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CSAC.2018.0226.Minutes
L TOWN OF FOUNTAIN HILLS MINUTES OF THE REGULAR MEETING OF THE ,$" qjj COMMUNITY SERVICES ADVISORY COMMISSION '•1 FEBRUARY 26�2018 'o� that is No. AGENDA ITEM#1: CALL TO ORDER AND PLEDGE OF ALLEGIANCE A public meeting of the Community Services Advisory Commission was convened and called to order by Chair Don Doty at 5:00 p.m., Monday, February 26, 2018 in the Council Chambers at Town Hall, located at 16705 East Avenue of the Fountains, Fountain Hills, Arizona. AGENDA ITEM#2: ROLL CALL Present at roll call were Chair Don Doty, Vice-Chair Ron Ruppert, Commissioners Amy Arnold, Pat Canning, Jerry Gorrell, Sharron Grzybowski, Natalie Varela and Youth Commissioner Hayden Arnold. Commissioner Jim Judge attended via phone. Staff members present were Director Rachael Goodwin and Executive Assistant Jennifer Lyons. 1/4061, AGENDA ITEM#3: CALL TO THE PUBLIC No one from the public wished to speak. AGENDA ITEM #4: CONSIDERATION OF APPROVING THE JANUARY 22, 2018 MEETING MINUTES Vice-Chair Ruppert made a motion to accept the January 22, 2018 meeting minutes and Commissioner Varela seconded and the motion passed by unanimous vote. AGENDA ITEM#5: DISCUSSION OF COMMISSION BY-LAWS Chair Doty explained that the last set of by-laws were rewritten a few years ago primarily to accommodate the merger of the three Commissions: Senior Services, Community Services and Parks and Rec. It was intended that we were also going to put the Preserve in with that but that didn't happen and they will remain on their own. Sections one and two need to be rewritten because that dealt with how we were going to combine them(the Commissions) and there are some other sections that need to be redone. Director Goodwin agreed that the by-laws need to be refreshed and need a bit of updating. There also had been a discussion at our most recent reappointment and there was a question of why this Commission had nine members while most of Commissions have seven members. We looked into it and it was because of the combining of the three Commissions into one, thus needing to accommodate more members. The nine seats were to include the MMPC which is not going to be combined and will stand alone indefinitely, so the question came up from the Mayor and Council as well as Town Manager Grady Miller about moving this Commission to seven seats. If we were to do this it would be my natural attrition with at the time the next set of seats were vacated we would then interview for seven full seats verses nine. That #414,,,, recommendation was put forward so all our Commissions in Town would be consistent. Community Services Advisory Commission Page 1 of 6 G.Commission CSACIAgenda&MinuteslMinutes120181022618M •. t Discussion ensued among the Commissioners and the consensus was that if there are nine willing participants and if there is enough to keep the Commission busy to keep the Commission at nine but word the by-laws that if at such a time the Commission could be dropped to seven. Commissioner Gorrell agreed to take a crack at revising the by-laws and then bring them back to the Commission for review. AGENDA ITEM#6: DISCUSSION ON TOWN ADVOCACY Chair Doty proposed that being advocates of the Town to learn from the facts that are now available on the Town's website under "Frequently Asked Questions" (about the Property Tax) and if you are so inclined to generate articles for the Times (newspaper). The next meeting regarding the Property Tax is next Thursday morning at 9:00 a.m. at the Community Center. Town Manager Grady Miller and Finance Director Craig Rudolphy lead the meeting but all of the directors are there to answer any questions. AGENDA ITEM#7: UPDATE ON THE IMPROVEMENTS AT GOLDEN EAGLE PARK Director Goodwin announced that some of the playground equipment at Golden Eagle Park is under renovation. The old apparatus which included: the tire swing, the standard swings, the digger and the water feature was removed and a new climbing dome as well as a couple other new pieces were installed. There is one piece that remaining to be installed which will be here in about two weeks. Because we were able to wait we were able to get a new version of the piece. All the sand was removed and wood fiber chips were installed which has a better safety rating for falls, they are more sanitary, easier to maintain and ADA compliant. The playground will be reopened later on this week and then we will do a partial close down in about two weeks to install the last piece as well as a pour and place which is a rubberized material that makes it wheelchair accessible. It was a big overhaul for the park but most of that apparatus was pushing 20 years old. The funds came from our Capital Replacement Fund which is moneys set aside to replace ageing infrastructure. Parks Supervisor Kevin Snipes was able to optimize on a vendor relationship where the vendor was moving warehouses and the vendor did not want to ship all of their stuff so instead of shipping it to their new warehouse we were able to capitalize on that and get pretty decent pricing for some new and innovative pieces. The ball fields at Golden Eagle Park are in tremendous shape. The staff has put in a lot of work and effort to bring the fields up to tournament standards, so we are hosting a number of ball tournaments that we have never hosted before. Three out of the four weeks in January the Town hosted little league tournaments that bring in people from all over the valley. Commissioner Varela inquired if there were any swings at this park. Director Goodwin replied that the swings are worked into the new 12' high climbing dome. There are swings for the five and under but no traditional swings. We wanted something that could accommodate as many kids at one time as possible. We did take some of the Facebook recommendations into consideration and put some kiddy swings over in Four Peaks Park. That park has two very large swing sets with 12 swings each, so one set was transitioned into the smaller youth swings. AGENDA ITEM#8: UPDATE ON THE IMPROVEMENTS AT DESERT VISTA PARK Desert Vista Park is the home to our dog park which was closed for just about two weeks to upgrade some lighting in the dog park. Last summer we had a number of storms that knocked over six to eight lights between the dog park and the parking lot. We wanted something that would be stronger and more Community Services Advisory Commission Page 2 of 6 G.Commission CSACIAgenda&Minutes\Minutes120181022618M resistant to the wear and tear the dog park takes with the irrigation water and the pets. That was all reinstalled about two to three weeks ago and is now open again for public use. Chair Doty asked why some of the lights were up three feet and some were not. Director Goodwin discussed this with Parks Supervisor Snipes and to the best of their knowledge at some point more turf was brought in to build up different parts of the dog park and it was leveled out with the bollards. This park in general has had a number of power issues. It is not all standardized. Different parts of the park had different power pulls and are very inconsistent. We are looking to standardize all of that but that is a long term project for now. Commissioner Gorrell commented that on the small dog side because of the LED fixtures and patterns there is a huge dark spot up against the fence by the planter. As a lighting designer he sees that only solution would be to mount another lighting fixture. Also many long moons ago at the closing of the park the ramada lights would go out at 9:00 p.m. and then roughly 15 minutes later the rest of the lights would go out. Now nobody has any warning until it goes black. It would be nice if it would go back to have the ramada lights go out so you have an early warning. Director Goodwin will