. Interest in the new community was generated throughout the Midwest
and Eastern regions of the country through an innovative “fly to see” program. Prospective buyers were
flown to the fledgling community by private aircraft and toured their potential homesites by a Jeep-driving
sales force. Initial residential construction began within months, and by February 1972 residents began
living in Fountain Hills. The Fountain Hills Sanitary District completed the initial phase of its wastewater
treatment plant in 1974.
In December 1989, the Maricopa County Board of Supervisors voted to allow the incorporation of the
Town of Fountain Hills after a vote of the citizens determined incorporation was desired. A seven-member
Town Council was organized to establish a form of governance for the community. The Town retained the
established land uses approved through Maricopa County as well as the continued use of County zoning
ordinances for the first six months of the Town’s existence.
The Town adopted its first zoning and subdivision ordinances in May 1990 and began administering these
ordinances on July 1, 1990. A Community Development Department was established the next month and
the Planning and Zoning Commission was organized in November 1990. The Planning and Zoning
Commission continues as the recommending body to the Town Council on land use plans and the
implementation of ordinances. In February 1991, the Town Council chose not to continue as its own Board
of Adjustment, forming an independent board to consider variance requests from the land use ordinances
and to consider appeals of the zoning administrator's decisions.
Development continued steadily throughout the 1990s. The land underlying Eagle Mountain, southwest
of the Shea Boulevard/Palisades Boulevard intersection, was annexed in 1991. Communities Southwest
developed a mixture of approximately 500 residential units and commercial facilities and an 18-hole golf
course adjacent to Eagle Mountain. In 2006, the Town Council approved the annexation of an approximate
1,276-acre area of State Trust land that bordered Fountain Hills to the north, increasing the incorporated
area of the Town to 13,006 acres. This annexation was the last significant amount of contiguous property
to increase the size of the Town.
7
How To Use This Document
The following documents are part of the General Plan in the order they are presented.
Executive Summary
The Executive Summary summarizes the General Plan planning process and serves as a marketing tool for
the Town of Fountain Hills.
Policy Plan
The Policy Plan includes the policy framework guiding development, redevelopment, infrastructure,
economic development, and resource conservation efforts within the Town of Fountain Hills. This Plan
includes the community vision, overarching principles, and plan elements in compliance with all applicable
Arizona Revised Statutes. Each element includes goals and policies. This volume also includes the
administrative tools to manage, monitor, amend and implement the General Plan.
Background and Current Conditions Report
The Background and Current Conditions Report contains all pertinent analyses supporting the General
Plan. This document assesses background and current conditions and identifies the physical, regulatory,
demographic, socioeconomic and fiscal realities impacting development within the Town of Fountain Hills.
This technical report and the public input gathered during the community engagement process serve as
the foundation to the goals and policy framework of the General Plan. The Background and Current
Conditions Map Series summarizes the opportunities and constraints in map format.
8
Community Vision Report
In compliance with the State of Arizona Revised Statutes and adopted by Fountain Hills Mayor and Council,
the Public Participation Plan prepared at early stages of the planning process outlined the community
engagement and outreach program guiding the community outreach process. The Community Vision
Report summarizes the input received at the various community meetings, workshops and visioning
efforts.
Figure 1: General Plan Organization
Policy
Plan
Community
Vision
Report
Background
& Current
Conditions
Executive
Summary
9
Known for its impressive fountain, once the tallest in the world, Fountain Hills borders the Fort
McDowell Yavapai Nation, Salt River Pima-Maricopa Indian Community, and Scottsdale, Arizona.
Fountain Hills: Your Future Awaits
A Memorable Oasis
Fountain Hills is famous for the spectacular projection of its signature fountain, which can be viewed from
many vantage points within and outside the Town. The fountain is one of the tallest continuously
operating fountains in the world. The Town is also renowned for its preservation of the natural desert, its
abundant wildlife, scenic qualities and dark skies.
10
One of Fountain Hills’ most valuable assets is its natural beauty. The Town’s scenic views and desert
terrain provide for a wide range of outdoor activities including hiking, biking, and golf. Fountain Hills
contains some of the more challenging and picturesque golf courses in the State of Arizona. Its dark skies
provide opportunities for star gazing.
Fountain Hills was named by Phoenix Magazine as the best place to live in the Valley of the Sun and was
cited as "a welcome oasis on the outskirts of a metropolis." The small-town charm, lakeside, Town Center,
relaxed desert lifestyle, lush desert landscapes and diverse landforms, public art, and an idyllic location at
the foothills of a picturesque mountain setting overlooking Fountain Park, make Fountain Hills an oasis.
A step away from the bustling Phoenix Metropolitan area, Fountain Hills’ aesthetics and natural desert
setting creates a desirable environment for a variety of lifestyles. Artists, professionals, retirees, singles,
new families, and permanent and seasonal residents call this world apart home.
Fountain Hills Community Speaks
As part of the community involvement process, conducted at early stages of the planning process, the
community shared the values and aspirations summarized herein.
At Fountain Hills, we celebrate our environment by living in harmony with our desert setting. Under
Arizona sun and dark starry skies, our mountainous and urban surroundings provide adventure
and inspiration. We celebrate our culture by embracing neighbors and traditions, both old and
new, creating a welcoming, safe, and enjoyable community together. The knowledge and
experiences we share across generations from varied backgrounds encourages innovation.
We celebrate our quality of life by supporting the local spirit with global connections. Our ability
to be resourceful allows our economy to be resilient and innovative. Informed and insightful, we
create opportunities. Our small town embodies both simplicity and advancement, looking to the
future with the promise that we will continue to thrive in sustainable ways.
11
Our Commitment
As part of this General Plan, we embrace a positive outlook, get actively involved and continue to take the
necessary steps to support our community and our vision. As Fountain Hills grows, we:
Sustain the quality of life, vitality, and distinct charm of our Town;
Maintain the delicate balance of land uses that make the Town a desirable place to live, work, enjoy
and visit.
Further enrich the natural, built, and social environments that make the Town unique;
Support existing businesses and continue to attract businesses that stimulate the Town’s economy;
and
Provide recreational and resort opportunities to strengthen the Town’s reputation as a premier
desert destination.
Town Center Main Gateway at Avenue of the Fountains and Saguaro Boulevard
12
Setting the Stage
Of all the destinations in the northern Sonoran Desert, Fountain Hills is
one of the most attractive. The physical beauty, climate, and unique
charm of Fountain Hills are known throughout the Phoenix Metropolitan
region and the state. In Fountain Hills, the vision for the future is multi-
faceted. The Town must strive to preserve the delicate balance between
its natural, built, and social environments. A goal of the General Plan is
to guide development and redevelopment in a manner that maintains
and enhances the qualities that make Fountain Hills a special and unique
place.
Fountain Hills is a product of its relationship with its surrounding natural
environment. The expansive desert terrain contributes to the Town’s
desirable warm climate; the mountains provide a dramatic visual
backdrop. The proximity to metropolitan Phoenix, combined with its
small-Town charm and desert setting, is a primary reason that Fountain
Hills has become a popular destination.
Today, Fountain Hills not only prides itself on its sought-after amenities, but also on its safe, pleasant, and
tranquil neighborhoods, its thriving natural, built, and social environment, and its attractive, enjoyable,
and memorable public spaces. Fountain Hills offers many major amenities typically found in cities with
much larger populations, such as the Fountain Hills Community Center, the Fountain Hills Museum,
Fountain Park, the Botanical Gardens, a thriving Town Center, resorts, and a broad range of high-quality
public services. Open space comprises almost half of the City’s total area and provides treasured natural
recreation opportunities and wild habitat.
Our Vision
Picture an inviting desert oasis in the Phoenix metropolitan region, a place where:
Native desert vegetation, topography, and natural resources are valued and preserved
Distant mountains by day and countless stars by night offer a magical setting
Neighbors and visitors gather at special events and festivals
Unique recreation, dining, and shopping options abound
Innovation and creativity deliver meaningful employment options to a well-educated, diverse
population
A variety of housing options are available in safe, quiet, pleasant, and enjoyable neighborhoods
Fountain Hills…
Your Future Awaits!
13
Fountain Hills Overarching Principle
One overarching principle supports Fountain Hills’ Vision: Carefully and thoughtfully integrating
neighborhoods, environment (built, natural and social) and economy to maintain a thriving community.
This principle seamlessly brings together the places we live, work, shop, go to school, and recreate in a
viable and sustainable manner.
Neighborhoods
Environment Economy
14
General Plan Structure
Overarching Principle: Themes/Elements: Topics:
Thriving Neighborhoods HOUSING Variety for all ages, incomes,
and lifestyle
Quality Development
Property Maintenance
NEIGHBORHOOD AMENITIES Neighborhood Connectivity
Street, Sidewalk, and Bicycle
Parks, Recreation, Trails, Open
Space
Neighborhood Services
Schools
Public Facilities
Churches
Neighborhood Commercial
SAFETY Safe-by-Design Neighborhoods
15
Overarching Principle: Themes/Elements: Topics:
Thriving Environment BUILT ENVIRONMENT
GREAT PLACES Character Areas
Neighborhoods
Commerce Center
Town Center
Shea Corridor
Saguaro Boulevard
Development Reserve
(State Trust land)
Town-wide Amenities:
Shopping and Entertainment
Resort/Lodging
Community & Regional Parks,
Recreation, Golf
SOCIAL ENVIRONMENT Built Spaces for Social Interaction
Community & Regional Parks, Plazas
and Courtyards,
Streets, Sidewalks and Trails
Passive and Active Recreation
ACCESS, CONNECTIVITY &
MOBILITY
Roadway System
Access to the Larger Metro Area
Local Circulation (Pedestrian and
Bicycle Connectivity)
Safety
Gateways and Wayfinding
PUBLIC FACILITIES &
SERVICES
Water and Sewer
Law Enforcement, Fire Protection,
Emergency Medical Services
Utilities
Other Public Facilities and Community
Services
Capital Improvements Program (CIP)
16
Overarching Principle: Themes: Topics:
Thriving Environment NATURAL ENVIRONMENT Desert Landscapes, Topography,
Vegetation, Scenic Value, Dark
Skies, Water & Air Quality, Open
Space, Energy
Overarching Principle: Themes/Elements: Topics:
Thriving Economy ECONOMIC DEVELOPMENT Revenue Stream, Social and
Intellectual Capital, Technology
and Innovation, Arts and Culture,
Tourism
COST OF DEVELOPMENT Financing New Development
17
Section II: Thriving Neighborhoods
18
Thriving Neighborhoods
Thriving neighborhoods are key components of a thriving community, define Fountain Hills, and support
the economic vitality and long-term resilience of the Town. Fountain Hills defines thriving neighborhoods
as safe, tranquil, and aesthetically pleasing residential areas providing quality housing choices for all age
groups and income ranges in a setting that includes walkable streets lined-up with drought tolerant,
shade-providing trees and sustainable desert landscapes, a quality street network that offers multimodal
access to jobs with livable wages, excellent schools, parks, recreation, and other neighborhood amenities
and services, and trail connectivity to natural open space. This element addresses the specific needs of
neighborhoods, including housing variety, quality and maintenance, neighborhood amenities,
neighborhood connectivity and neighborhood safety.
Although Fountain Hills is approaching buildout, there are opportunities for residential growth in the
Adero Canyon and Eagles Nest area and residential infill within established residential areas. There are
also opportunities for high-density and mixed-use development within urban areas including the Town
Center. Future residential development is addressed in a broader context as a key component of the Built
Environment in the Great Places Elements which establishes criteria for new development within the
Neighborhoods Character Area in the Character Areas Plan included in Table 1.
Housing
When a family, or business, contemplates relocating to a new area, they evaluate their future success, to
a large extent, on the availability of quality affordable housing. Before someone commits to a new
location, they must feel secure that there are no barriers to their success. Housing expenses can easily
consume 30 to 50 percent of household income. Access to housing and the affordability of housing
impacts community development and long-term economic resilience. Housing development creates new
jobs and provides desired housing options that attract residents. In sum, people attract businesses and
housing attracts people.
This section provides the housing context guiding the housing goals and policies included in this element.
The Background and Current Conditions technical report describes existing housing in Fountain Hills. A
strategy that supports a variety of housing types, quality development and maintenance of the existing
housing stock and residential areas is essential to sustain Fountain Hills’ thriving neighborhoods.
Housing Variety
The mix of housing types in Fountain Hills differs to some extent to that found across Maricopa County.
The major differences are: (1) a higher percentage of single family attached units or townhomes and (2)
fewer traditional apartment units. Fountain Hills also has a much lower percentage of single-family homes
that are rented.
Post-recession figures indicate that in Maricopa County approximately 22 percent of all single-family
homes are rented, a level that is two times higher than found before the recession. In Fountain Hills, only
9 percent of all single-family homes are rented, likely due to the price of housing in the Town which is not
conducive to renting.
19
According to the American Family Survey, the median value of owner-occupied housing in Fountain Hills
(single-family, townhome and condo units) is $387,800 compared to the County median of $225,000.
Diversifying the housing stock to attract families and working professionals will contribute to a more
resilient economic outlook.
Quality Development
Residential development in Fountain Hills is and will continue to be safe-by-design and sensitively
integrated into the natural, social, and built environments, includes walkable streets lined-up with
drought tolerant, shade-providing trees and sustainable desert landscapes, is served by a quality street
network that offers multimodal access to jobs with livable wages, excellent schools, parks, recreation, and
other amenities and services, and provide trail connectivity to natural open space.
Property Maintenance
Efforts to sustain neighborhood quality must reflect the diversity of neighborhoods and their needs. Most
residential neighborhoods in Fountain Hills are well-maintained. Maintaining the character of the existing
neighborhoods and encouraging new quality infill residential development is key to supporting thriving
neighborhoods.
Neighborhood Amenities
When people and businesses consider relocation, other considerations include access to neighborhood
amenities and services such as quality education, churches, parks, community organizations and
convenient shopping. Fountain Hills’ neighborhoods offer access to a variety of amenities and services
and include connectivity to quality open space throughout the Town through the Fountain Hills
Interconnected Trails (FIT) system. In Fountain Hills, neighborhoods are served by quality neighborhood
amenities and services and support connectivity via pedestrian, bicycle and vehicular modes.
Neighborhood Amenities and Services
Neighborhood amenities include neighborhood parks, schools, and other services and amenities providing
services to residential areas, and neighborhood commercial where in character with adjacent
development. The Town currently operates and maintains four developed park sites: Fountain Park,
Desert Vista Park, Four Peaks Park, and Golden Eagle Park. Parks are addressed in the Social Environment
Element.
Fountain Hills Unified School District is comprised of four schools: East Valley Institute of Technology
(EVIT) Fountain Hills, McDowell Mountain Elementary School, Fountain Hills Middle School and Fountain
Hills High School. Schools are further addressed in the Public Facilities and Services Element.