check with Park Supervisor Snipes to see what they can do. AGENDA ITEM #9: DISCUSSION AND CONSIDERATION OF FORMING A WORK GROUP TO DEVELOP A GUIDELINE FOR SENIOR CONCERN/WELLNESS ISSUES Commissioner Judge recommending consolidating resources throughout the valley so when people have issues arise, they have the resources available. The group could explore what is available and what is in existence and put it on a more accessible site. Commissioner Judge volunteered to Chair the group until the Commission meets again all together and then can vote if anyone else would like to Chair. Commissioner Varela cautioned the Commission as to their liability by putting this list together. Director Goodwin suggested putting the recommendations forward in an advisory capacity to Council. Chair Doty suggested contacting the Crisis Team in to Town which is supported through the Fire Department. When there is a fatality, two members of the Crisis Team go out and stay with the family until everything is settled. Director Goodwin suggested that the Activity Center through Kelley(Senior Services Supervisor) has a variety of resources as well, based on situations that come up. Commissioners Canning and Valera volunteered to work with Commissioner Judge on this project. AGENDA ITEM #10: DISCUSSION AND CONSIDERATION OF FORMING A WORK GROUP TO CREATE WORK GROUPS FROM THE STRATEGIC PLAN Director Goodwin explained that copy of the Strategic Plan was given to everyone and in that plan Community Services was identified to have certain goals and objectives. Last week we just kicked off internally a Strategic Plan for the department. It is to say what is Community Services within our different divisions, where are we striving to go and how do we see ourselves reaching these goals. Our goals will include the items identified in the Town's Strategic Plan and then we will have some additional ones that we will add on for our own internal purposes. Essentially the long view of this is to benchmark our department and move forward to be a premiere department, for the Town, the region, the state or nationwide. That is really the goal to be a recognized national "Gold Medal" department. Since we are not able to use an outside resource to help lead us through the process, we are hoping to tackle this Community Services Advisory Commission Page 3 of 6 G:Commission CSACIAgenda&MinuteslMinutes120181022618M • internally. As we move through this process we will be reaching out to you (the Commission) for feedback, thoughts, suggestions and eventually endorsement of it. The process and start with the discussion of(SWOT) strengths, weaknesses, opportunities, and threats as well as where we want to go and what we want to do better. Then we discuss our mission and values for our department level and how they will reflect and support the Town's level. Director Goodwin stated that coming from the recreation and events channel she has a very good stronghold of where we need to go with recreation and with our parks. The Community Center is a little newer, so working with the primary staff (Mike and Kelley) we are looking at where they need to go as well as building their divisions. We will do an analysis of each of the five different divisions and then meld them into one, with five categories with sub-objectives under them by division. Each division will have goals that feed into our overall mission of applying for the "Gold Medal Level" or being the premiere Community Services Department in the Valley or however we want to benchmark ourselves. Then we need to come up with the"How To's" and what is it that we are going to do to reach that goal. It is one thing to say you want to do it but it's another thing to put in steps on how and measurements of what we want to do. We want to put out a three to five year vision of what we want to accomplish and hopefully that will go into the budget process as well. We identified these goals and now we need the funding to support these goals in order to reach them. Chair Doty and Vice-Chair Ruppert expressed interest in attending the next meeting. Director Goodwin enthusiastically accepted Commissioner Varela's offer of Commissioners taking shifts at the (Tourism) booth at the Fairs and other events. Commissioners Gryzbowski and Varela work with Director Goodwin to coordinate Commissioners assisting staff at the Tourism booth at Town events. A copy of the Town's Strategic Plan is attached to the minutes. AGENDA ITEM#11: UPDATE ON SPECIAL EVENTS • Fair was this past weekend. • Wednesday kicks off the Memorial Disc Golf Championship. • Sunday is Mountain to Fountain, which is a 15K, 5K and 3K. The after party is just behind the Plaza Fountainside shops. • The following weekend is the Kite Festival. • St. Patrick's Day Festival will be held on Saturday the 17th at Fountain Park. Volunteers are needed. It runs from 11:00 a.m. to 6:00 p.m. with the traditional Fountain greening at noon and an additional greening was added at 4:00 p.m. There will be music, entertainment and beer. This is the first time the Town is hosting this so we will have to see how this goes since we are trying to quite a bit on a limited budget. Only Town staff can handle money so they have been relegated to doing ticket sales. Volunteers can do wristbands and ripping tickets. ProEm will be doing the ID checks for liability purposes. • Art Market on the Avenue on St. Patrick's Day. AGENDA ITEM#12: UPDATE ON PUBLIC ART Director Goodwin announced that the Town will be having a meeting with the Public Art Committee later on this week to identify spaces for art so that we are a little more proactive about our acquisition of art. Community Services Advisory Commission Page 4 of 6 G:Commission CSACIAgenda&MinutesMinutes120181022618M The Avenue and Centennial Circle were built with art nodes and those are full now, so now we want to make sure we are planning ahead. AGENDA ITEM#13: UPDATE ON THE ADERO CANYON TRAILHEAD PROJECT On Thursday, March 8th we will be taking a 28 passenger bus after the Property Tax meeting at the Community Center from 9:00-10:00 a.m., leaving around 10:30 a.m. to go up to Adero Canyon to take a site tour to see to progress. It is pretty impressive to see the site go from a vast, stark desert landscape to fruition of what the plan was on paper. The group will consist of Commissioners and Councilmembers and you are welcome to come. Director Goodwin addressed questions from the Commissioners: • A completion time for the project is July or August, with a Grand Opening/Ribbon Cutting later on in the fall when it cools off. • The restroom building will be installed but however there is no plumbing connected until the main line through the neighborhood is completed at the top of the cul-de-sac. Timeframe is estimated to be sometime before the end of 2020. • Portable restrooms will be at the site on a maintenance schedule. AGENDA ITEM#14: CONSIDERATION OF ADJOURNMENT Commissioner Gorrell made a motion to adjourn at 6:07 p.m., Commissioner Grzybowski seconded and the motion passed by unanimous vote. Community Servi Advisory Commission By: Don Doty, Chair Reviewed by: Rachael Good in, Dir ctor of Community Services Prepared by: Jennifer Lyons, Executive Assistant CERTIFICATION Community Services Advisory Commission Page 5 of 6 G:Commission CSACIAgenda&MinuteslMinutes120181022618M Vile I hereby certify that the foregoing minutes are a true and correct copy of the minutes of the Community Services Advisory Commission Regular Meeting held on Feb 26, 2018. I further certify that the meeting as duly called and that a quorum was present. By: , . C--1 Jennifer Lyons,Executive Assistant Dated this 6th day of March 2018 vi) 3 Community Services Advisory Commission Page 6 of 6 G:Commission CSACIAgenda&Minuted inutes120181022618M ... BYLAWS COMMUNITY SERVICES ADVISORY COMMISSION TOWN OF FOUNTAIN HILLS,ARIZONA 1. Creation; Purpose. A. Creation. There is hereby created, constituted and established a Community Services Advisory Commission (the "Commission"), which shall subsume and replace existing Senior Services Advisory Commission, Community Center Advisory Commission and Parks and Recreation Advisory Commission (collectively, the"Existing Commissions"). B. Purpose and Duty of the Commission. The Commission is formed to act in an advisory capacity in support of the Town of Fountain Hills (the "Town") Community Service Department's quest to provide exceptional customer service to enhance the quality of life by providing and maintaining safe, available and accessible parks and facilities, recreation programs, events, and services that will meet the intellectual, social, cultural and leisure needs of Town residents of all ages. C. Intention of the Bylaws. These Bylaws are intended to accommodate the transition of a consolidation of three Existing Commissions as well as serve as the '4410. Bylaws governing the Commission. 2. Transition Process; Membership. A. Transition Period. The consolidation transition is intended to span the period from the initial consolidated Commission meeting in September 2014 through December 31, 2017. B. Eligibility for Initial Appointment. All current members of the Existing Commissions shall be eligible for appointment to the Commission. All interested Existing Commission members shall notify the Community Services Director of their interest not later than June 30, 2014. If the number of interested Existing Commission members is less than nine, the Director shall (i) initiate the process for soliciting new Commission members and (ii) conduct a process for fairly assigning the on-going members to staggered terms to carry out the intent of Section 3 below. If the number of continuing adult members is greater than eight, the Director shall establish the initial Commission membership as set forth in subsection 2(C)below. C. Member Selection and Terms. In order to fairly and impartially accommodate the members of the three combined Existing Commissions, a random, blind draw of names from the members of the Existing Commissions who have expressed interest pursuant to subsection 2(B) above will be conducted such that each will 40110" 2170815.4 � w be assigned to a term of one, two or three years. It is recognized that there could be as many as 18 total members available to serve on the Commission during the transition period. The random, blind draw will be conducted as follows: The first six names drawn will serve through December 31, 2017; The second six names drawn will serve through December 31, 2016; and Any remaining names will serve through December 31, 2015. The terms will commence at the first meeting of the consolidated Commission, targeted for September 2014. The term of each member from one of the Existing Commissions serving on the consolidated Commission will be extended through the date determined by the blind draw. D. Voting. All members will be considered voting Commission members. In the event of a tie vote during the transition period, the Town Council shall be informed of the lack of consensus and the matter shall be forwarded to the Town Council for review. E. Postponed Replacement. If a transition period Commission member leaves office prior to expiration of his or her appointment period(as set forth in subsection 2(C) above), the vacancy created will not be filled. F. Transition Period Conclusion. At the conclusion of the transition appointment periods established in subsection 2(C) above, Commission members shall be 3 appointed as follows: i. Two Commission members shall be appointed for a three-year term beginning on January 1, 2016 and ending December 31, 2018. ii. Three Commission members shall be appointed for a two-year term beginning on January 1, 2017 and ending December 31, 2018. iii. Four Commission members shall be appointed for a three-year term beginning on January 1, 2018 and ending December 31, 2020. G. Attendance of McDowell Mountain Preserve Commission Representative. For the time the McDowell Mountain Preserve Commission is in place, a member of the McDowell Mountain Preserve Commission shall be an ex-officio, non-voting member of the Commission. The Commission Chairperson shall request that the McDowell Mountain Preserve Commission annually appoint a representative to attend the Commission meetings. J 2170815.4 2 H. Transition Officers. At the first Commission meeting, the Commission shall elect a Chairperson and Vice-Chairperson from among the members. The Chairperson and Vice-Chairperson shall assume responsibilities at the next scheduled meeting. The officers' terms will expire on December 31, 2015. The duties, vacancy and removal procedure set forth in Section 5 below shall apply to the officers. On the expiration of the initial officers' terms, officers shall be elected as set forth in subsection 5(A)below. 3. Members & Appointments Following the Transition Period. A. Number of Members. Following the transition periods, the Commission shall be composed of nine members, including one youth member. B. Appointments. Following the transition periods, appointments to the Commission shall be made by the Town Council according to, and from among residents of the Town that meet the minimum qualifications as outlined in, the Town Council Rules of Procedure. Adult appointments shall be for a term of three years. One appointee shall be the youth representation, who shall be a Town resident for one year, shall be a resident high school student, be a member of the Mayor's Youth Council and serve a one-year term on the Commission beginning with the start of the school year. C. Filling of Vacancies. Any vacancy on the Commission shall remain vacant until a new member is appointed by the Town Council to fill the vacancy. Upon a vacancy occurring, leaving an unexpired portion of a term, any appointment to fill such vacancy shall be for the unexpired portion of said term. In cases of a vacancy due to the expiration of a member's term, the member shall remain seated until a successor is appointed and qualified. D. Term. Unless appointed to fill a vacancy mid-term, each adult member's term of office shall be three years, unless the member resigns sooner or is removed from his or her position. E. Attendance. All members are required to attend all Commission meetings unless excused by the Chairperson, with the concurrence of the Commission. Three successive unexcused or unexplained absences from any regular or special meeting shall be deemed a vacancy as outlined in the Town Council Rules of Procedure. F. Removal. Any member may be removed as set forth in the Town Council Rules of Procedure. (kw 2170815.4 3 4. Powers and Duties of the Commission. The Commission shall have the powers and duties to: i. Act in advisory capacity to the Town Council, Town Manager and Community Services Director in matters pertaining to the Community Services Department. ii. Consider provisions of the annual Community Services Department budget during the process of the preparation of the budget and make recommendations with respect thereto to the Community Services Director. iii. Assist in the planning of educational and recreational programs for the residents of the Town; promote and stimulate public interest therein. iv. Perform such other duties not inconsistent with these Bylaws as may be requested by the Town Council, Town Manager or Community Services Director. 