20
Neighborhood Connectivity
There are numerous existing bike paths and pedestrian walkways throughout Fountain Hills. Fountain Hills
developed a sidewalk circulation network that serves most of the community. In 2007, the Town adopted
a Sidewalk Plan that identifies all existing and proposed sidewalks throughout the Town. The Town
prepared a bicycle plan based on the design features and recommendations of the Maricopa Association
of Governments (MAG) Bicycle Plan.
The Town’s location within the foothills of the McDowell Mountain Regional Park and Scottsdale
McDowell Sonoran Preserve provides a network of trails, natural drainage channels and washes that
extend through the community. These washes, primarily owned by the Town, are typically undeveloped,
although most also contain utilities and utility easements, as well as serving as surface drainage corridors.
This network of undeveloped washes supports a healthy and active lifestyle, provides connectivity to
significant natural open space between neighborhoods and supports valuable habitat for wildlife. They
also provide potential opportunities for trails and recreational connections throughout the Town’s open
space system.
Pedestrian, bicycle and trail connectivity are further addressed in the Social Environment Element and in
the Connectivity, Access and Mobility Element.
Neighborhood Safety
Fountain Hills was originally master planned based on innovative designs concepts that resulted in quality,
tranquil and safe neighborhoods. Future development will continue to support neighborhood safety by
applying safe-by-design best practices.
Safe-by-Design
Prevention through design, also called safety by design, incorporates methods and practices that support
community safety in the design process, with an emphasis on optimizing health and safety in the
community. Fountain Hills will continue to support quality, tranquil and safe neighborhoods by adhering
to “Safe-by-Design” methods and best practices.
21
Thriving Neighborhoods Goals and Policies
This section includes goals and policies supporting Thriving Neighborhoods. The Great Places Element
includes the Character Areas Plan Map, which delineates the Neighborhoods Character Area, and provides
additional criteria for that character area in Table 1.
GOAL 1: Continue to support thriving neighborhoods.
POLICIES
1. Continue to support safe, tranquil, quality residential development that is properly maintained
and provides vehicular, pedestrian and bicycle connectivity to parks, schools, and other
neighborhood amenities and services and trail connectivity to quality open space.
2. Protect existing neighborhoods from incompatible development that does not support the
character of those areas;
3. Support neighborhood commercial and neighborhood services at the intersection of arterial or
collector roads where feasible and consistent with the established character of the area.
4. Continue to apply safe-by-design principles and best practices in future development.
5. Encourage development and redevelopment of housing and associated amenities within
neighborhoods to attract families with children and for young professionals.
GOAL 2: Support a housing strategy that encourages a broad range of quality housing types to address
current and future housing needs and to support long-term economic vitality.
POLICIES
1. Encourage a broad range of housing types affordable to all income ranges and age groups
compatible with adjacent development.
2. Maintain a range of housing types and residential densities consistent with the existing character
of infill areas in conformance with criteria provided in Table 1: Character Areas Plan.
3. Increase housing ownership and rental opportunities for families and working professionals that
incorporate the amenities and services valued by these groups;
4. Encourage quality mixed-use that complements surrounding uses in the Town Center and in other
areas that may become available for urban, compact, walkable residential development.
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5. Direct higher-density residential and mixed-used development to the Town Center and
redevelopment areas such as Shea Corridor as opportunities arise.
6. Support quality residential development that meets Town housing needs, promotes the vitality
of established neighborhoods, and enhances the quality of life of Fountain Hills.
7. Provide for various regulatory and financial incentives to encourage well designed housing, special
needs housing, and housing affordable to households of different income levels and age groups.
GOAL 3: Maintain the quality of existing neighborhoods.
POLICIES
1. Protect established single-family residential neighborhoods from the transition, intensification,
and encroachment of uses that detract and/or change the character of the residential
neighborhood.
2. Encourage Home Owners Associations (HOA) efforts to maintain existing neighborhoods including
maintaining landscaped areas, building facades, subdivision parks and roads especially those
along major corridors exposed to public view.
GOAL 4: Attract quality residential development that supports the healthy and active life style valued by
the community.
POLICIES
1. Ensure that new neighborhoods:
a. Sensitively and aesthetically integrate residential development to the social, built and
natural environments by supporting neighborhood connectivity to Fountain Hills’ Great
Places;
b. Is adequately served by parks, open space, passive and active recreation and supports
pedestrian, bicycle and trail connectivity to neighborhood services and amenities located
in the vicinity;
c. Includes walkable streets lined-up with drought tolerant, shade-providing trees and
sustainable desert landscapes that utilize purple water, drip irrigation or water
harvesting;
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d. Supports a quality street network that offers multimodal (vehicular, pedestrian and
bicycle) connectivity to nearby schools, parks, recreation, and other neighborhood
services and amenities.
e. Provides trail connectivity to the Fountain Hills trail system and natural open space.
GOAL 5: Continue to support “thriving neighborhoods” through innovative site planning and building
design.
POLICIES
1. Adhere to the following Safe-by-Design concepts:
a. Locate building entryways so that they are visible from other buildings, apartments, and
houses;
b. Design entryways to provide residents with a view from their home into the corridor that
serves them;
c. Provide a well-lighted and dark sky compliant, pedestrian circulation system with
convenient access to walkways and sidewalks beyond the development;
d. Provide lighting at doorways, windows, entryways, and in corridors and service alleys;
e. Provide each residential unit with an area of responsibility that extends beyond the
entryway;
f. Design common stairways to serve a limited number of units;
g. Utilize amenities and distinctive elements that extend the private space of individual
apartments onto landings and into corridors;
h. Disperse project amenities between certain units or clusters of units;
i. Ensure that outdoor activity areas are easily accessed from homes;
j. Locate children’s play areas and other outdoor recreation areas so that they are visible
and accessible from a maximum number of homes and locations;
k. Provide clearly defined and visible linkages to adjacent parks, schools, and other
neighborhood amenities and services;
l. Include clearly defined pedestrian, bicycle, trails, and open space connectivity.
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Section III: Thriving Environment
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1: Built Environment
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Great Places
The Great Places Element defines the Town of Fountain Hills major character areas and the land use mix
supporting those areas. As a strategic tool, the Great Places Element guides new development,
redevelopment and infill to sustain the long-range viability of the Town and continue to support the
quality of life valued by the community. The Great Places Element fulfills all applicable requirements of
the Arizona Revised Statutes.
Based on the latest land inventory conducted as part of the Town of Fountain Hills Land Use Analysis &
Statistical Report 2018, the assessment included in the General Plan Background and Current Conditions
Report, and the input received during the public engagement process, the Great Places Element focuses
on identifying opportunities for development, redevelopment and infill, maintaining the Town’s desired
balance among residential, commercial, employment and other supportive uses, and retaining the natural
open space and development character responsive to the Sonoran Desert. A character areas approach
based on the existing patterns of land use, zoning, and land ownership is the planning tool utilized to
achieve these goals.
Background
In Fountain Hills, topography continues to define the built and unbuilt environment. Over the past
decades, incremental land development and resulting population and employment growth have created
a nearly built out community. The Town has a unique set of land planning opportunities and challenges
due to its existing development, the environmental characteristics of the Sonoran Desert, and the fact
that the Town is landlocked with no ability to annex future lands to accommodate growth.
The only substantive acreage remaining to be developed is State Trust land located in the northeast area
of the Town. Additional development can still be accommodated, primarily in the form of infill. The largest
tracts of vacant land that can sustain growth are located in the Adero Canyon and Eagles Nest areas. The
primary platted or unplatted, developed or undeveloped areas within the Town include:
1. Eagle Mountain:
Eagle Mountain is located south of Shea Boulevard and is bounded by the Town boundary on the
west and south and Firerock on the east. The development includes residential, lodging/resort,
golf course, and natural (restricted) open space. Few vacant lots exist for residential infill.
2. Firerock:
Firerock is located south of Shea Boulevard and is bounded by the Town boundary on the east
and south and Eagle Mountain on the west. The development includes residential, golf course,
and natural (restricted) open space. Few vacant lots exist for residential infill.
3. Crestview:
This 342-acre parcel was approved as the Summit Estates Master Plan by Maricopa County in
1986. The area was annexed and renamed Crestview. Vacant lots exist for residential infill. Unless
amended, residential development will continue in conformance to the adopted Crestview PAD.
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4. Palisades Gateway Area:
Located south of the Westridge Village subdivision, east of Palisades Boulevard, and north of Shea
Boulevard. Approximately 30 acres of this area is buildable. Approximately ten acres abutting
Palisades Boulevard above the 1,920-foot contour elevation is designated for lodging land uses
and is buffered from adjacent uses by a broad dedication of open space.
5. Adero Canyon and Eagles Nest:
A combined 926-acre area located in the northwestern section of Town, it includes the Adero
Canyon PAD, which permits 415 single-family, low-density, residential homes adjacent to the
Town's 740-acre McDowell Mountain preservation area. Eagles Nest also includes large tracts of
land approved for development of large lots. This is area includes the highest amount of vacant
land for residential development.
6. Plat 208-South:
The south half of Plat 208 is home to the Town Civic Center complex on the west end, adjacent to
La Montana Drive. The area between Park Place and Saguaro Boulevard is the preferred site for
additional commercial and mixed-use development in the Town Center.
7. Undeveloped School Sites:
There are three undeveloped school sites, including the Hawk school site, located on Hawk and
Arroyo Vista Drives, the El Lago school site, located between El Lago Boulevard and Cavern Drive,
and the Aspen school site, located southwest of Aspen Drive and north of Sierra Madre Drive. If
any of these sites were to be sold by the school district, they could be developed according to the
underlying zoning district of the site. To date, there are no development plans for any of these
sites.
8. Infill Parcels:
There are undeveloped parcels, both platted and unplatted, within the Town. These parcels are
smaller than the previously listed areas but represent potential for infill development.
9. State Trust Land:
The approximate 1,300-acre area located in the northeast corner of Town includes a 35-acre site
adjacent to Fountain Hills Boulevard leased by Fountain Hills Unified School District for Fountain
Hills Middle School. This is the only other area within Town limits with major growth potential.
Development within this area requires coordination with the Arizona State Land Department
(ASLD).
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State Trust Land
In 2016, ASLD retained the services of engineers and economists to evaluate the feasibility of
developing the 1,300-acre State Trust Land located at the northeastern corner of the Town of Fountain
Hills. The site borders mostly single-family development located to the south and west. McDowell
Mountain Park borders the site to the north. The Fort McDowell Indian Reservation borders the site to
the east.
According to the legal description and ALTA Survey completed as part of the rezoning application
submitted to Fountain Hills on April 9, 2008, the property lies within Section 2 and portions of Section
1 and 3 of Township 3 North and Range 6 East of the Gila and Salt River Meridian, Maricopa County,
Arizona.
Based on slope and infrastructure analysis, and conditions included in the pre-annexation agreement,
appraisal documents provided by ASLD estimated finished lot sales of $253,000/lot for small lots,
$319,000/lot for semi-custom lots and $450,000/lot for custom lots without buildings. The slope and
infrastructure analysis concludes that homebuilders would need to sell homes well above $800K per
unit on average to cover lot costs.
ASLD manages State Trust lands and resources to enhance value and optimize economic return for the
Trust beneficiaries. Consistent with sound business management principles, prudent stewardship and
conservation needs, ASLD supports socio-economic goals for current and future generations that act in
the best interest and preserve the long-term value of State Trust lands.
According to the ASLD, development within State Trust Lands requires advanced coordination with
ASLD and concurrency with a conceptual land use and circulation plan depicting highest and best use
and the preparation of feasibility analysis to determine viability prior to the release of those lands for
sale. Conversations with ASLD resulted in the rationale applied when addressing the State Trust Land
property in this General Plan.
Existing Land Use
The existing land uses within the Town include:
1. Single-family Residential: Existing single-family residential land uses are distributed throughout
the Town. Larger lot/low density neighborhoods are located primarily in three areas: (a)
following the ridgelines in the northwest and north central portions of the community; (b) in a
wide, roughly northwest to southeast band in the central portion of Town on the north side of
Shea Boulevard; and (c) south of Shea Boulevard between Palisades Boulevard and the industrial
and commercial node at Saguaro Boulevard.
2. Multi-family Residential: Existing multi-family dwelling units, identified as multi-family structures
having at least one common wall, are concentrated in three areas: (a) surrounding the Town
Center and Fountain Park; (b) n the east side of Fountain Hills Boulevard, extending from the
north of the downtown commercial center to the middle school; and (c) in isolated parcels on
both the north and south sides of Shea Boulevard including a northward extension from the
commercial node at Shea and Saguaro Boulevards along the Town’s eastern boundary line.
Additional multi-family developments have been built on commercially zoned property within
the Town Center area through the Special Use permit process.
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3. Mixed-use: There is one mixed-use development consisting of commercial/retail in the ground
floor with residential uses on subsequent floors located along Avenue of the Fountains east of
Town Hall. Mixed-use is encouraged in the Town Center and in higher density areas west of the
Town Center.
4. Commercial/Retail and Office Uses: Existing commercial/retail and office land uses are
concentrated in three areas: (a) Town Center, located primarily south of Palisades Boulevard,
between Fountain Hills Boulevard and Saguaro Boulevard; (b) continuing south on the east side
of Saguaro Boulevard from the south edge of the commercial core at El Lago Boulevard to Malta
Drive; and (c) the commercial node at Shea and Saguaro boulevards that extends primarily
westward on the south side of Shea, and primarily eastward on both sides of Shea.
Two isolated existing commercial sites include: (a) a supermarket/strip center located at the
southeast corner of Shea/Eagle Mountain Parkway; and (b) an area on the east side of Fountain
Hills Boulevard one mile south of the Town’s northern boundary. In addition, there are numerous
home-based businesses located throughout the community.
5. Industrial: One area serves the entire Town and is located on the north side of Saguaro
Boulevard, west of the Shea/Saguaro commercial node. It is currently zoned and use d for
industrial uses within the Town. This nearly built-out industrial area includes storage facilities
and light manufacturing/distribution operations.
6. Lodging: Hotels and resorts include CoperWynd Resort, Inn at Eagle Mountain Boutique Resort,
Comfort Inn Fountain Hills and Lakeshore Hotels and Suites.
7. Government: Includes government offices and public services such as police, fire, and
emergency services.
8. Utility: Includes sites for wastewater treatment facilities, water storage reservoirs and tanks,
well sites, telephone company sites, electric substation sites, etc. All sites have been developed
and no additional areas are designated at this time.