5. Commission Officers and Staff. A. Organization. At the first regularly-scheduled Commission meeting of each calendar year, the Commission shall elect a Chairperson and Vice-Chairperson from among the members. The Chairperson and Vice-Chairperson shall assume responsibilities at the next scheduled meeting. The term of the Chairperson and Vice-Chairperson shall be for one year. Any member serving as Chairperson or Vice-Chairperson shall be eligible for re-election; provided, however, that each member may serve no more than two consecutive terms for that specific office. B. Duties of the Chairperson and Vice-Chairperson. The Chairperson shall (i) preside at all Commission meetings, (ii) decide all points of order and procedure, (iii) appoint work groups if necessary and coordinate the work of the work groups, (iv) serve as a representative of the Commission to other governmental units on such matters as have been approved and designated by the Commission and (v) perform any duties as required by law, ordinance or these Bylaws. The Chairperson shall have the right to make motions, second motions and vote on all matters before the Commission. The Vice-Chairperson shall act as an aid to the Chairperson and shall perform the duties of the Chairperson in his or her absence or inability to serve. In the absence of the Chairperson and Vice-Chairperson, the Town Staff Liaison shall call the meeting to order and a simple majority of the members then present shall select an acting Chairperson for the meeting. If the Commission members present are unable to select an acting Chairperson, the meeting shall be automatically adjourned and all agenda items shall be carried over to the next Commission meeting. Nar) 2170815.4 4 • C. Order of Filling Officer Vacancies. The Vice-Chairperson shall fill a vacancy in the office of the Chairperson. A vacancy in the office of Vice-Chairperson shall be filled by a Commission member by majority vote of the Commission at the next meeting where a quorum of the Commission is present. D. Officer Removal. The Chairperson or Vice-Chairperson may be removed from office at any time at a meeting of the members by an affirmative vote of a three- fourths majority of the total members of the Commission, who must be present to vote. E. Town Staff Liaison. The Community Services Department Director or authorized designee shall serve as the Town Staff Liaison to furnish support to the Commission as requested or as required to advise and furnish professional and technical advice. 6. Commission Meetings. A. Frequency. Commission meetings shall be held monthly at the Town Hall Council Chambers, Fountain Hills, Arizona, unless posted differently at least 24 hours in advance. B. Additional Commission Meetings. Additional Commission meetings may be held on the call of the Chairperson or the request of two or more members by giving ,,. notice to all the members by telephone, email or personal delivery or by verbal comment during a regular meeting. All notices shall be given, and posted according to applicable law, at least 24 hours before the meeting. C. Participation by the Public. Commission meetings shall be open to the public. For any matter under consideration, any person may submit written comments and, if attending in person, may fill out a speaker card and speak to the issue upon being recognized by the Chairperson and stating his or her name and, if applicable, the names of any person or organization on whose behalf he or she is appearing. D. Quorum. A Commission meeting where a majority of its members are present shall constitute a quorum. A majority vote of those members present shall be required to take official action. No action shall be taken at any meeting in absence of a quorum, except to adjourn the meeting to a subsequent date. E. Agenda. The agenda shall be prepared by the Town Staff Liaison, reviewed by the Chairperson, and posted no less than 24 hours before the Commission meeting in accordance with the Arizona Open Meeting Law. F. Minutes. Minutes of the proceedings shall be retained and filed with the Town Clerk or authorized designee who will, in turn, file and post the minutes according to applicable law. 2170815.4 5 G. Open Meeting Law. The Commission is subject to the Arizona Open Meeting Law. 7. Special Committees. The Commission may create special committees for specific purposes. Such committees shall be subject to the provisions of the Arizona Open Meeting Law. Any special committee created by the Commission shall automatically dissolve when its work is done and after the Commission has accepted its final report. 8. Amendments. By the affirmative vote of a two-thirds majority of all the members of the Commission, the members may recommend amendments to these Bylaws to the Town Council for its approval. 9. Legal Counsel. The Commission may request through the Town Staff Liaison that the Town Attorney, or authorized designee, provide legal advice and rulings on points of order, procedure or other matters related to the Commission's duties. ".411) 2170815.4 6 .1(AIV O ! It O z n that is AO' Town of F Hills Strategic Planning Advisory Commission 2017 Strategic Plan tre May 18, 2017 Contents Mayor's Message 2 SPAC Chair Message 3 Abstract 4 Vision 4 Values 4 Background 4 Partnerships 5 Core Responsibilities of the Town 5 How the Plan will be Used 5 Communication Plan 7 How We Prioritized the Goals and Objectives 8 Strategic Goals 9 Appendix A:Town of Fountain Hills Updated SWOT Analysis 15 Appendix B: Source Materials and Brainstorming Ideas 17 2017 Fountain Hills Strategic Plan Mayor's Message On behalf of the citizens and the Fountain Hills Town Council, I am pleased to introduce the Town of Fountain Hills 2017 Strategic Plan. The Town of Fountain Hills utilizes the strategic plan to provide guidance on a variety of town activities including policy recommendations, town operations, and even capital improvement projects. From its earliest beginnings, Fountain Hills has grounded the vision for its future on the input and aspirations of its citizens. In 2004-2005 the first Strategic Plan was crafted over an 18-month process involving thousands of hours of work with volunteer professionals and the input of more than 2,000 residents and stakeholders.This first formal Plan for the future of Fountain Hills called for the creation of the Strategic Planning Advisory Commission to assure that the annual goals and priorities set by Council and Town staff were consistent with the Strategic Plan, and to provide ongoing education and public dialogue opportunities. Prior to drafting the current strategic plan, Strategic Planning Advisory Commission members worked closely with the Fountain Hills Cultural and Civic Association on a community survey and the Vision Fountain Hills community event that took place in May 2016. The goals or strategic priorities outlined in the new plan were the direct result of the Vision Fountain Hills visioning process that included more than one hundred residents participating in the program. The Strategic Planning Advisory Commission also conducted a SWOT Analysis of the previous 2010 Strategic Plan and determined which actions and tasks were still relevant in the new plan. This coupled with the strategic priorities from the 2016 Vision Fountain Hills process form the basis of the 2017 Fountain Hills Strategic Plan. The 2017 Fountain Hills Strategic Plan is based on the following key goals or strategic priorities: ■ Maximizing Economic Development Opportunities in Fountain Hills ■ Ensuring that Infrastructure in Fountain Hills is Well-Maintained and Safe ■ Attracting Families and Working Professionals ■ Ensuring that Fountain Hills Finances are Stable and Sustainable ■ Focusing on Strengthening the Community and Improving the Town's Quality of Life The 2017 Strategic Plan honors and continues the Fountain Hills tradition of citizen-involved planning. Fountain Hills is truly the best place to live in Arizona, and we are confident that the 2017 Strategic Plan provides the roadmap for an even brighter future for our Town. Thanks to all who participated in