9. Schools: Includes existing schools and undeveloped Fountain Hills Unified School District
(FHUSD)-owned property. Existing FHUSD schools include: McDowell Mountain Elementary
School, Fountain Hills Middle School, Fountain Hills High School and the FHUSD Learning Center.
Fountain Hills Charter School and the East Valley Institute of Technology (EVIT) Fountain Hills
Vocational Center also serve Fountain Hills.
10. Parks: Includes both existing or planned community parks, and privately-owned parks and
subdivision recreation areas. Parks and open space areas owned by the Town include Fountain
Park, Golden Eagle Park, Four Peaks Park, and Desert Vista Park.
11. Open Space: Includes most drainage corridor/wash areas and dedicated or proposed open space
areas. Publicly owned and/or restricted open space areas prohibit development, provide
recreational opportunities and protect view corridors. In addition to open space interspersed
with development, the Town owns the 740-acre McDowell Mountain Preserve. This area
provides hiking and passive recreational opportunities. The City of Scottsdale owns 200 acres of
dedicated open space within the Town located south of the Fountain Hills McDowell Mountain
Preserve.
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Privately owned lands currently designated open space include: parks and open space areas in
developed subdivisions; washes within existing platted areas; Hillside Protection Easement areas
within platted subdivisions; and three privately owned/publicly accessible golf courses that are
zoned “OSR” or Residential Unit Planned Development “RUPD.” In addition, there are open
space-zoned areas within platted subdivisions.
12. Golf Courses: Includes golf courses and their associated functions such as maintenance and
retail facilities, clubhouse and parking areas.
13. Vacant Land: These parcels occur as: zoned and platted vacant lots; zoned, unplanted parcels,
and undeveloped school sites.
Existing Zoning
The Town of Fountain Hills regulates land use through an adopted zoning ordinance. A total of 33 zoning
districts are provided within the ordinance including three open space zones (OSC, OSR and OSP), eleven
single-family residential districts (R-190, R143, R1-35, R1-35H, R1-18, R1-10, R1-10A, R1-8, R1-8A, R1-6
and R1-6A), seven multifamily districts (M-1, M-2, M-3, R-2, R-3, R-4 and R-5), six commercial districts (C-
O, CC, C-1, C-2, C-3 and TCCD), two industrial districts (IND-1 and IND-2), three lodging districts (L-1, L-2
and L-3), a utility district (UT), and a mobile home district (MH). The zoning pattern is displayed on Figure
8, Existing Zoning.
Fountain Hills is predominantly zoned residential. The residential zoning districts provide a wide variety
of residential developments that encompass the many lifestyles within the Town, from large lot to cluster
development. The residential districts support the needs of residents by including limited nonresidential
uses, such as religious, educational and recreational facilities.
The large amount of acreage zoned as open space aids Fountain Hills in retaining its scenic desert
character. The three open space districts provide natural and built recreation spaces for Town residents.
The open space conservation and preservation districts are in place to conserve and protect open space,
natural desert lands, wildlife habitat and lands set aside as undeveloped parcels or tracts in master
planned communities. These were predominately executed through hillside disturbance transfers. The
primary purpose of designating these areas is to raise the degree of assurance that designated open space
and recreation areas will remain undeveloped, except for very limited public infrastructure.
Employment zoning in Fountain Hills includes commercial/retail, office, mixed-use, industrial and lodging
districts. These districts support well-designed shops, business/professional offices, hotels and other
employment opportunities. The major concentration of these districts is generally located between
Fountain Hills and Saguaro Boulevards, south of Palisades Boulevard and includes uses such as
commercial/retail, government, multi-use and lodging. A second cluster of commercial/retail and
industrial uses is located at the intersection of Shea and Saguaro Boulevard. This employment cluster
contains the only portion of the Town that is zoned industrial. Existing industrial uses generally include
distribution centers and storage facilities.
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Character Area Framework
A character area is a portion of the Town with distinct development patterns, land uses, densities or
intensities and shared identity and characteristics that differ from neighboring areas. Together, these
character areas create context and further the General Plan overarching principle by supporting thriving
neighborhoods, environment and economy.
Character Area Approach
The character area approach achieves and maintains the high quality of life valued by the community by
seamlessly integrating Fountain Hills’ built and natural environments and supporting memorable public
spaces. The character area approach:
Integrates land uses, physical assets and amenities, including parks, streetscapes, public art, and
public spaces, in a seamless manner to encourage social interaction and support Fountain Hills’
distinct identity.
Incorporates and maintains the high-quality infrastructure required to sustain the healthy and
safe operation of the Town’s functions.
Supports an economic structure that contributes to a healthy and sustainable community with a
high quality of life.
Understands and protects the sustaining functions of the environment and its relevance as an
economic development tool while promoting active and healthy life styles.
Promotes strong social networks and offers opportunities for social exchange and the sharing of
skills, knowledge, resources, and assets.
Values community institutions that sustain and support each of the dimensions described above.
Changing consumer preferences, employer location strategies, and transportation planning trends reflect
a shift towards sustainable development. The convergence of these trends requires a flexible land use
approach that incorporates safe, efficient, and multimodal transportation, an integrated mix of uses and
services, and the open spaces, recreation, parks, entertainment and other amenities necessary to reflect
a strong and well-defined sense of place to work, live, grow, shop, learn, enjoy, and age in place.
This character area approach supports a buildout development strategy for Fountain Hills that fosters
economic resiliency. Such development encourages walking and cycling, a mix of residential, employment,
and commercial uses, and offers a diversity of housing types suited for different generations and incomes
while maintaining the distinct small-town character of the Town.
The character area approach provides a flexible land use framework that considers emerging trends and
market fluctuations and assists in achieving the community vision by protecting existing and future
neighborhoods, supporting the built, social and natural environments, sustaining a healthy economy and
maintaining the community’s public spaces. The identification of character areas assists in defining infill
strategies for areas within the community that require careful attention. These strategies include:
Defining major gateways to convey a sense of arrival to Fountain Hills and major destinations
within the Town;
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Developing the Town Center as the vibrant heart of Fountain Hills;
Identifying areas that can sustain growth - the Adero Canyon/Eagle Nest area includes most of
the Town’s last remaining vacant, economically developable land and areas that can support
infill;
Prioritizing areas in need of revitalization, redevelopment or repurposing; and
Coordinating with the Arizona State Land Department (ASLD) to identify feasible development
options for State Trust Land in the McDowell Mountain area.
Much of the Town is built and the goal for most of these areas is maintenance of the existing
development. There are, however, areas for change, growth, and development. This character area
approach recognizes three types of planning approaches to guiding change: gateways, areas with
growth potential, and areas with redevelopment, revitalization and infill potential.
Gateways
A hierarchy of gateways improves wayfinding. Primary gateways into a town must define the identity
of, serve as primary entry points to, define major destinations, and convey a sense of arrival. Secondary
gateways identify specific destinations. The location and specific guidance for Fountain Hills’ gateways
is further addressed in the Connectivity, Access and Mobility element. Gateways include:
1. Primary Gateways:
a. Shea Boulevard East: Accessed via State Route 87 (Beeline Highway), this main gateway
functions as the primary east entrance to the Town and a major commerce and
employment hub. The gateway includes an industrial park along Technology Drive and
lodging and also provides access to the Town Center and Fountain Park, as well as
lodging, commercial and office uses along Saguaro Boulevard.
b. Shea Boulevard West: Characterized by hilly topography and desert vistas, this scenic
entryway into Fountain Hills provides direct access to major destinations along Shea
Boulevard, including the Inn at Eagle Mountain Resort, Firerock Country Club, and
indirect access via Palisades Boulevard to a potential future resort, the CopperWynd
Resort and Country Club in the Sunridge Canyon, and the Town Center via Palisades
Boulevard.
c. Future McDowell Mountain: Anticipated as a major northern gateway into Fountain Hills
when development occurs on land that is currently held as State Trust land. Location of
this gateway cannot be determined until a feasible conceptual land use and circulation
plan is prepared in coordination with and approved by ASLD.
2. Secondary Gateways:
a. Fountain Hills Boulevard: Secondary gateways at the intersection with Shea Boulevard
on the south and McDowell Mountain Road in the north identify destinations along this
corridor such as the Town Center and the McDowell Mountain Regional Park.
b. Saguaro Boulevard: Secondary gateways at the intersection with Shea Boulevard on the
south and Fountain Hills Boulevard in the north identify destinations along this corridor
providing access to the Town Center, Fountain Park, Civic Center and other destinations.
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c. Palisades Boulevard: Secondary gateways at the intersection with Shea Boulevard along
this corridor provide access to the Town Center, Commerce Center, Fountain Park, Civic
Center and other destinations.
3. Town Center Gateways:
a. Signature Entrance: Defining the main entrance to the Town Center along Avenue of the
Fountains.
b. Secondary Entrances: A secondary entrance to the Town Center from Commerce Center
at the Intersection of La Montana Drive and Avenue of the Fountains.
c. Entry Features: Identify minor entrances to the Town Center and are not depicted in the
Character Area Plan Map. Entry features are located at the intersections of Palisades
Boulevard with La Montana Drive, the Chamber of Commerce, and Saguaro Boulevard
north of the Town Center and at the intersections of El Lago Boulevard with La Montana
Drive and Saguaro Boulevard south of the Town Center.
Growth Areas
Growth areas are identified based on land ownership, topography, hydrology, vacant land, and
infrastructure availability or anticipated cost of providing needed infrastructure. This planning
approach includes short-term and long-range growth strategies and directs development to those areas
of the Town with the largest tracts of undeveloped lands. These areas include:
1. The Canyons Character Area (short-term strategy): Located within sections 5, 6, and 7 of the
Land Use Inventory, this area includes large tracts of vacant land for residential development.
2. State Trust Land (Long-range strategy): Includes State Trust lands located in sections 2 and 3 of
the Land Use Inventory. Development within State Trust lands requires advanced coordination
with ASLD and concurrency with a feasible conceptual land use and circulation plan approved
by ASLD prior to the release of those lands for sale.
Redevelopment, Revitalization and Infill
Exhibit 2 depicts the character areas for Fountain Hills. The character areas and their opportunities for
redevelopment, revitalization and infill include:
1. Neighborhoods: Includes areas throughout the Town with opportunities for residential Infill
along with appropriate services and amenities.
2. Town Center: Located along the Avenue of the Fountains and envisioned as a vibrant walkable
and bikeable mixed-used district, the Town Center functions as the heart of the Town and
includes Fountain Park, Civic Center (Town Hall, Community Center, Library) and Visitor’s
Center. The Town Center includes infill opportunities for mixed-use, residential, retail,
business, entertainment, and services infill. Reconfiguration of underutilized surface parking
could open more areas for development.
3. Commerce Center: Located east of Fountain Hills Boulevard, Commerce Center is bounded on
the north by Palisades Boulevard, on the south by El Lago Boulevard and on the east by the
Town Center. Within walking distance from the Town Center, this character area includes
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higher density multifamily residential, Fountain View Village, a mixed-use independent and
assisted living community (ranked as one of the top ten retirement communities in Arizona),
a post office and general commercial uses. There are two parcels available for development,
one is a future church site and the other has recently been approved for a multi-residence
development. If the church decides to sell its site, additional opportunities for infill will
become available.
4. Shea Corridor: Functions as the main gateway to Fountain Hills from State Route 87 and
includes an industrial park along Technology Drive and lodging. Shea Corridor is envisioned as
a commerce and employment corridor serving residents and welcoming visitors. Although it
includes few infill parcels, reconfiguring underutilized commercial development would open
additional opportunities for revenue-generating and employment uses further supporting the
long-range viability of the Town. The strategic location of this center with access to State
Route 87 in proximity to resort and gaming facilities at the Fort McDowell Yavapai Nation
could support economic development partnerships with the Nation.
5. Saguaro Boulevard: Primarily a commercial corridor, this area includes few significant parcels
for commercial/retail infill along Saguaro Boulevard.
Character Areas Plan
The Fountain Hills Character Areas Plan presents the recommended guidance to direct maintenance
and future development, redevelopment and infill in the incorporated area of the Town. Exhibit 2,
Character Areas Plan, identifies development areas based on their distinct character while considering
existing land use, zoning, land ownership, built form, and environmental features.
The Land Use Analysis and Statistical Report 2018 which includes the Town’s demographics,
development trends, existing businesses, government and public facilities, and an inventory of existing
land uses the General Plan Background and Current Conditions report, and community input obtained
during the community outreach process provided the foundation for the Character Areas Plan.
Character Areas Plan and Future Land Uses
Given the largely built-out nature of the Town, most of the land use is already established. The only
area remaining for significant growth and development of a character is the State Trust land. For the
bulk of the Town the primary focus is on maintenance of the established character with scattered
amounts of land available for infill and redevelopment. The Character Areas Plan integrates churches,
neighborhood commercial, schools, parks, public services and facilities, government, utilities, and other
land uses as integral components of the character areas in which they are located. Future land uses are
not called out in the Character Areas Plan map. Land uses not shown in the Character Areas Plan map
are incorporated by reference in Table 1 as part of the character area in which they are located. Exhibit
2 and Table 1 are included at the end of this element.
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Character Areas Goals and Policies
This section includes goals and policies governing growth and the use of land within identified character
areas inside the Fountain Hills corporate boundary. Exhibit 2 includes the Fountain Hills Character Areas
Plan. Table 1 describes character areas location, existing character and character area plan.
GOAL 1: Maintain and protect existing neighborhoods and the Town’s economic health, community well-
being, and natural environment while providing for future development, redevelopment and infill .
POLICIES
1. Achieve and maintain a diverse and sustainable land use mix consistent with our small-town
character that supports thriving neighborhoods, environment and economy by attracting and
retaining revenue-generating uses that:
a. Enhance the Town’s economic vitality; and
b. Increase the Town’s revenue base to maintain quality infrastructure, services and
amenities.
2. Evaluate existing retail trade capture/leakage to support revenue-generating commercial/retail
uses and ensure long-range fiscal resilience.
3. Direct commerce and employment to the character areas that sustain them in conformance with
the Character Areas Plan map and Table 1.
4. Prioritize supporting residential growth in the Adero Canyon and Eagles Nest growth area where
the vast majority of vacant residential land is located.
5. Continue to prioritize development of infill areas in proximity to shopping, recreation, community
services and existing infrastructure.
6. Ensure that mixed-use, employment and commercial development in the Town Center and
Commerce Center character areas provide multimodal connectivity needed to activate these
areas and support the revenue base.
7. Continue to work with the Fort McDowell Yavapai Nation to identify and promote employment
and commercial uses that support the Town’s revenue base.
8. Promote health by supporting connectivity, walkability, bicycle rideability and other activities
conducive to healthy and active lifestyles.
9. Continue to conserve the unique natural desert and hillside environmental ecosystems as well as
protect dark skies.
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10. Continue to preserve open space and natural washes as buffers between and within zoning
districts.
11. Continue to integrate natural areas into site design as an amenity.
12. Continue to provide memorable public spaces that support social interaction and incorporate
public art, entertainment, community gathering space and other amenities accessible to all.
13. Incorporate passive and active solar, native/drought tolerant vegetation, drip irrigation and water
harvesting in new development and redevelopment.
14. Work with all utility providers to ensure service capacities exist as part of any development,
redevelopment, or infill project.
GOAL 2: Development, redevelopment and infill support Fountain Hill’s small-Town identity and the
distinct character of each area while fostering long-term viability.
POLICIES
1. Require that residential infill is compatible with adjacent residential densities and development
form to protect the character of residential neighborhoods.
2. Require higher density/intensity development adjacent to residential uses to include appropriate
landscape buffers within the setback area when within or adjacent to the Large Lot Residential
and Mixed Neighborhood Residential character types.
3. Support a mix of residential, employment, and commercial uses at densities and intensities and
in the development form that reflect the small-Town character of Fountain Hills.
4. Work with adjacent communities to ensure that development along Town boundaries is
compatible with the character of Fountain Hills.
5. Strongly encourage a wide range of housing types, densities and prices to support the current and
projected populations (particularly families and working professionals) and to ensure the future
stock of affordable housing for all income ranges.
6. Require that development, redevelopment, and infill conform with Exhibit 2, Character Aras Plan
map, and Table 1.
7. Continue to encourage the Fountain Hills art to flourish by supporting quality public art.
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GOAL 3: Monitor development, revitalization, redevelopment and infill.
POLICIES
1. Continue to update the Land Use Analysis and Statistical Report on an annual basis.
2. Assess existing conditions, including the utility infrastructure, and implement viable solutions
related to infill, revitalization, and redevelopment of the commercial land and existing uses
along Shea Boulevard, Saguaro Boulevard, and the northern portion of Fountain Hills Boulevard.
3. Continue to monitor and prioritize the development of existing commercially zoned lands and
the renovation of underutilized commercial buildings.
GOAL 4: Allow the Town Center to achieve its full potential.
POLICIES
1. Market the Town Center to attract a variety of employment, office, cultural, institutional, mixed-
use, lodging, commercial, entertainment and recreational opportunities.
2. Attract and retain small and medium sized businesses to mixed-use projects in the Town Center
to promote day and evening activities.
3. Require mixed-use development within Town Center to incorporate commercial or office uses at
the street level, with high-density residential on upper floors.
4. Continue to locate municipal and civic offices in the Town Center.
5. Assess opportunities for reconfiguring underutilized surface parking in the Town Center to open
land for development within that area.
6. Update the Downtown Specific Plan to reflect the policy direction of this General Plan.
7. Continue to support the Farmers Market and Community Garden located in the Town Center.
8. Review and update zoning ordinances as necessary to require buildings in the Town Center to
meet urban design standards.
38
GOAL 5: Preserve open space and maintain strict guidelines for the conservation of natural resources.
POLICIES
1. Continue to preserve steep slopes, hillsides, wash areas and tracts of contiguous open space.
2. Require high-density development to include provisions for open space that include
native/drought tolerant landscapes.
3. Support physical connectivity by requiring new development to provide linkages to trails,
sidewalks, bicycle routes, and shared paths.
4. Support visual connectivity by requiring new development to protect scenic views, incorporating
view corridors as an element of site design.
5. Continue to consider additional opportunities to connect open space and trail system with the
Maricopa County McDowell Mountain Regional Park regional trail system in a manner that
protects natural assets, minimizes potential environmental degradation and discourages
motorized vehicular traffic.
GOAL 6: Position current State Trust Land to sustain feasible future growth.
POLICIES
1. Coordinate efforts with ASLD and utility providers to position State Trust Land to sustain feasible
growth by preparing a conceptual land use and circulation plan based on a feasibility analysis to
determine viability prior to the release of those lands for sale.
39
Exhibit 2: Character Areas Plan
40
Table 1: Character Areas Plan – Neighborhoods Character Area
Character
Type
Location Existing Character Plan
Focus Uses/Development Pattern Vacant Land/Zoning
Neighborhoods Entire Town except where other character
types are designated.
Large Lot Neighborhood – This character type typically includes
residential lots that are 15,000 sq. ft. or larger. Almost exclusively
single-residence homes but may have small areas of attached units
or condominiums. May also include schools, churches, parks, and
other neighborhood serving uses. Resort lodging uses could be part
of this character type when placed along an arterial street and
designed to fit the desert topography. One- and two-story homes,
but homes that step down a hillside may have more floors. Hillside
protection easements and dedicated open space maintain a natural,
open desert appearance.
Mixed Neighborhood Residential – This character type typically
includes residential lots between 6,000 and 15,000 sq. ft. Primarily
single residence homes but will contain a mix of attached units and
small condominium developments. May also contain schools,
churches, parks, small offices at collector and arterial intersections,
and other neighborhood serving uses. Resort lodging uses could be
part of this character type when placed along an arterial street and
designed to fit the desert topography. One- and two-story homes,
but homes that step down a hillside may have more floors. Hillside
protection easements and dedicated open space maintain a natural,
open desert appearance.
Urban Residential – This character type includes small-lot, single
residence and low-density multi-residence properties. Setbacks are
smaller and attached units, apartments, and condominium
developments are common. May also contain schools, churches,
parks, small office and retail uses at collector and arterial
intersections, and other neighborhood serving uses. Structures up to
three-stories in height with a maximum density of 12 dwelling units
per acre. Streets and sidewalks designed to provide multi-modal
transportation options.
Maintenance and Infill The uses and development pattern in the
Neighborhood Character Area will continue to be
primarily residential consistent with the existing
character of a given area. Infill of appropriate
supporting uses based on the specific character
type can be considered.
Vacant land should be infilled with
development consistent with existing
zoning and compatible with the
surrounding neighborhood based on the
specific neighborhood type.
41
Table 1: Character Areas Plan – Commerce and Employment Character Areas
Character
Type
Location Existing Character Plan
Focus Uses/Development Pattern Vacant Land/Zoning
Commerce
Center
South of Palisades, east of Fountain Hills
Boulevard, west of La Montana, north of
Avenue of the Fountains
This area is distinguished by its suburban shopping center design
providing for the regular shopping needs of residents throughout
the Town. Buildings are primarily one-story and set in a parking lot.
Pedestrian access is limited. Existing centers include big boxes,
strip centers, and freestanding pad sites.
Maintenance and
redevelopment
Primary uses will continue to be low density retail
commercial. Greater mixing of uses is encouraged
as well as opportunities to improve walkability.
Vacant lands are primarily vacant lots in
existing developments. Major rezoning is
not anticipated.
Town Center East of La Montana, north of El Lago and
includes Fountain Park
A mix of suburban and urban building forms with primarily two-
story buildings. Parking is primarily in common parking areas and
along the street. Uses include a mix of office, retail, restaurants,
entertainment, government offices, and high-density residential
Maintenance and infill Continue to develop a highly integrated mix of uses
to provide a vibrant town center. Encourage
development with an urban form with buildings
brought to the street forming a continuous street
wall. Encourage active ground floor uses with a
high degree of transparency and office and
residential above. Buildings should be limited to
three stories. Architecture should be consistent
with the Town’s small-town feel. Continue to
develop an active public space between buildings
and along street.
Encourage development of vacant land
with urban mixed uses consistent the
current zoning.
Shea Corridor Both sides of Shea from the southeastern
Town limits to the area west of Technology
Drive.
Low intensity, auto-oriented, strip retail development. Buildings
are typically one-story and setback from the street in parking areas
with limited inter-connectivity.
Infill and redevelopment This auto-oriented area should be guided through a
redevelopment process to create a more
welcoming image to the Town. Overbuilt retail
areas should be redeveloped with a greater mix of
uses, including some multi-residential
development that is geared to creating an
integrated, mixed-use environment.
Vacancies are limited to a few undeveloped
lots. Rezoning may be necessary to allow
the flexibility to create the desired gateway
entry.
Saguaro
Boulevard
East of Saguaro Boulevard south of Fountain
Park to Malta Drive
This is a low intensity commerce area that includes a variety of
office, retail, restaurant, and light industrial uses. Buildings include
individual pad sites and strip retail and office building s. Buildings
are typically one- and two-story set in a parking field. The industrial
portion may include screened storage areas.
Maintenance and
redevelopment
Continuation of the mix of uses and low scale
development pattern. Improvement along the
Saguaro Boulevard frontage, possibly to include the
removal of the frontage road, to present a high-
quality street scene of active uses.
Vacancies are limited to a few undeveloped
lots. Development consistent with the
approved zoning is anticipated.
Development
Reserve
State Trust property located on the north
side of the Town.
Undeveloped native desert Growth When developed, this area will become part of the
Neighborhoods character area. The exact
character it will take on will be developed through
future planning. To be consistent with this Plan,
the development will need to meet the Town’s
goals for integrating neighborhoods, environment,
and economy to provide a balanced approach
consistent with the small town feel of the
community.
Rezoning will likely be necessary to meet
the plan created for the area.
Natural
(Restricted)
Open Space
Various areas throughout the Town, primarily
hill tops and washes
Natural terrain, topography, and vegetation with minimal
maintenance to ensure flow of storm water and reduce fire danger.
Maintenance Ongoing maintenance as natural areas. N/A
Golf Course Various areas throughout the Town Maintained golf courses. Maintenance Retained as an amenity to Town residents and
visitors
Consistent with current zoning.
42
Table 1: Character Areas Plan – Gateway Areas
Gateway Type Location Gateway Functions Plan
Function Design Character Wayfinding
Primary
Gateways
a. Shea Boulevard East: Accessed via State Route
87 (Beeline Highway), this main gateway
functions as the primary east entrance to the
Town at a major commerce and employment
corridor.
b. Shea Boulevard West: Scenic entryway into
Fountain Hills from Scottsdale provides direct
access to major destinations along Shea
Boulevard.
c. Future McDowell Mountain: A major northern
gateway into Fountain Hills when
development occurs on land that is currently
held as State Trust land.
Serve as major access points to Fountain Hills;
Distinguishes Fountain Hills from neighboring
jurisdictions by conveying a sense of arrival; and
Support the identity of the Town as a unique
destination.
To draw more visitors to
the Town and support a
strong tax base and
robust local economy.
Designed to enhance user’s experience as they travel to and
from Fountain Hills primary gateways convey a sense of
arrival while defining clear wayfinding by incorporating:
Landscape features and ornamental plantings,
Hardscapes and monument walls featuring the name
of the Town,
Accent lighting,
Signage; and
Public art.
Welcome residents and visitors and invite
travelers to further explore the Town.
Secondary
Gateways
a. Fountain Hills Boulevard:
At the intersection with Shea Boulevard
(south) and McDowell Mountain Road (north)
b. Saguaro Boulevard:
At the intersection with Shea Boulevard (
south) and Fountain Hills Boulevard (north).
c. Palisades Boulevard:
At the intersection with Shea Boulevard.
Identify major Town destinations accessed by
Fountain Hills Boulevard, Saguaro Boulevard,
Palisades Boulevard, including major resorts, Town
Center, Civic Center, Fountain Park and the
McDowell Mountain Regional Park.
To invite residents and
visitors to explore the
Town and increase guest
spending
Designed to reflect the character of the area in which the
secondary gateway is located, these gateway areas
distinguish the specific theme and functions of the gateway
and include entry features that provide multimodal
vehicular, pedestrian and bicycle connectivity.
Effectively guide residents and visitors to
multiple destinations such as resorts, Town
Center and Fountain Park using destination
directories.
Town Center
Gateways
a. Signature Entrance:
Defining the main entrance to the Town
Center at the intersection of Avenue of the
Fountains and Saguaro Road.
b. Secondary Entrance:
Secondary entrance to the Town Center
from Commerce Center at the intersection
of La Montana Drive and Avenue of the
Fountains.
c. Entry Features:
Not depicted in the Character Areas Plan
Map, entry features are located at the
intersections of Palisades Boulevard with La
Montana Drive, the Chamber of Commerce,
and Saguaro Boulevard north of the Town
Center and at the intersections of El Lago
Boulevard with La Montana Drive and
Saguaro Boulevard south of the Town
Center.
Clearly distinguish arrival to an urban center and the
cultural and governmental heart of the Town.
Convey arrival to a major
urban destination, the
Town Center.
Designed to support the specific cluster functions of the
governmental, civic and social Fountain Hills urban center,
Town Center gateways include a signature entrance
connecting the Town Center to Fountain Park, a secondary
entrance and smaller entry features not shown on the map
provide bicycle and pedestrian connectivity to the area.
Utilize decorative paving patterns with varying natural
colors to accentuate the vehicular, pedestrian and
bicycle entries;
Employ an urban drought-tolerant Sonoran Desert
landscape theme that reflects the hierarchy of each
entry while applying a consistent landscape theme.
Effectively guide residents and visitors to
the multiple destinations within the Town
Center including Town Hall, Civic Center,
Visitors Center, Chamber of Commerce,
shops and entertainment using a major
Town Center directory.
ITEM 8. F.
TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Date: 09/17/2019
Meeting Type: Town Council Regular Meeting
Agenda Type: Regular Agenda Submitting Department: Administration
Prepared by: Grady E. Miller, Town Manager
Staff Contact Information: Grady E. Miller, Town Manager
Request to Town Council Regular Meeting (Agenda Language): CONSIDERATION OF Adopting
Resolution 2019-51 approving a minor reorganization involving the transfer of the Tourism
function to Economic Development and Volunteer Program function to the Community Services
Department.
Staff Summary (background)
With the recent retirement of the Volunteer Coordinator and appointment of a new Economic
Development Director, staff identified a few opportunities to improve the internal reporting structure
for tourism and volunteer programs. This proposal would change the reporting path of the
Communications and Marketing Coordinator and the Volunteer Coordinator. The Communications and
Marketing Coordinator reporting path is currently split between the Community Services Director (80%)
and the Town Manager (20%). This proposed reorganization would change the reporting of this position
to the Economic Development Director instead of the Community Services Director, with the Town
Manager remaining as co-supervisor. The Volunteer Coordinator currently reports to the Town
Manager and this proposal would change the reporting path of the Volunteer Coordinator to the
Community Services Director. It would not add staff or change salary/expenditures.
Changing the reporting structure of the Communications and Marketing Coordinator from the
Community Services Department to the Economic Development Department fits well due to the focus
the position has on tourism. Most cities in the Valley and elsewhere in Arizona have Tourism functions
located in the Economic Development Department as it is closely related to the other functions of
Economic Development. The position would continue to report to the Town Manager for a portion of
public information functions such as media relations, social media, the Town’s website, news releases,
etc.