this important planning process and for their efforts to help ensure a brighter future for the Town of Fountain Hills. Mayor Linda M. Kavanagh Strategic Planning Advisory Commission Page 2 18 May 2017 2017 Fountain Hills Strategic Plan SPAC Chair Message On behalf of hundreds of involved citizens and the Fountain Hills Strategic Planning Advisory Commission (SPAC), I am pleased to provide the Town of Fountain Hills 2017 Strategic Plan. As with the original 2000 Strategic plan and its subsequent revisions, this 2017 version provides a destination, as well as the road map to that destination. However, this plan was derived with far greater community input. SPAC joined forces in 2016 with a concerned group of community volunteers who formed what became Vision FH. This partnership enabled SPAC to benefit from a much more comprehensive set of survey and workshop data from which to author this 2017 Strategic Plan. Over 2,000 residents took part in a community wide survey conducted by Vision FH whose leadership included three SPAC members. The survey was followed up with a full-day workshop focused on each of the five Strategic Priorities: 1. Economic Development 2. Town Infrastructure 3. Attract Families and Working Professionals 4. Financial Stability and Sustainability 5. Community/Quality of Life That group of 100+ citizens along with the survey results guided SPAC's development of this Strategic Plan. It differs from previous plans in that it is much more prescriptive and contains specific outcomes for the Town Council and staff to work toward as they implement the details of the plan. The time and dedication of SPAC members has been outstanding. Even though the process exceeded our original 2016 timeframe, the results from the additional time have significantly enhanced the value of this document. On behalf of the SPAC members below, I wish to thank the thousands of Fountain Hills residents who helped in this process and hope that we witness the fruits of that labor over the coming years. It is our hope that the investment SPAC members have provided will result in a community that each of us envision as the best place in Arizona to call home. Dana Saar, Chair Town of Fountain Hills Strategic Planning Commission SPAC Members: Peter Bordow—Vice Chair John McHugh —Commissioner Tammy Bell —Commissioner Gerard Bisceglia —Commissioner John Craft Jr.—Commissioner Bernie Hoenle—Commissioner Strategic Planning Advisory Commission Page 3 18 May 2017 2017 Fountain Hills Strategic Plan Abstract The Fountain Hills Strategic plan is designed to empower every Town staff, Town Council, and Strategic Advisory Planning Commission member to ensure that efforts to complete and track progress of the Strategic Plan continue over its five-year life span regardless of position changes, elections, etc. This is a living document, intended to endure in principal and evolve in goals, objectives, and approach. Vision Fountain Hills is a distinctive community with long term-economic sustainability and vitality anchored with an active and vibrant town citizenship that serves to invigorate a rich cultural, social and economic quality of life. Values The following core values are a set of important and lasting beliefs and ideals shared by the members of our community. Our stated values influence and serve as broad guidelines in all situations to determine if we are on the right path and fulfilling our strategic goals; creating an unwavering and unchanging guide. • Preserve the health, well-being and safety of all our residents and visitors; • Champion the diversity of experiences our residents bring to our community and rely on this depth of experience to innovatively address our challenges and continually improve our community; • Take responsibility for our Town's success by building partnerships and investing in our talent and resources; • Steward this unique enclave, dedicated to preserving the environment and visual aesthetic and to living in balance with the Sonoran Desert. • Encourage a strong community that meets the needs of a growing, balanced demographic. Background This is the third major revision of the Fountain Hills Strategic Plan. The plan is substantially revised every five years, and for the 2015 refresh cycle, the Strategic Planning Advisory Commission departed from the historical structure and tone of the previous two revisions; opting instead to focus on specific, measurable goals and objectives. At the 2015 onset of the development of this plan, the Strategic Planning Advisory Commission facilitated a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis report. That report helped provide context and focus for the resulting content. A full copy of that report is included in Appendix A of this document. Every goal and objective in this document is the result of numerous forums, engagements, discussions, polls, and presentations—all designed and intended to have this plan be the product of the community. Strategic Planning Advisory Commission Page 4 18 May 2017 2017 Fountain Hills Strategic Plan During the 2015 to 2017 update effort, the Strategic Planning Advisory Commission worked closely with a number of community organizations to facilitate input from the residency on priorities and goals. The Vision FH organization in particular provided enormous support and partnership, also serving as liaison to many other local organizations and groups. And while overall update process exceeded our original 2015/2016 timeframe, we believe the results from the additional time have significantly enhanced the value of this document. Partnerships A key success criteria to fulfilling the vision of the 2017 Fountain Hills Strategic Plan is the Town's long- term collaboration and partnership with those whom the goals and objectives were developed. Many local groups and organizations directly and indirectly contributed to this content. Significant contributors included: • Vision Fountain Hills • Fountain Hills Chamber of Commerce • Fountain Hills Business Alliance • JumpStart Business Incubator • Fountain Hills Civic and Culture Association • Fountain Hills Unified Schools District • Town of Fountain Hills Department Heads. Core Responsibilities of the Town In the context of this Strategic Plan it's important to note that the Town Government has a number of specific, adjudicated core responsibilities: • Administration • Infrastructure • Public Safety • Parks and Recreation And, while the community input for the content of this plan included a very broad and rich source of information and priorities, the goals and objectives included in this plan have been distilled from that input such that they are within the legal and logistical scope of the core responsibilities of the Town. A large part of the balance of the input we received from the community has been shared and taken on by our partner organizations. Appendix B includes a summary of that collateral. How the Plan will be Used In a municipal setting, staff and partner organizations use the strategic plan to develop proposals and initiatives that implement elements of the strategic plan; Council uses the strategic plan to evaluate all proposals. Strategic Planning Advisory Commission Page 5 18 May 2017 2017 Fountain Hills Strategic Plan While a full update of a Strategic Plan is recommended periodically (every five years), the Strategic Plan should be reviewed annually and adjustments made as necessary. The following cycle outlines theiiiii) annual use of the Strategic Plan: Fall • SPAC reviews previous fiscal year achievements, recommends any potential Strategic Plan revisions to Council, and provides recommendations for future goals/action plan • Council considers revisions to Strategic Plan • Council sets annual goals Winter • Staff outlines annual action plan based on Council goals Spring • Council passes budget based on action plan Summer • Staff monitors implementation of Strategic Plan • Staff develops annual achievements report reflecting implementation of the Strategic Plan (based on previous year budget/action plan/goals) „...) Review/Revise Strategic Plan \woo., ys, m,..., r.,>a Annual Set Annual ,, r,; .., ,t.. Goals Strategic Planning Process .14X. NM wri, Deveicio and outline Action Adopt Budget Plan J Strategic Planning Advisory Commission Page 6 18 May 2017 2017 Fountain Hills Strategic Plan Communication Plan The Communications Plan for the 2017 Fountain Hills Strategic Plan is designed to empower SPAC Commissioners, town staff members and Town Council members to ensure that efforts to complete the Strategic Plan continue over the five-year scope regardless of position appointment changes, elections, staff changes, etc. The Strategic Planning Advisory Commission applied significant focus and effort to methods and modalities of communicating the overall plan and reporting the regular and specific progress of each goal and objective. At the time of the writing of this plan, specific communication methods and modalities are still being evaluated and will be presented to the Town Council for consideration and approval. Following are the elements of the communication framework to be finalized. Our Commitment Our commitment to communication is intended to ensure transparency and accountability for the goals and initiatives within the plan, as well as to help in identifying possible course corrections, as we analyze where efforts are being taken and document results or lack thereof. Status Updates We will communicate progress and status of the Plan's goals, milestones, and initiatives, on a regular basis in clear, easy-to-understand language and easily accessible methods. "" Audience—Who is the Strategic Plan Written for? • Town Council and Mayor • Fountain Hills Residents • Our Local Partner Groups Modalities— Methods We Will Use to Communicate The Strategic Planning Advisory Commission recommends the Town present status updates in a variety of ways. Specifically, we suggest a mixture of traditional and online modalities that include: • Published and downloadable documents: o Word Document o PowerPoint o Executive Summary document • Online/web version: o Mobile Application o Social media o Fountain Hills Town website • In print—Fountain Hills Times • Public forums Strategic Planning Advisory Commission Page 7 18 May 2017 2017 Fountain Hills Strategic Plan Content-What We Will Communicate • Near term outcomes (Plan launch thru first 12 months) • Long term outcomes (13 months—year 5) • Metrics/milestones for monitoring and reporting Guidelines- How Will it be Communicated? Presentation of updates regarding progress of the Strategic Plan should meet the following requirements: • Easy to read and understand at a short glance (dashboard). • Include an easy guide on how to read the status updates. • Visually consistent between and among all Strategic Goals and Objectives. • Presentable in a variety of mediums such as online, published in hard copy, etc. • Should include detailed data behind a summary view so the viewer may choose to "drill down" into the details behind that summary view. • Tasks/Milestones should be refreshed/updated as required by the milestone completion date. How We Prioritized the Goals and Objectives Every strategic goal and objective included in this Strategic Plan is important and considered achievable by the Strategic Planning Advisory Commission, Town Council, and Town Manager. Having stated that, the Strategic Planning Advisory Commission, together with the Town Manager, assigned high-level priorities to each of the objectives within the strategic goals. This prioritization process is intended to reflect a narrow set of operating constraints and assumptions. The priorities: • Reflect the voice of the residents that participated in the groups and public forums and their view of importance, • Offer a potential context for funding prioritization, • Are not "set in stone", i.e., the dependency among items may shift or influence the stated priorities, • Do not necessarily imply a chronological order of completion. Strategic Goals The following section presents the specific target strategic goals and objectives of the 2017 Fountain Hills Strategic Plan. For every strategic goal, the individual objectives each include the high-level priority, task description, lead responsible resource and project completion date. J Strategic Planning Advisory Commission Page 8 18 May 2017 2017 Fountain Hills Strategic Plan ""°''� 2017 STRATEGIC PLAN .a -x STRATEGIC GOALS Hr«wt it r4r°' Economic Infrastructure Demographic Financial Stability C Community and VISION1 Growth Maintenance 3 Balance 4 and Sustainability J Quality of Life Fountain Hills is a distinctive community with long term economic STRATEGIC OBJECTIVES AND TASKS sustainability and vitality 1.1 Market Fountain Hills 2.1 Invest In Fountain Hills 3.1 Attract Demographic 4,1 Identity Sources of New S.1 Promote Education anchored with an active I.la Develop a community 2.1a Develop and 3.1a Work with State land Revenue System and vibrant town brand/vision/ implement an Trust to increase 4.1a Adequately fund all 5.1a Include local school citizenship that serves to marketing plan investment plan to residential density identified reserve strengths in marketing invigorate a rich cultural, 1.tb Develop a new bring streets, funds plan social,and economic quality business resource buildings,and parks up 3.2 Market and Promote 4.1b Identify revenue Sib Work with FHUSD to of life. package to established 3.2a Distribute Town's options maximize property 1.1c Increase funding for standards marketing plan to local 4.1c Increase revenues to values VALUES business accelerator 2.1b Commission a study to businesses meet community 5,14 Explore selling/leasing Preserve the health,well programs identify gap between 3.2b Expand use of social needs including unused properties being,and safety of all actual and subdivision media and on-line addressing projected I. residents and visitors,champion the diversity of 1.1 Sustain commercial Businesses ordinance messaging operating shortfall 5.2 Utilize intergovernmental 1.2a Rezone undevelopedspecif cations and 3.2c Include family Relations to Achieve experiences our residents commercial property determine cost of branding in marketing priorities bring to our community and to residential where meeting ordinance plan 5.2a Increase community rely on this depth of feasible specifications 3.2d Organize a young efforts to lobby for experience to ovatively 1.2b Adopt a text professionals group or municipal issues address our challenges and amendment that 2.2 Promote Environmentally organization allows residential continually improve our Friendly Initiatives 3.2e Organize specialty 5.3 leverage the Talents of community. uses en commercially 2.2a Develop and adopt a youth camps Residents to the Town's rezoned properties comprehensive 3.2f Support youth club Advantage 1.2c Rezone unplatted Take responsibility for our environmental plan sports 5.3a Utilize effective land for greater Town's success by building density and2.2b Research and report volunteer skills and partnerships and investing affordable family on economic and talents in our talent and resources. homes logistic feasibility of I electric car charging Steward this unique 1.3 Promote Tourism stations enclave,dedicated to 1.3a Create and expand preserving the environment destitution events and visual aesthetic and to living in balance with the 1.4 Higher Education I Sonoran Desert, 1 4a Explore higher education options Encourage a strong and opportunities community that meets the in Fountain Hills needs of a growing, I balanced demographic. I Strategic Planning