The Volunteer Program is well suited to be located in the Community Services Department. Many of the
Town’s volunteer opportunities are operated by, or have a relationship with the Community Services
Department, such as the Home Delivered Meal program, special events, and Community Center
programs. Under this proposal, the Volunteer Coordinator would report to the Community Services
Department Director.
Staff is requesting approval of these minor organizational and supervisory changes to streamline and
improve overall coordination of these important functions within the organization.
Related Ordinance, Policy or Guiding Principle
Resolution 2019-51 makes changes to the organization and job descriptions that were previously
approved by the Town Council when it adopted Resolution 2019-26 on June 4, 2019. Resolution
2019-26 established the 2019-20 Budget Implementation Policy and approved the Town Organization
Charts, the 2019-20 Pay Plan, the Schedule of Authorized Positions, the Employee Job Descriptions and
the 2019-20 Comprehensive Fee Schedule.
Risk Analysis
N/A
Recommendation(s) by Board(s) or Commission(s)
N/A
Staff Recommendation(s)
Staff recommends adoption of Resolution 2019-51.
SUGGESTED MOTION
MOVE to adopt Resolution 2019-51.
Attachments
Resolution 2019-51
Updated Organization Chart
Volunteer Coord Job Description
CS Director Job Description
2019-2020 Authorized Position Schedule
Comm and Marketing Coord. Job Description
ED Director Job Description
Form Review
Inbox Reviewed By Date
Finance Director Elizabeth A. Burke 09/05/2019 04:19 PM
Town Attorney Aaron D. Arnson 09/06/2019 08:10 AM
Town Manager (Originator)Grady E. Miller 09/06/2019 01:02 PM
Form Started By: Grady E. Miller Started On: 09/05/2019 08:55 AM
Final Approval Date: 09/06/2019
RESOLUTION 2019-51
A RESOLUTION OF THE MAYOR AND COUNCIL OF THE TOWN OF
FOUNTAIN HILLS, ARIZONA, AMENDING AND ADOPTING CHANGES TO
THE TOWN ORGANIZATION CHARTS, THE SCHEDULE OF AUTHORIZED
POSITIONS, AND THE EMPLOYEE JOB DESCRIPTIONS
RECITALS:
WHEREAS, pursuant to Subsection 3-1-1(H)(3) of the Town Code, the Town Council must
approve the organization charts and job descriptions for employees of the Town; and
WHEREAS, on June 4, 2019, the Town Council adopted Resolution 2019-26 adopting and
establishing the 2019-20 Budget Implementation Policy and approving the Town Organization
Charts, the 2019-20 Pay Plan, the Schedule of Authorized Positions, the Employee Job
Descriptions and the 2019-20 Comprehensive Fee Schedule; and
WHEREAS, due to changes made within the organizational structure, the Town Council wishes
to amend and adopt certain changes to the Town Organization Charts, the Schedule of Authorized
Positions, and the Employee Job Descriptions as outlined in Exhibit A.
ENACTMENTS:
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF
FOUNTAIN HILLS, as follows:
SECTION 1. The recitals above are hereby incorporated as if fully set forth herein.
SECTION 2. The Town Council hereby amends, approves and authorizes certain portions of
(i) the Town of Fountain Hills Organization Charts, (ii) the Schedule of Authorized Positions and
(iii) the Employee Job Descriptions, all in substantially the form and substance attached hereto
as Exhibit A and incorporated herein by reference.
SECTION 3. The Mayor, the Town Manager, the Town Clerk, and the Town Attorney are hereby
authorized and directed to take all steps necessary to carry out the purpose and intent of this
Resolution.
PASSED AND ADOPTED by the Mayor and Council of the Town of Fountain Hills, Arizona, this
17th day of September, 2019.
FOR THE TOWN OF FOUNTAIN HILLS: ATTESTED TO:
Ginny Dickey, Mayor Elizabeth A. Burke, Town Clerk
REVIEWED BY: APPROVED AS TO FORM:
Grady E. Miller, Town Manager Aaron D. Arnson, Pierce Coleman PLLC
Town Attorney
EXHIBIT A
TO
RESOLUTION 2019-51
[Changes to Certain Organization Charts, Schedule of Authorized
Positions, and Employee Job Descriptions]
See following pages.
Citizens of Fountain Hills
Presiding Judge
Town of Fountain Hills Organization
Fire / EMS Administration Law
Enforcement
Town Manager Town AttorneyTown Prosecutor
Appointed
by Council
Contracted
Mayor and Town Council
Development
Services
Recreation
Community
Services
Community
Center
Code
Enforcement
Building Safety
Senior
Services
Parks
Volunteer
Program
GIS
Planning
Engineering
Streets
Facilities
Public Works
Inspection
Finance
Town Clerk
Administrative
Services
Economic
Development /
Tourism
Public
Information
LAW ENFORCEMENT
District Commander
(1 Captain)
Patrol
Sergeants (6)
Detective Sergeant
Sergeant (1)
Deputy Commander
(1 Lieutenant)
Administration
(1 Civilian)
District Detectives
(3)
Patrol Deputies
(20)
School Resource
Officer (1)
Administrative Sergeant
(1)
Community Liaison
(1)
*Presiding Judge
(.63)
Senior Court ClerkSenior Court Clerk
MUNICIPAL COURT
Court Administrator
-
*Part time -
Appointed
by Council
Full Time
Temporary
Revenue
Collector
Town Manager
Executive Assistant to Town
Manager & Town Council
ADMINISTRATION DEPARTMENT
Town Clerk
Deputy Town
Manager /
Administrative
Services Director
Economic
Development
Director
Economic
Development
Analyst
(Vacant)
Network & IT
Administrator
Financial Services
Technician
Accountant
Customer Service Rep II
(.50)
Customer Service Rep II
(.50)
Finance Director
Financial Services
Technician
IT Support Specialist
(.50)
Part time
Full Time
Procurement
Officer
(Vacant)
Accounting Clerk
Vacant (.50)
Communications &
Marketing
Coordinator (.80)
Full Time
Shared
Communications &
Marketing Coordinator
(.20)
Director
PUBLIC WORKS DEPARTMENT
Street
Maintenance
Technician
Custodian
(.80)
Facilities
Maintenance
Tech
Custodian
(.50)
Streets
Superintendent
Facilities
/Environmental
Supervisor
Street
Maintenance
Technician
Fleet Mechanic
/ Open Space
Specialist
Custodian
Part time
Full Time
Contracted
Executive Assistant (.5)
(shared with Development Services)
Full Time
Shared
Civil Engineering
Inspector Town Engineer
Street
Maintenance
Technician
Assistant Town
Engineer
(.63)
Director
DEVELOPMENT SERVICES DEPARTMENT
Executive Assistant (.5)
(shared with Public Works)
Senior Code
Enforcement
Officer
Code
Enforcement
Officer
Senior Planner
Chief Building
Official/Plans
Examiner
Building Permit
Technician
Building Permit
Technician (.50)
Full Time
Full Time
Shared
Part time
GIS Technician
CAD Operator
Senior Building
Inspector
Director Executive Assistant
Parks
Superintendent
Recreation
Manager
COMMUNITY SERVICES DEPARTMENT
Park Operations
Lead
Park Operations
Lead
Park Operations
Lead
Park Operations
Lead
Part time
Full Time
Recreation
Coordinator
Recreation
Coordinator
Park Attendant
(.39)
Park Attendant
(.40)
Park Attendant
(.39)
Lead Park Attend.
(.49)
Park Attendant
(.39)
Park Attendant
(.39)
Customer Service Rep II
(.53)
Customer Service Rep II
(.35)
Community Center
Manager
Senior Services
Supervisor
Senior Services
Activities Coordinator
(.45)
Senior Services
Activities Coordinator
(.75)
Senior Services
Activities Coordinator
(.58)
Community Center
Operations
Coordinator
Lead Operations
Support Worker (.63)
Operations Sup Worker
(.20)
Operations Sup Worker
(.04)
Operations Sup Worker
(.02)
Operations Sup Worker
(.11)
Lead Operations
Support Worker (.65)
Volunteer
Coordinator
Fire Chief (1)
Station Two Captains
(3)
A,B,C Shift
Station One Captains
(3)
A,B,C Shift
FIRE DEPARTMENT
Assistant Fire Chief/
Fire Marshal (1)
Firefighters (12)
A,B,C Shift
Firefighters (6)
A,B,C Shift
FOUNTAIN HILLS, ARIZONA Job Description
Revised 9/17/2019 Adopted 6/5/2018 1
Job Title: Community Services Director
Department: Community Services
Supervisor: Town Manager
FLSA Status: Exempt
BRIEF DESCRIPTION OF THE JOB:
Responsible for the oversight and leadership the parks and recreation, community center, senior services, and volunteer
divisions. Overall fiscal responsibility concerning the department budget preparation, submission, defense and the oversight
of expenditures. Responsible for the long term planning and development of the department.
ESSENTIAL FUNCTIONS:
This information is intended to be descriptive of the key responsibilities of the position. The following examples do not id entify all duties
performed by any single incumbent.
Physical Strength
Code ESSENTIAL FUNCTIONS
1 L Overall fiscal responsibility for the preparation, defense and adherence to the
department's annual budget.
2 L Works with a wide variety of community and civic organizations in the development
of goals and objectives of the parks and recreation, community center, senior
services, and volunteer divisions.
3 L Plans and directs park and recreational facility acquisition, development and
improvements.
4 L Formulates rules, policies and procedures associated with the public's use of
facilities and their enrollment in programs.
5 L Overall responsibility for the preparation and defense of recommendations regarding
fees for the use of facilities and their enrollment in programs, and the collection of
these fees.
6 L Overall responsibility for the training, retention and supervision of all department
employees.
7 S Performs other related duties as assigned.
* See page 3 – Overall Physical Strength Demands
FOUNTAIN HILLS, ARIZONA Job Description
Revised 9/17/2019 Adopted 6/5/2018 2
JOB REQUIREMENTS:
JOB REQUIREMENTS
Formal Education /
Knowledge
Work requires broad knowledge in a general professional or technical field. Knowledge
is normally acquired through four years of college resulting in a Bachelor's Degree or
equivalent in Parks & Recreation.
Experience Seven (7) years experience in municipal recreation including at least three (3) years in
direct supervision.
Certifications and
Other Requirements
Possession of a valid driver's license for a minimum of two years with a good driving
record. Certified Parks and Recreation Professional (CPRP) status preferred. The Town
currently designates this job as a “safety-sensitive position.” Accordingly, the Town
requires satisfactory completion of a drug and alcohol screening as a condition of
employment.
** Equivalent combinations of experience and training that meet the minimum
qualifications may be substituted.
Reading Work requires the ability to read reports, letters, correspondence, schedules, budget
materials, requisitions.
Math Work requires the ability to perform general math calculations such as addition,
subtraction, multiplication and division.
Writing Ability to write clearly and concisely utilizing appropriate sentence structure, grammar
and punctuation. Work requires the ability to write reports, letters, correspondence.
Managerial Ability to manage the department effectively, efficiently and in a proactive manner.
Budget Responsibility Ability to prepare and defend the annual budget, including operational and capital
improvement expenditures. Upon adoption, responsible for the overall compliance with
the spending limits contained therein.
Supervisory /
Organizational Control
Overall responsibility for the supervision and oversight of employees and the various
operational components of the Department.
Complexity Requires the ability to simultaneously handle diverse tasks of varying priorities in an
effective manner, with a focus on accomplishing results.
Interpersonal / Human
Relations Skills
Position requires frequent contact with the public and various organizations on a variety
of topics, many of which can be difficult and require a great deal of tact and diplomacy.
Ability to work effectively with subordinates, peers, the media, and the public.
FOUNTAIN HILLS, ARIZONA Job Description
Revised 9/17/2019 Adopted 6/5/2018 3
OVERALL PHYSICAL STRENGTH DEMANDS:
PHYSICAL DEMANDS:
C = Continuously
2/3 or more of the time
F = Frequently
From 1/3 to 2/3 of the time
O = Occasionally
Up to 1/3 of the time
R = Rarely
Less than 1 hour per week
N = Never
Never occurs
This is a description of the way this job is currently performed; it does not address the potential for accommodation.
PHYSICAL
DEMANDS
FREQUENCY
CODE DESCRIPTION
Standing F At park sites and at recreational facilities
Sitting F Office work, meetings and driving
Walking F Throughout park sites and facilities
Lifting R Various equipment and supplies
Carrying R Various equipment and supplies
Pushing/Pulling R Various equipment and supplies
Reaching R For files, supplies, etc.
Handling R Files, equipment, supplies, etc.
Fine Dexterity R Computer keyboard, calculator, telephone keypad, etc.
Kneeling R Picking up supplies, equipment, etc.
Crouching R To reach files, supplies, etc.
Crawling R Retrieving
Bending R To reach files, supplies, etc.
Twisting R To reach files, supplies, etc.
Climbing R To hang program banners at events, etc.
Balancing R To hang program banner at events, reach for supplies, etc.
Vision C Reading, computer monitor, driving, observing work activities.
Hearing F Communicating with the general public, employees, etc. in person and/or on
the phone
Talking F Communicating with the general public, employees, etc. in person and/or on
the phone
Foot Controls O Operation of a vehicle
Sedentary Light Medium Heavy Very Heavy
S=sedentary
Exerting up to 10 lbs.
occasionally or negligible
weights frequently; sitting
most of the time
L=Light
Exerting up to 20 lbs.
occasionally, 10lbs.
frequently, or negligible
amounts constantly OR
requires walking or
standing to a significant
degree.
M=Medium
Exerting 20-50 lbs.
occasionally, 10-25 lbs.
frequently, or up to 10-20
lbs. constantly.
H=Heavy
Exerting 50-100 lbs.
occasionally, 25-50 lbs.
frequently, or up to 10-20
lbs. constantly.
VH=Very Heavy
Exerting over 100 lbs.
occasionally, 50-100 lbs.
frequently, or up to 20-50
lbs. constantly.
FOUNTAIN HILLS, ARIZONA Job Description
Revised 9/17/2019 Adopted 6/5/2018 4
MACHINES, TOOLS, EQUIPMENT, AND WORK AIDS:
Computer and related software, vehicle, general office equipment, phone, fax, etc.
ENVIRONMENTAL FACTORS:
D = Daily W = Several
Times Per Week
M = Several
Times Per Month S = Seasonally N = Never
HEALTH AND SAFETY
ENVIRONMENTAL FACTORS
Mechanical
Hazards N Extreme
Temperatures S
Chemical
Hazards N Noise and
Vibration N
Electrical
Hazards N Wetness/Humidity S
Fire Hazards N Respiratory
Hazards N
Explosives N Physical Hazards N
Communicable
Diseases N
Physical
Danger or
Abuse
N
Other (see 1
Below)
(1)
(2)
PROTECTIVE EQUIPMENT REQUIRED:
None
NON-PHYSICAL DEMANDS:
C = Continuously
2/3 or more of the time
F = Frequently
From 1/3 to 2/3 of the time
O = Occasionally
Up to 1/3 of the time
R = Rarely
Less than 1 hour per week
N = Never
Never occurs
NON-PHYSICAL DEMANDS
Time Pressures F
Emergency Situations R
Frequent Change of Tasks F
Irregular Work Schedule/Overtime C
Performing Multiple Tasks Simultaneously C
Working Closely with Others as Part of a Team C
Tedious or Exacting Work C
Noisy/Distracting Environment C
Other (see 3 below)
(3)
PRIMARY WORK LOCATION
Office
Environment X
Warehouse
Shop
Vehicle
Outdoors
Recreation Center
Other (see 2
Below)
FOUNTAIN HILLS, ARIZONA Job Description
Revised 9/17/2019 Adopted 6/5/2018 1
Job Title: Community Services Director
Department: Community Services
Supervisor: Town Manager
FLSA Status: Exempt
BRIEF DESCRIPTION OF THE JOB:
Responsible for the oversight and leadership the parks and recreation, community center, senior services, and volunteer
divisions. Overall fiscal responsibility concerning the department budget preparation, submission, defense and the oversight
of expenditures. Responsible for the long term planning and development of the department.
ESSENTIAL FUNCTIONS:
This information is intended to be descriptive of the key responsibilities of the position. The following examples do not id entify all duties
performed by any single incumbent.
Physical Strength
Code ESSENTIAL FUNCTIONS
1 L Overall fiscal responsibility for the preparation, defense and adherence to the
department's annual budget.
2 L Works with a wide variety of community and civic organizations in the development
of goals and objectives of the parks and recreation, community center, senior
services, and volunteer divisions.
3 L Plans and directs park and recreational facility acquisition, development and
improvements.
4 L Formulates rules, policies and procedures associated with the public's use of
facilities and their enrollment in programs.
5 L Overall responsibility for the preparation and defense of recommendations regarding
fees for the use of facilities and their enrollment in programs, and the collection of
these fees.
6 L Overall responsibility for the training, retention and supervision of all department
employees.
7 S Performs other related duties as assigned.
* See page 3 – Overall Physical Strength Demands
FOUNTAIN HILLS, ARIZONA Job Description
Revised 9/17/2019 Adopted 6/5/2018 2
JOB REQUIREMENTS:
JOB REQUIREMENTS
Formal Education /
Knowledge
Work requires broad knowledge in a general professional or technical field. Knowledge
is normally acquired through four years of college resulting in a Bachelor's Degree or
equivalent in Parks & Recreation.
Experience Seven (7) years experience in municipal recreation including at least three (3) years in
direct supervision.
Certifications and
Other Requirements
Possession of a valid driver's license for a minimum of two years with a good driving
record. Certified Parks and Recreation Professional (CPRP) status preferred. The Town
currently designates this job as a “safety-sensitive position.” Accordingly, the Town
requires satisfactory completion of a drug and alcohol screening as a condition of
employment.
** Equivalent combinations of experience and training that meet the minimum
qualifications may be substituted.
Reading Work requires the ability to read reports, letters, correspondence, schedules, budget
materials, requisitions.
Math Work requires the ability to perform general math calculations such as addition,
subtraction, multiplication and division.
Writing Ability to write clearly and concisely utilizing appropriate sentence structure, grammar
and punctuation. Work requires the ability to write reports, letters, correspondence.
Managerial Ability to manage the department effectively, efficiently and in a proactive manner.
Budget Responsibility Ability to prepare and defend the annual budget, including operational and capital
improvement expenditures. Upon adoption, responsible for the overall compliance with
the spending limits contained therein.
Supervisory /
Organizational Control
Overall responsibility for the supervision and oversight of employees and the various
operational components of the Department.
Complexity Requires the ability to simultaneously handle diverse tasks of varying priorities in an
effective manner, with a focus on accomplishing results.
Interpersonal / Human
Relations Skills
Position requires frequent contact with the public and various organizations on a variety
of topics, many of which can be difficult and require a great deal of tact and diplomacy.
Ability to work effectively with subordinates, peers, the media, and the public.
FOUNTAIN HILLS, ARIZONA Job Description
Revised 9/17/2019 Adopted 6/5/2018 3
OVERALL PHYSICAL STRENGTH DEMANDS:
PHYSICAL DEMANDS:
C = Continuously
2/3 or more of the time
F = Frequently
From 1/3 to 2/3 of the time
O = Occasionally
Up to 1/3 of the time
R = Rarely
Less than 1 hour per week
N = Never
Never occurs
This is a description of the way this job is currently performed; it does not address the potential for accommodation.
PHYSICAL
DEMANDS
FREQUENCY
CODE DESCRIPTION
Standing F At park sites and at recreational facilities
Sitting F Office work, meetings and driving
Walking F Throughout park sites and facilities
Lifting R Various equipment and supplies
Carrying R Various equipment and supplies
Pushing/Pulling R Various equipment and supplies
Reaching R For files, supplies, etc.
Handling R Files, equipment, supplies, etc.
Fine Dexterity R Computer keyboard, calculator, telephone keypad, etc.
Kneeling R Picking up supplies, equipment, etc.
Crouching R To reach files, supplies, etc.
Crawling R Retrieving
Bending R To reach files, supplies, etc.
Twisting R To reach files, supplies, etc.
Climbing R To hang program banners at events, etc.
Balancing R To hang program banner at events, reach for supplies, etc.
Vision C Reading, computer monitor, driving, observing work activities.
Hearing F Communicating with the general public, employees, etc. in person and/or on
the phone
Talking F Communicating with the general public, employees, etc. in person and/or on
the phone
Foot Controls O Operation of a vehicle
Sedentary Light Medium Heavy Very Heavy
S=sedentary
Exerting up to 10 lbs.
occasionally or negligible
weights frequently; sitting
most of the time
L=Light
Exerting up to 20 lbs.
occasionally, 10lbs.
frequently, or negligible
amounts constantly OR
requires walking or
standing to a significant
degree.
M=Medium
Exerting 20-50 lbs.
occasionally, 10-25 lbs.
frequently, or up to 10-20
lbs. constantly.
H=Heavy
Exerting 50-100 lbs.
occasionally, 25-50 lbs.
frequently, or up to 10-20
lbs. constantly.
VH=Very Heavy
Exerting over 100 lbs.
occasionally, 50-100 lbs.
frequently, or up to 20-50
lbs. constantly.
FOUNTAIN HILLS, ARIZONA Job Description
Revised 9/17/2019 Adopted 6/5/2018 4
MACHINES, TOOLS, EQUIPMENT, AND WORK AIDS:
Computer and related software, vehicle, general office equipment, phone, fax, etc.
ENVIRONMENTAL FACTORS:
D = Daily W = Several
Times Per Week
M = Several
Times Per Month S = Seasonally N = Never
HEALTH AND SAFETY
ENVIRONMENTAL FACTORS
Mechanical
Hazards N Extreme
Temperatures S
Chemical
Hazards N Noise and
Vibration N
Electrical
Hazards N Wetness/Humidity S
Fire Hazards N Respiratory
Hazards N
Explosives N Physical Hazards N
Communicable
Diseases N
Physical
Danger or
Abuse
N
Other (see 1
Below)
(1)
(2)
PROTECTIVE EQUIPMENT REQUIRED:
None
NON-PHYSICAL DEMANDS:
C = Continuously
2/3 or more of the time
F = Frequently
From 1/3 to 2/3 of the time
O = Occasionally
Up to 1/3 of the time
R = Rarely
Less than 1 hour per week
N = Never
Never occurs
NON-PHYSICAL DEMANDS
Time Pressures F
Emergency Situations R
Frequent Change of Tasks F
Irregular Work Schedule/Overtime C
Performing Multiple Tasks Simultaneously C
Working Closely with Others as Part of a Team C
Tedious or Exacting Work C
Noisy/Distracting Environment C
Other (see 3 below)
(3)
PRIMARY WORK LOCATION
Office
Environment X
Warehouse
Shop
Vehicle
Outdoors
Recreation Center
Other (see 2
Below)
Schedule of Authorized Positions
FY 19-20 FY 19-20 FY 19-20
Current Proposed Proposed
Position Title FTE FTE change FTE after change
Municipal Court
Presiding Judge 0.63 no change 0.63
Court Administrator 1.00 no change 1.00
Senior Court Clerk 2.00 no change 2.00
Court Clerk - no change -
Authorized FTE 3.63 no change 3.63
Administration
Town Manager 1.00 no change 1.00
Deputy Town Manager/Administrative Services Dir.1.00 no change 1.00
Executive Asst to Town Mgr/Council 1.00 no change 1.00
Town Clerk 1.00 no change 1.00
Volunteer Coordinator 1.00 - -
Economic Development Analyst 1.00 no change 1.00
Economic Development Director 1.00 no change 1.00
Communications and Marketing Coordinator 0.20 0.80 1.00
Network & Information Technology Administrator 1.00 no change 1.00
Information Technology Support Specialist 0.50 no change 0.50
Finance Director 1.00 no change 1.00
Accountant 1.00 no change 1.00
Financial Services Technician 2.00 no change 2.00
Procurement Officer 1.00 no change 1.00
Accounting Clerk 0.50 no change 0.50
Customer Service Representative II 1.00 no change 1.00
Authorized FTE 15.20 15.00
Public Works
Public Works Director 1.00 no change 1.00
Civil Engineering Inspector 1.00 no change 1.00
Executive Assistant 0.50 no change 0.50
Town Engineer 1.00 no change 1.00
Assistant Town Engineer 0.63 no change 0.63
Facilities/Environmental Supervisor 1.00 no change 1.00
Facilities Maintenance Tech 1.00 no change 1.00
Custodian 1.30 no change 1.30
Streets Superintendent 1.00 no change 1.00
Fleet Mechanic/Open Space-Landscape Spec 1.00 no change 1.00
Traffic Signal Technician II - no change -
Street Maintenance Technician 3.00 no change 3.00
Authorized FTE 12.43 no change 12.43
Schedule of Authorized Positions (continued)
FY 19-20 FY 19-20 FY 19-20
Proposed Proposed Proposed
Position – Title FTE FTE FTE
Development Services
Development Services Director 1.00 no change 1.00
Executive Assistant 0.50 no change 0.50
Senior Planner 1.00 no change 1.00
GIS Technician/CAD Operator 1.00 no change 1.00
Senior Code Enforcement Officer 1.00 no change 1.00
Code Enforcement Officer 1.00 no change 1.00
Chief Building Official/Plans Examiner 1.00 no change 1.00
Senior Building Inspector 1.00 no change 1.00
Building Permit Technician 1.50 no change 1.50
Authorized FTE 9.00 no change 9.00
Community Services
Community Services Director 1.00 no change 1.00
Recreation Manager 1.00 no change 1.00
Recreation Program Coordinator 2.00 no change 2.00
Communications and Marketing Coordinator 0.80 - -
Executive Assistant 1.00 no change 1.00
Parks Supervisor - no change -
Parks Superintendent 1.00 no change 1.00
Park Operations Lead 4.00 no change 4.00
Lead Park Attendant 0.49 no change 0.49
Park Attendant 1.96 no change 1.96
Groundskeeper - no change -
Groundskeeper II - no change -
Customer Service Representative II 0.88 no change 0.88
Customer Service Representative I - no change -
Community Center Manager 1.00 no change 1.00
Events & Operations Supervisor - CC - no change -
Operations Coordinator - Community Center 1.00 no change 1.00
Operations Support Worker 0.37 no change 0.37
Lead Operations Support Worker 1.28 no change 1.28
Senior Services Supervisor 1.00 no change 1.00
Senior Services Activities Coordinator 1.78 no change 1.78
Home Delivered Meals Coordinator - no change -
Volunteer Coordinator - 1.00 1.00
Senior Services Activities Assistant - no change -
Authorized FTE 20.56 20.76
Total Authorized FTE 60.82 60.82
FOUNTAIN HILLS, ARIZONA Job Description
Revised 9/17/2019 Adopted 6/5/2018 1
Job Title: Communications & Marketing Coordinator
Department: Economic Development and Administration
Immediate
Supervisor: Economic Development Director and Town Manager
FLSA Status: Exempt
BRIEF DESCRIPTION OF THE JOB:
Coordinates and assists with the Town’s Communication and Marketing efforts. Promotes and develops various strategies,
including special events, marketing, tourism, partnerships, press releases, and other branding efforts. Analyzes the
effectiveness of various Tourism, Marketing, and Communication strategies. Exercises a high degree of discretion,
independent judgment, and courtesy in all interactions with the public. Under direction from the Town Manager, is
responsible for disseminating and communicating information about the Town to residents, businesses, community groups,
and the media. Promotes the Town's image and may function as a media liaison, and handles community relations.
Coordinates electronic and print media activities, advertising; writing articles for publication; and graphic design.
ESSENTIAL FUNCTIONS:
This information is intended to be descriptive of the key responsibilities of the position. The following examples do not identify all duties
performed by any single incumbent.
Physical
Strength
Code
ESSENTIAL FUNCTIONS
1 S Plan, organize, implement and analytically evaluate tourism programs; maintain and
regularly update the Town's Tourism website and social media posts; create and regularly
update the Town's special event calendar.
2 S Researches facts, develops concepts, and drafts text for printed materials, including fliers,
articles, ads and brochures, coordinates graphic design of materials.
4 L Under the direction of the Economic Development Director, collaborates with
organizations such as local businesses, the Chamber of Commerce, Fort McDowell
Yavapai Nation, AZ Office of Tourism, Arizona Tourism Alliance and other regional/state
organizations to promote and support the local economy
5 S Under the direction of the Town Manager, prepares or coordinates the preparation of
calendars, social media communications, website information, newsletters, brochures,
public service announcements, news releases, and other communication services and
informational reports or documents related to Town activities and services. Responsible
for correspondence, editorials, and other communications as directed.
6 L Under the direction of the Town Manager, may handle community relations by answering
questions from citizens, organizing and operating Town booths at events, serving as Town
liaison/representative at meetings, and performing internal communication tasks.
7 L Performs other duties as assigned, including assisting with special events, research and
written communication on behalf of the Town, conducting survey and focus groups to
obtain and/or disseminate information. May also assist in grant writing and budgetary
estimates.