Advisory Commission Page 9 18 May 2017 • 2017 Fountain Hills Strategic Plan Goal # 1 —Economic Growth: Maximize Economic Development Opportunities in Fountain Hills Objective#1—Create or Utilize Tools to Help Market Fountain Hills for Economic Development Opportunities Priority Tasks Lead Responsibility Projected Completion Date M Develop a community brand/vision/marketing plan for Fountain Hills Scott Cooper June 2019 L Develop a new business resource package Scott Cooper June 2017 L Increase funding for business accelerator programs Scott Cooper July 2018 H Explore higher education opportunities in Fountain Hills Scott Cooper December 2019 Objective#2—Increase Population and Residential Densities to Sustain Existing and Future Commercial Businesses in Town Priority Tasks Lead Responsibility Projected Completion Date M Rezone undeveloped commercial property to residential where feasible Scott Cooper/ Ongoing Bob Rodgers M Adopt a text amendment that allows residential uses on commercially Bob Rodgers June 2017 zoned properties M Rezone unplatted land for greater density and affordable family homes Bob Rodgers Ongoing Objective#3—Market/Promote Tourism to Generate Hotel Stays and Higher Dollar Expenditures During Visits to Fountain Hills Priority Tasks Lead Responsibility Projected Completion Date L Create and expand destination events Rachael Goodwin/ June 2019 Grace Rodman-Guetter Strategic Planning Advisory Commission Page 10 18 May 2017 a atior 2017 Fountain Hills Strategic Plan Goal #2—Infrastructure Maintenance and Evolution: Ensure the Infrastructure in Fountain Hills is Well-Maintained and Safe Objective#1—Invest in and Maintain the Community's Infrastructure Priority Tasks Lead Responsibility Projected Completion Date H Develop and implement an investment plan to bring streets, buildings, Grady Miller June 2019 and parks up to established standards L Commission a study to identify gap between actual and subdivision PW Director/ June 2019 ordinance specifications and determine cost of meeting ordinance Bob Rodgers specifications Objective#2—Promote Environmentally Friendly Initiatives Priority Tasks Lead Responsibility Projected Completion Date Sow M Develop and adopt a comprehensive environmental plan PW Director June 2019 for Fountain Hills L Research and report on economic and logistic feasibility of PW Director June 2018 electric car charging stations Strategic Planning Advisory Commission Page 11 18 May 2017 L • 2017 Fountain Hills Strategic Plan Goal # 3—Demographic Balance: Attract Families and Working Professionals to Fountain Hills Objective#1—Utilize Land-Use Planning to Attract Families to Fountain Hills Priority Tasks Lead Responsibility Projected Completion Date M Work with State Land Trust to increase residential density Council/Staff December 2018 Objective#2—Market and Promote Fountain Hills as a Unique Place for Families and Working Professionals Priority Tasks Lead Responsibility Projected Completion Date L Distribute town's marketing plan to local businesses Scott Cooper July 2019 M Expand use of Social Media and on-line messaging Grace Rodman-Guetter Ongoing L Include family branding in marketing plan Grace Rodman-Guetter/ June 2019 Scott Cooper L Organize a young professionals group or organization Scott Cooper June 2018 L Organize specialty youth camps(robotics,coding,arts,etc.) CS Director/ Summer 2018 Rachael Goodwin L Support youth club sports CS Director Ongoing Strategic Planning Advisory Commission Page 12 18 May 2017 J 2017 Fountain Hills Strategic Plan Goal #4— Financial Stability and Sustainability: Ensure the Town's Finances are Stable and Sustainable Objective#1—Identify Sustainable Sources of Revenue to Sustain Funding of Town Core Services Priority Tasks Lead Responsibility Projected Completion Date H Adequately fund all identified reserve funds Town Council/Town Manager December 2027 H Identify revenue options Town Staff/Town Manager/Town Council September 2017 H Increase revenues to meet community needs including Town Manager/Town Council November 2018 addressing projected operating shortfall Strategic Planning Advisory Commission Page 13 18 May 2017 • 4110 2017 Fountain Hills Strategic Plan Goal # 5- Community: Focus on Strengthening the Community and Improving Town's Quality of Life Objective#1—Partner with the Fountain Hills Unified School District to Promote FH Education System Priority Tasks Lead Responsibility Projected Completion Date M Include local school strengths in marketing plan Scott Cooper/Grace Rodman-Guetter June 2019 L Work with FHUSD to maximize its property values Town Staff/Council/FHUSD December 2017 L Explore selling/leasing unused properties Town Staff/Council/FHUSD December 2017 Objective#2—Utilize Intergovernmental Relations to Achieve Fountain Hills Priorities Priority Tasks Lead Responsibility Projected Completion Date L Increase community efforts to lobby for municipal issues Town Manager/Town Council January 2018 Objective#3—Leverage the Talents of Residents to the Advantage of Fountain Hills Priority Tasks Lead Responsibility Projected Completion Date L Utilize effective volunteer skills and talents Heather Ware Ongoing Strategic Planning Advisory Commission Page 14 18 May 2017 2017 Fountain Hills Strategic Plan �- Appendix A: Town of Fountain Hills Updated SWOT Analysis Strengths 4- Environmental setting—Lush suburban setting with mountain views. - Community brand—World famous fountain. Recognized as one of the most livable communities in Arizona. • Operationally lean local government— Efficient and within budgetary constraints. Safe community— Low crime rate. Responsive emergency services. 4 Abundant amenities—The arts, theatre, recreation, sports, medical services etc. • Proximity to Phoenix Sky Harbor Airport—30-minute drive. • Data infrastructure—Connectivity for local business and homes. 4. Numerous special events—Art fairs, concerts, community Ali- Robust volunteer program —Active and organized community-wide. 4- Available office space 4- Collaboration and support from local civic and fraternal groups. Weaknesses 4- Fiscal sustainability—Sales and income tax revenues have been declining while operating costs, particularly for emergency services, continue to increase. 4- Demographic imbalance—The age group 55 —74 years saw the biggest increase since 2005 and now represents the largest age group in town. Almost 2/3 of the local households have only two (2) persons in residence. Enrollment in our schools is declining. Ideally there should be balance among the age groups in order to sustain and support community amenities, schools and non-retail business operations. 4- Aging infrastructure— Resulting in most of our roads, Fountain Park and government buildings facing increased maintenance and repair costs. 4- Land locked—Limited room for new home or industrial space expansion. Presently only 2000 remaining plats for home sites. Future revenue growth from traditional sources will therefore be limited. • Limited youth programs - By comparison with other bedroom communities, FH has a shortfall in youth programs and services. Coupled with housing costs and schools, youth programs are critical factors among young families considering relocation to an area. • Lack of available industrial space— Limits our town's ability to attract employers. 4- Affordable housing—The median value home is now $363,000 compared to $248,000 in 2004. Affordable housing is critical to attracting young families to the area. 4- Town government is understaffed Strategic Planning Advisory Commission Page 15 18 May 2017 • , 2017 Fountain Hills Strategic Plan With so much of the town's revenues committed to funding emergency services, other department staffs have been seriously cut back. 4- Seasonal residents—Significant number of winter visitors who require local services and utilize local amenities, but not 'invested' in Fountain Hills' future. Opportunities 4- Rebrand the community—Would require local support in identifying, developing and promoting a unique niche that would attract visitors and/or new residents. 