* See page 3 – Overall Physical Strength Demands
FOUNTAIN HILLS, ARIZONA Job Description
Revised 9/17/2019 Adopted 6/5/2018 2
JOB REQUIREMENTS:
JOB REQUIREMENTS
Formal Education /
Knowledge
Work requires broad knowledge in a general professional or technical field. Knowledge
is normally acquired through four years of college resulting in a Bachelor's Degree or
equivalent in, Public Relations, Journalism, Marketing, Public Administration, Tourism
or a closely related field. Other knowledge requirements include the general theories,
principles, and practices of marketing, public relations, public information, and basic
communication techniques. Effective oral presentation skills, and the ability to organize
and clearly present information in an interesting manner, both verbally and in writing is
essential.
Experience One to three years experience involving marketing, programming and coordinatin g
tourism, special events, public relations or related field or activities is required.
Certifications and
Other Requirements
Possession of a valid driver's license for a minimum of two years with a good driving
record. Must have the ability to work a flexible schedule to include occasional evenings,
weekends and holidays. The Town currently designates this job as a “safety-sensitive
position.” Accordingly, the Town requires satisfactory completion of a drug and alcohol
screening as a condition of employment.
** Equivalent combinations of experience and training that meet the minimum
qualifications may be substituted.
Reading Work requires the ability to read technical information and data, policies, guidelines, and
procedures at a college level. Also requires the ability to interpret and utilize the English
language and terminology used by various media.
Math Work requires the ability to perform general math calculations such as addition,
subtraction, multiplication, division and percentages
Writing Work requires the ability to write reports, policies, goals, and objectives in a manner that
is creative to ensure audience interest.
Managerial Coordinating activities to meet deadlines
Budget Responsibility May assist with preparation of annual tourism budget
Supervisory /
Organizational Control
Coordinates activities in order to ensure consistency to further Town Tourism and
Communication efforts
Complexity Work is governed by broad instructions, objectives and policies. Requires the exercise
of considerable initiative and independent analytical and evaluative judgment.
Interpersonal / Human
Relations Skills
Work requires a high level of interaction with others outside the Town and requires
exercising considerable initiative and independent judgment that supports Town efforts.
Requires the ability to establish and maintain effective working relationships with
coworkers, Town management, business owners, contractors, media personnel, citizens,
and the general public.
FOUNTAIN HILLS, ARIZONA Job Description
Revised 9/17/2019 Adopted 6/5/2018 3
OVERALL PHYSICAL STRENGTH DEMANDS:
PHYSICAL DEMANDS:
C = Continuously
2/3 or more of the time
F = Frequently
From 1/3 to 2/3 of the time
O = Occasionally
Up to 1/3 of the time
R = Rarely
Less than 1 hour per week
N = Never
Never occurs
This is a description of the way this job is currently performed; it does not address the potential for accommodation.
PHYSICAL
DEMANDS
FREQUENCY
CODE DESCRIPTION
Standing O At special events and programs
Sitting F Deskwork
Walking F Around offices and during special events
Lifting R Supplies and equipment
Carrying R Supplies and equipment
Pushing/Pulling R Supplies and equipment
Reaching R For supplies and equipment
Handling O Supplies and equipment
Fine Dexterity R Supplies and equipment
Kneeling R Retrieving items from the ground
Crouching R Retrieving items from the ground
Crawling R Retrieving items from the ground
Bending R Retrieving items from the ground
Twisting R Retrieving items from the ground or from shelving
Climbing R Ladder
Balancing R Ladder
Vision F Reading, driving, observing work activities
Hearing F Communicating with personnel and general public on telephone
Talking F Communicating with personnel and general public on telephone
Foot Controls O Driving
Sedentary XX Light Medium Heavy Very Heavy
S=sedentary
Exerting up to 10 lbs.
occasionally or negligible
weights frequently; sitting
most of the time
L=Light
Exerting up to 20 lbs.
occasionally, 10lbs.
frequently, or negligible
amounts constantly OR
requires walking or
standing to a significant
degree.
M=Medium
Exerting 20-50 lbs.
occasionally, 10-25 lbs.
frequently, or up to 10-20
lbs. constantly.
H=Heavy
Exerting 50-100 lbs.
occasionally, 25-50 lbs.
frequently, or up to 10-20
lbs. constantly.
VH=Very Heavy
Exerting over 100 lbs.
occasionally, 50-100 lbs.
frequently, or up to 20-50
lbs. constantly.
FOUNTAIN HILLS, ARIZONA Job Description
Revised 9/17/2019 Adopted 6/5/2018 4
MACHINES, TOOLS, EQUIPMENT, AND WORK AIDS:
Copy machine, fax machine, telephone, calculator, general office supplies, computer and related software, laser or inkjet
printer.
ENVIRONMENTAL FACTORS:
D = Daily W = Several
Times Per Week
M = Several
Times Per Month S = Seasonally N = Never
HEALTH AND SAFETY
ENVIRONMENTAL FACTORS
Mechanical
Hazards N Extreme
Temperatures S
Chemical
Hazards N Noise and
Vibration N
Electrical
Hazards N Wetness/Humidity N
Fire Hazards N Respiratory
Hazards N
Explosives N Physical Hazards N
Communicable
Diseases N
Physical
Danger or
Abuse
N
Other (see 1
Below)
(1)
(2)
PROTECTIVE EQUIPMENT REQUIRED:
None
NON-PHYSICAL DEMANDS:
C = Continuously
2/3 or more of the time
F = Frequently
From 1/3 to 2/3 of the time
O = Occasionally
Up to 1/3 of the time
R = Rarely
Less than 1 hour per week
N = Never
Never occurs
NON-PHYSICAL DEMANDS
Time Pressures F
Emergency Situations R
Frequent Change of Tasks F
Irregular Work Schedule/Overtime F
Performing Multiple Tasks Simultaneously F
Working Closely with Others as Part of a Team C
Tedious or Exacting Work F
Noisy/Distracting Environment F
Other (see 3 below)
(3)
PRIMARY WORK LOCATION
Office
Environment X
Warehouse
Shop
Vehicle
Outdoors
Recreation Center
Other (see 2
Below)
FOUNTAIN HILLS, ARIZONA Job Description
Revised 9/17/2019 Adopted 6/5/2018 1
Job Title: Economic Development Director
Department: Administration
Immediate
Supervisor: Town Manager
FLSA Status: Exempt
BRIEF DESCRIPTION OF THE JOB:
Plans, organizes and implements the activities of the economic development program to promote the growth and
development of the Town's economic base; including management of the tourism division. Assists in business recruitment,
retention and expansion for both existing and new businesses for the Town.
ESSENTIAL FUNCTIONS:
This information is intended to be descriptive of the key responsibilities of the position. The follow ing examples do not identify all duties
performed by any single incumbent.
Physical Strength
Code ESSENTIAL FUNCTIONS
1 S Plans and organizes economic development programs related to generating business
and development opportunities, including management and supervision of the
tourism division and management of projects from inception to completion. Plans,
develops and implements informational strategies to attract growth industries and
companies. Researches, prepares and communicates information to attract new
business clients projecting an effective communication and project management
environment.
2 S Directs Town response to requests for information from potential businesses,
developers and consultant groups.
3 S Develops and maintains various project management databases. Generates
statistical reports, information and plans in connection with economic development
projects.
4 S Researches and assists in development of alternative economic development
policies, strategies and implementation techniques.
5 L Makes verbal and written presentations to the Town Council, boards, commissions
and other citizen groups in a professional and effective manner.
6 L Acts as a liaison between the Town, local and regional Chambers of Commerce,
Economic Development Councils and various federal, state and local government
agencies.
* See page 3 – Overall Physical Strength Demands
FOUNTAIN HILLS, ARIZONA Job Description
Revised 9/17/2019 Adopted 6/5/2018 2
JOB REQUIREMENTS:
JOB REQUIREMENTS
Formal Education /
Knowledge
Bachelor's degree in Economic Development, marketing, planning, urban geography or a
related field. Completion of a Master's Degree preferred. **
Experience A minimum of four years of management support experience, with three of those years
in business development and related economic development activities. Experience in
both the public and private sectors preferred.
Certifications and
Other Requirements
IEDC Certified Economic Developer status preferred. Valid driver's license for a
minimum of two years with a good driving record required. The Town currently
designates this job as a “safety-sensitive position.” Accordingly, the Town requires
satisfactory completion of a drug and alcohol screening as a condition of employment.
** Equivalent combinations of experience and training that meet the minimum
qualifications may be substituted.
Reading Work requires the ability to read complex legal documents, development agreements and
contracts, executive business letters and communications, development -related
documents, master plans, design guidelines, construction site plans, budget documents,
business magazine, journals, newspapers and technical reports, strategic or operational
plans.
Math Work requires the ability to perform general math calculations such as addition,
subtraction, multiplication, division, college algebra, and statistics.
Writing Work requires the ability to write communication with executive management, Town
Council, and business executives, preparing marketing documents, assisting with
development agreements, concise and professional letters all at a college level.
Managerial Managerial responsibilities include participation and management of Town teams with
crucial issues including strategic planning and fiscal management, infrastructure
planning and development, Town building projects, and management of the Economic
Development and Tourism divisions.
Budget Responsibility Assists in preparing and monitoring the Economic Development budget.
Supervisory /
Organizational Control
None
Complexity Work is widely varied, involving analyzing and evaluating many complex and
significant variables. Organization-wide policies, procedures, or precedents are
developed and/or recommended.
Interpersonal / Human
Relations Skills
The incumbents in this position contact others within the organization. These contacts
may involve similar work units or departments within the Town which may be involved
in decision making or providing approval or decision making authority for purchases or
projects. In addition, these incumbents work with individuals outside the Town who
may belong to professional or peer organizations. Working with various state and
federal agencies may also be required of the employee. Communicates extensively with
the Town Manager, Town Council, developers / real estate, external clients, customers,
allies, business professionals, government officials, and regional, state, and national
personnel. Employee must maintain regular attendance.
FOUNTAIN HILLS, ARIZONA Job Description
Revised 9/17/2019 Adopted 6/5/2018 3
OVERALL PHYSICAL STRENGTH DEMANDS:
PHYSICAL DEMANDS:
C = Continuously
2/3 or more of the time
F = Frequently
From 1/3 to 2/3 of the time
O = Occasionally
Up to 1/3 of the time
R = Rarely
Less than 1 hour per week
N = Never
Never occurs
This is a description of the way this job is currently performed; it does not address the potential for accommodation.
PHYSICAL
DEMANDS
FREQUENCY
CODE DESCRIPTION
Standing O Presentations, copier, fax machine, filing
Sitting C Computer, desk work, paperwork, answering telephone, meetings,
driving
Walking O Inter-office, to/from meetings, field work, tradeshows
Lifting O Contracts, reports, plans, displays
Carrying O Contracts, reports, plans, displays, boxes
Pushing/Pulling R Doors, chairs, filing cabinet drawers
Reaching O Supplies, files, boxes
Handling F Contracts, reports, plans
Fine Dexterity C Computer keyboard, writing, telephone keypad
Kneeling R Filing, retrieving dropped items
Crouching R Filing, retrieving dropped items
Crawling R Retrieving dropped items
Bending R Filing, retrieving dropped items
Twisting R Filing, retrieving dropped items
Climbing R Stairs
Balancing R Stairs
Vision C Computer, desk work, writing, reading, use of office equipment, field
work, driving
Hearing
C
Telephone, staff, co-workers, supervisor, Town Manager, Town Council,
analysts, directors, planners, engineers, local businesses, reporters, meetings,
presentations, training classes
Talking
C
Telephone, staff, co-workers, supervisor, Town Manager, Town Council,
analysts, directors, planners, engineers, local businesses, reporters, meetings,
presentations, training classes
Foot Controls O Driving
Sedentary Light Medium Heavy Very Heavy
S=sedentary
Exerting up to 10 lbs.
occasionally or negligible
weights frequently; sitting
most of the time
L=Light
Exerting up to 20 lbs.
occasionally, 10lbs.
frequently, or negligible
amounts constantly OR
requires walking or
standing to a significant
degree.
M=Medium
Exerting 20-50 lbs.
occasionally, 10-25 lbs.
frequently, or up to 10-20
lbs. constantly.
H=Heavy
Exerting 50-100 lbs.
occasionally, 25-50 lbs.
frequently, or up to 10-20
lbs. constantly.
VH=Very Heavy
Exerting over 100 lbs.
occasionally, 50-100 lbs.
frequently, or up to 20-50
lbs. constantly.
FOUNTAIN HILLS, ARIZONA Job Description
Revised 9/17/2019 Adopted 6/5/2018 4
MACHINES, TOOLS, EQUIPMENT, AND WORK AIDS:
Standard office equiptment such as a telephone and computer; use of a vehicle.
ENVIRONMENTAL FACTORS:
D = Daily W = Several
Times Per Week
M = Several
Times Per Month S = Seasonally N = Never
HEALTH AND SAFETY
ENVIRONMENTAL FACTORS
Mechanical
Hazards N Extreme
Temperatures S
Chemical
Hazards N Noise and
Vibration N
Electrical
Hazards N Wetness/Humidity N
Fire Hazards N Respiratory
Hazards N
Explosives N Physical Hazards N
Communicable
Diseases N
Physical
Danger or
Abuse
N
Other (see 1
Below) N
(1)
(2)
PROTECTIVE EQUIPMENT REQUIRED:
None
NON-PHYSICAL DEMANDS:
C = Continuously
2/3 or more of the time
F = Frequently
From 1/3 to 2/3 of the time
O = Occasionally
Up to 1/3 of the time
R = Rarely
Less than 1 hour per week
N = Never
Never occurs
NON-PHYSICAL DEMANDS
Time Pressures F
Emergency Situations R
Frequent Change of Tasks F
Irregular Work Schedule/Overtime O
Performing Multiple Tasks Simultaneously O
Working Closely with Others as Part of a Team C
Tedious or Exacting Work O
Noisy/Distracting Environment R
Other (see 3 below) N
(3)
PRIMARY WORK LOCATION
Office
Environment X
Warehouse
Shop
Vehicle
Outdoors
Recreation Center
Other (see 2
Below)
ITEM 8. G.
TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Date: 09/17/2019
Meeting Type: Town Council Regular Meeting
Agenda Type: Regular Agenda Submitting Department: Administration
Prepared by: Grady E. Miller, Town Manager
Staff Contact Information: Grady E. Miller, Town Manager
Request to Town Council Regular Meeting (Agenda Language): CONSIDERATION OF adopting
Resolution 2019-44 authorizing data sharing, collaboration and exploration of East Valley
regional solutions to homelessness.
Staff Summary (background)
In October 2017, East Valley City and Town Managers began to meet to specifically discuss regional
homelessness. City and Town Managers expressed that the impacts of homelessness are not confined to
city or town boundaries and that it would be valuable to discuss opportunities, best practices,
resources, and individual approaches in a group setting. To date, there have been seven meetings held
since October 2017. Over those seven meetings, participants further defined the benefits of
collaboration, which include: improving information exchange, leveraging resources, defining common
measurements and terminology, establishing common goals, and data sharing.
It is clear individual cities and towns do not possess all the resources needed to solve the issue of
homelessness. With jurisdictions working together, resources could be better coordinated and
leveraged to serve more people in more effective ways and provide a wider array of resources for each
jurisdiction’s citizens. This message of collaboration conveys to each community that East Valley cities
and towns are committed to implementing collective and coordinated approaches to homelessness;
which is especially appropriate when working with individuals who do not live within commonly defined
boundaries and who may travel between municipalities. The East Valley municipalities could also work
in the co-creation of resources to end homelessness, such as shelter and housing. Additionally,
collective proposals for funding specific projects may have a greater likelihood of success and working
together on regional solutions and may open-up new funding opportunities for federal, state and local
dollars. Collaborative leadership from municipalities highlights to other systems and stakeholders (i.e.
hospitals, developers, judicial system) that there is an open space for different types of partnership. For
example, some cities have created funding collaborative partnerships and worked with hospitals on
finding Medicaid funding opportunities. Improving the collection and the sharing of data for the region
will better inform data-driven forecasting and program identification by deepening our understanding
of the size, scope and scale of the issue, and of the intervention costs associated with solutions.
The attached resolution was drafted in collaboration and input from other East Valley cities and towns
with a number of cities and towns adopting the resolution starting in June 2019.
Related Ordinance, Policy or Guiding Principle
N/A
Risk Analysis
N/A
Recommendation(s) by Board(s) or Commission(s)
N/A
Staff Recommendation(s)
Staff recommends adoption of Resolution 2019-44.
SUGGESTED MOTION
MOVE to adopt Resolution 2019-44.
Attachments
Res 2019-44
Form Review
Inbox Reviewed By Date
Finance Director David Pock 09/05/2019 11:57 AM
Town Attorney Aaron D. Arnson 09/05/2019 01:13 PM
Town Manager (Originator)Grady E. Miller 09/05/2019 03:59 PM
Form Started By: Grady E. Miller Started On: 09/05/2019 11:26 AM
Final Approval Date: 09/05/2019
RESOLUTION NO. 2019-44
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF
FOUNTAIN HILLS, ARIZONA, AUTHORIZING DATA SHARING,
COLLABORATION AND EXPLORATION OF EAST VALLEY
REGIONAL SOLUTIONS TO ADDRESS HOMELESSNESS
RECITALS:
WHEREAS, the City of Apache Junction, City of Chandler, Town of Fountain Hills, Town of Gilbert,
City of Mesa, City of Scottsdale, City of Tempe, Maricopa County and the Maricopa Regional
Continuum of Care Governing Board recognize that homelessness is a humanitarian challenge
impacting households with and without housing in all jurisdictions; and
WHEREAS, the number of persons experiencing unsheltered homelessness in the Maricopa
Region has increased between 2014 and 2018, and is a concern in the Region; and
WHEREAS, the aforementioned jurisdictions agree that an array of resources and interventions
including, but not limited to housing for all incomes, homelessness prevention and diversion,
assertive outreach, emergency lodging, transitional and bridge housing, and permanent
supportive housing are required to maintain a system in which homelessness is rare, one-time
and non-recurring; and
WHEREAS, the aforementioned jurisdictions have come together to explore the potential benefits
of collaborating to develop regional solutions that might build on the unique capacities of each
jurisdiction and create economies of scale.
ENACTMENTS:
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF
FOUNTAIN HILLS, ARIZONA, as follows:
Section 1: The Town Manager or his designee is encouraged to continue working collaboratively
with the aforementioned jurisdictions for the exploration of East Valley regional solutions.
Section 2: The Town Manager or his designee is encouraged to research best practices and
investigate evidenced-based approaches in multi-jurisdictional strategies to preventing and
reducing homelessness.
Section 3: The Town Manager or his designee is encouraged to share data and analysis amongst
jurisdictions for planning purposes, unless otherwise prohibited by law.
Section 4: The Town Manager or his designee is encouraged to pursue the development of a
portfolio of regional strategies and solutions for consideration by each individual jurisdiction.
Section 5: The Town Manager or his designee is encouraged to work together to explore
opportunities for a balanced portfolio of housing for all incomes and levels of support.
RESOLUTION 2019-44 PAGE 2
Section 6: The Town Manager or his designee is authorized to ensure the planning process
includes opportunities for public participation and input.
Section 7: That any future agreements among participating jurisdictions will be entered into in
compliance with Arizona law.
PASSED AND ADOPTED BY THE MAYOR AND COUNCIL OF THE TOWN OF
FOUNTAIN HILLS, ARIZONA, this 17th day of September, 2019.
FOR THE TOWN OF FOUNTAIN HILLS: ATTESTED TO:
Ginny Dickey, Mayor Elizabeth A. Burke, Town Clerk
REVIEWED BY: APPROVED AS TO FORM:
Grady E. Miller, Town Manager Aaron D. Arnson Town Attorney
ITEM 8. H.
TOWN OF FOUNTAIN HILLS
STAFF REPORT
Meeting Date: 09/17/2019
Meeting Type: Town Council Regular Meeting
Agenda Type: Regular Agenda Submitting Department: Development Services
Prepared by: John Wesley, Development Services Director
Staff Contact Information: John Wesley, Development Services Director
Request to Town Council Regular Meeting (Agenda Language): CONSIDERATION AND
POSSIBLE DIRECTION to staff regarding the requirements for providing hillside protection
easements, the abandonment of existing easements, and the fee for easement abandonments.
Staff Summary (Background)
The Town of Fountain Hills has always treasured its natural desert landscapes as an integral part of the
development and maintenance of the community. The Mission Statement for the current General Plan
includes these statements:
- “…family-oriented community where the conservation and preservation of the natural heritage
and visual beauty of the surrounding desert are maintained.”
- “…committed to creating a Town … where the natural environment is preserved and
protected…”
Chapter 3 of the Plan, Land Use, Goal Six states; “Continue to preserve open space and maintain strict
guidelines for the conservation of natural resources.” Objective 6.1 states: “The Town should continue
to preserve steeply sloping hillsides, wash areas and tracts of contiguous open space.”
Similar sentiments have been made by residents as we have received comments from the public as we
work on the General Plan 2020.
The primary tool used by the Town to preserve the natural landscape is the Hillside Protection Easement
(HPE). While these have evolved some over time, these easements have been required at either the
subdivision or development stage to protect the steep sloped portions of lots from future development.
Staff has been asked to look into and provide the Council with feedback and recommendations on three
items related to hillside protection easements:
Should we make any modifications to the easement requirements1.
How should we handle requests for abandonment of existing easements2.
What fee is charged for processing an abandonment.3.
History
History
The HPE ordinance is contained in the Subdivision Regulations and has changed over time. Initially any
slope over 10% had to be protected, this was later changed to 15%. Section 5.04 A of the Subdivision
Regulations currently sets the slope at 20% and requires that 60% of the 20%+ slope area be left
undisturbed. Further, the easements are no longer required for lots zoned R1-10 or smaller, or for
non-residential development on commercially or industrially zoned land (Subdivision Regulations Sec.
5.04 C).
There are many developing subdivisions where the HPE’s are granted as the lots are developed.
Examples include Eagles Nest and Fire Rock in which the subdivision set aside an easement amount to
be dedicated with each lot as it is developed.
Granting of the easements has happened both comprehensively at the subdivision level and also
individually on a lot-by-lot basis. The language required in the easement document is:
Owner hereby grants to the Town of Fountain Hills a perpetual easement upon, across, over and under
all those areas designated as "Hillside Protection Easement" for the purpose of preserving the natural
topography and vegetation of land area within the Final Plat of (Subdivision Name) in conformance with
the Article V of the Town of Fountain Hills Subdivision Regulations. The owner or any of his heirs,
successors, or assigns shall not perform nor allow to be performed, any construction; or cutting, filling,
grading to the Topography; nor any grubbing, brushing, removal, or otherwise damage any vegetation,
rock outcropping, or other natural feature in the Hillside Protection Easement area without prior Town
Council approval. A trail way may be a permitted use if approved by the Town Council.
This easement language does a good job of clearly protecting the land from any type of development
and ensures it will remain in its natural state.
Discussion
The Council has recently directed staff to examine the HPE’s to see if any modifications are warranted
after the town received several requests to have existing easements abandoned. This report reviews
the continued need to obtain the easements and the options for abandoning existing easements.
New Easements
There is some concern regarding the property rights lost by granting the easements. The owner pays
taxes on their entire lot, but they are not allowed to do develop or build anything on the portion of the
property with the easement. While this is true, it is part of the history of building and developing in
Fountain Hills. It is one of the fundamental practices that gives Fountain Hills its unique look and
character. People building and buying in Fountain Hills do so (at least in theory) with the understanding
that the hillside slopes and natural landscape will be preserved on their lot and on their neighbors’ lots.
They know their investment in maintaining the natural desert on their property will add value to their
property because all other properties are doing the same thing.
The Town has modified the requirements over the years. The effect of the change has been to reduce
the amount of land being preserved and provide more area that can be disturbed. With the current
standard that requires a minimum of 60% of the land with a 20%+ slope be left undisturbed, the land
area left available for development still typically exceeds the lot of coverage requirements of the Zoning
Ordinance. For an extreme example, on an 11,000 sq. ft. lot zoned R1-18 with the entire lot having
20%+ slopes, the zoning ordinance would have a maximum building area of 2,750 square-feet and the
Hillside Disturbance allowance would allow 4,400 square-feet of the lot to be disturbed. It could be a
Hillside Disturbance allowance would allow 4,400 square-feet of the lot to be disturbed. It could be a
challenge to fit the house in the setbacks and provide for the driveway and other uses on the property.
Another more typical example would be a 36,000 sq. ft. lot zoned R1-35 with 20,000 sq. ft. of the lot of
having a 20%+ slope. In this case the zoning ordinance would allow a building of 7,200 sq. ft. and the
disturbance area would be 24,000 sq. ft. This leaves substantially more room to meet setbacks, provide
a driveway and other on-site development.
While some areas remain for development much of the Town has been entitled and platted. Through
those processes most property has either already granted the required easement or the requirement to
do so is in place when the lot develops. The only significant area remaining for future development that
does not yet have the HPE’s is the State Trust land. Any changed to the required dedications will have
minimal impact on the Town as a whole, but will set up an imbalance between adjacent properties. If
the current requirements are removed, when someone comes into an existing subdivision on a vacant
lot, they could disturb the entire lot while their neighbors were not able to do so.
Rather than make any fundamental changes to the current HPE requirements, it might make sense to
consider smaller adjustments. The Subdivision Regulations Sections 5.02 C. and 5.04.B. allow for some
exemptions to the non-disturbance areas to be permitted. The allowed additional disturbance areas are
for driveways and utilities to serve the property. As we get into more difficult and challenging terrain, it
may be beneficial to consider and adopt additional provisions to allow flexibility in the disturbance
areas. For example, the terrain to a given home may require a longer, curving driveway to reach the
home. If this is the case, the Development Services Director could be authorized to allow a
corresponding increase in the amount of disturbance area on that given lot.
Easement Abandonment
As stated previously, the regulations related to the HPE’s has changed over time. The ordinance used to
require easements for 10% slopes, today it is 20% or greater slopes that require the easement.
Easements used to be required for all lot sizes, now they are not required for property zoned R1-10 or
smaller. Based on this, there are lots with HPE’s that would not be required to provide those same
easements today.
Because the HPE’s have been granted through an easement process, either on the plat on by separate
instrument, there is not a simple way to remove them. Staff could be instructed not to enforce the
easement in prescribed situations (e.g. lots less than 10,000 sq. ft., slopes less than 20%) but the
easement would still be on the property. The only clean way to address the issue is through the
abandonment process.
Given the changes that have occurred in the ordinance requirements over the years, it would seem
reasonable for Council to adopt a policy for staff to work with anyone who requests a change that would
bring the easements on their lots in line with current ordinance requirements. (e.g. a property less than
10,000 sq.ft. could have the easement abandoned).
The abandonments could happen either reactively, when requested by the property owner, or
proactively by the Town reaching out to property owners in some systematic way. Staff does not have
the personnel available to take a proactive approach.
Abandonment Application Fee
There is staff time involved in the processing of an easement abandonment. There is an existing fee in
the fee schedule for easement abandonments of $350. This could be used for HPE easement
abandonments.
Options
Keep base ordinance as is
Provide some additional flexibility to allow the Development Services Director to consider
modifications for difficult lots
Continue to allow abandonment on case by case basis for lots 10,000 sq. ft. or smaller
Explore options to allow some or all abandonments to be approved administratively
Use existing $350 fee for easement abandonment
Related Ordinance, Policy or Guiding Principle
General Plan
Section 5.04 of the Subdivision Regulations
Risk Analysis
The current ordinance provisions and processing steps have been in place for several years and seem to
be working smoothly for easement dedications. Making no changes would leave the requirements and
processes as they exist today.
There are, however, opportunities for improvement in the ordinance to better accommodate some of
the more difficult lots and to formalize the easement abandonment process.
Recommendation(s) by Board(s) or Commission(s)
N/A
Staff Recommendation(s)
The protection of the natural beauty of the hillsides in the Town is one of the important development
requirements that helps make Fountain Hills unique and attractive. There are, however, improvements
that can be made to the requirements to make things more flexible for unique development situations.
Staff recommends that the Council direct staff to:
Explore and bring back recommendations from the Planning and Zoning Commission on
modifications to Section 5.04 of the Subdivision Regulations that will allow additional, lot specific
adjustments to be made;
1.
Continue to process H.P.E. abandonment requests on a lot by lot basis;2.
Explore options to allow approval of some hillside easement abandonments administratively; and,3.
Utilize the existing $350 fee for easement abandonment for the processing of these requests. 4.
SUGGESTED MOTION
MOVE to direct staff to:
Explore and bring back recommendations from the Planning and Zoning Commission on
modifications to Section 5.04 of the Subdivision Regulations that will allow additional, lot specific
adjustments to be made;
1.
Continue to process H.P.E. abandonment requests on a lot by lot basis;2.
Explore options to allow approval of some hillside easement abandonments administratively; and,3.
Utilize the existing $350 fee for easement abandonment for the processing of these requests4.
Form Review
Inbox Reviewed By Date
Development Services Director (Originator)John Wesley 08/27/2019 09:09 AM
Town Attorney Aaron D. Arnson 08/27/2019 09:27 AM
Town Manager Grady E. Miller 09/05/2019 06:13 PM
Form Started By: John Wesley Started On: 08/14/2019 04:10 PM
Final Approval Date: 09/05/2019