4- Extend residential density—New, affordable family housing. 4- Focused economic development program —To increase use of available commercial space and increase revenues to the town. 4- Future technology preparedness Threats - General resistance by community to changes/investments proffered by local government. 14. Impact of certain legislation by state on local government's ability to manage the community's evolving needs. Lack of funds to address the town's aging infrastructure. Sustainability of our school system with continued declining enrollment. Strategic Planning Advisory Commission Page 16 18 May 2017 2017 Fountain Hills Strategic Plan Appendix B: Source Materials and Brainstorming Ideas Following is the raw material produced from various workgroups and brainstorming sessions during the development of this plan. Economic Growth Consider: • Floor space • IT Infrastructure • Location • Employees • Public transportation (?) • Tax breaks, incentives (?) • Volunteer organizations • Part time residents (services/needs) view seasonal residents as benefit Resources for support: (organizations already meeting with range of talent) • Vision FH • Chamber of Commerce • Tourism/marketing effort • FH Economic Dev (Scott Cooper) • Realtors association • Kiwanis/Rotary/AMVets, etc • Yavapai Nation —Casino & We Ko Pa resort/conference center • Association of Mayors (is there one?) • Men's/Women's clubs Identify target business opportunities —products & services • Call Centers and/or remote office work facilities, web hosting • Camps & retreats (big in Prescott, Sedona) • Variety of medical needs continue —building more "senior" facilities - Concern about becoming Sun City "East" • Medical, and possible recreational marijuana sales/production • Auditorium mixed use facility similar to Highland Church (www.songkick.com) - Schools, community concerts, name entertainers, theater performances, etc Seek out private/public partnerships: • Peaks Athletic for "community pool", YMCA, shuttle transportation • School programs, competitive training (triathlon) • Theater Strategic Planning Advisory Commission Page 17 18 May 2017 2017 Fountain Hills Strategic Plan • Dinner theater options • Adult education, partnerships with extended campus ASU, UA, tech & others • Negotiations with EVIT • Focus on specialty: Business, Music, Resource Conservation, Wildlife Management • Could FH become a 1st class destination in one of these areas—what would it take • Work with Hot Rod fabrication shop, body shops, bike shops (what else do we already make in FH) - Idea is to teach skills • Golf cart public transportation for local errand support (Scottsdale model, tips?) - Start part time, weekends, special events Review the Fountain Hills Visitors Guide • Does it match what expected • Improved, some disconnects, update .pdf not fully automated, Grab a Bite needs work • Improve/increase multimedia marketing efforts, social media, and "other AZ and Phoenix guides" Activities/events, some missed opportunities to grow revenue: food, t shirts, mugs, posters, pins, etc • Silver Car Auction —link up related or partnership events • Phil's weekly car show • The Concours • Tour de Scottsdale, Cyclo Mesa & other events transiting FH (Bikefest step in good direction) • Artists series at several Churches—could benefit from larger venue (Auditorium) • Several nearby lakes (day at the Lake activities), we reference the lakes, but how about a boat show... • McDowell Mt Park events, better coordination, they have multiday events Park Place is on the way, need to help reduce the negative comments and try to determine positive benefits to the community. There doesn't appear to be a consolidated effort to fill the business space. Brokers Alliance is a prime example of how things "can" work, yet there are still challenges o first being affordable housing as stated by employees and potential new hires. o other challenge is finding the required IT savvy workforce locally to grow the companies Communications and Social Media, increased attention to the visitor guide & tourism with marketing. Scottsdale, Phoenix, Los Angeles provide most access to town site, followed by FH residents. Town working position description for full time equivalent be Public Info Officer. New business, Lai Mai Thai restaurant doing well by all reports (may be too small) and Dead Heat Brewery approved for location near Fry's to open in December. Develop a community brand o adventure center- natural environment o fine arts center ■ arts .0) Strategic Planning Advisory Commission Page 18 18 May 2017 2017 Fountain Hills Strategic Plan ■ music ■ theater o environmentally conscious Retain current business o showcase o business specific ■ financial ■ training ■ increased traffic Create comprehensive resources package o town, county, state... o consolidation effort and content currency Develop a business accelerator • financial incentives or services discounts Showcase successful businesses • marketing- visibility inside & outside community • linking on social media Re-development o impact of latest development projects on Ave of Fountains o town parking plan - vertical vs horizontal o town efficiency, use of solar and other energy saving actions Measurements of success • jobs created • capital investment • revenue generated Strategy, milestones (PERT/Gant), return on investment (dollars/benefits) hard/soft • Jobs created • Capital invested • Revenue generated Demographic Balance • need for better child care options • recreation - wide variety from adult leagues to family oriented functions, typical sports to sand volleyball, kite flying, robot competition, drone flying competition, paint ball, battle zone, laser tag. • socializing for young mothers - exercise with strollers like Mall walking (our daughter-in-law had a jogging stroller) might work around the fountain Strategic Planning Advisory Commission Page 19 18 May 2017 2017 Fountain Hills Strategic Plan • entertainment-feedback from ballet was great performance, but mixed with little children and glow sticks was very distracting (we were at the HS football game and they had a special family carnival type event before the game - seemed well attended), nice comments about theater & youth theater • FH Village concept for living - separate apartments linked up with community center, dining area, etc. Somewhat a professional dorm approach with privacy. • Access to public transportation, limited use of motor vehicles, rent cars like Zip, and even rent bikes • More purchases of hybrid or electric vehicles - look for charging stations near a Starbucks • Recycle and renewable energy continues to grow - Facebook last week, where do I take recyclables since our condo doesn't do it • Trend toward living in smaller square footage • Live music ' there are a lot of bands, plus ASU has an outstanding school of music & ensembles • Restaurants with "natural foods" - One input requested late night - date night dining Relative to announcement about new micro brewery • Micro brewery & wine bars (sort of removed from center of town by being near Fry's) spin off could be golf cart provided transportation to/from the brewery so folks • don't drive or have to call Uber (carts for tips in old town Scottsdale) • Cart idea might even work for assisted living for those that want to get out additional background notes: Input on the environment from the community center planning workshop, contacts in FH, plus our own adult children with families: environmentally conscious, drive hybrids, eat from farmers market coop, rent vs buy housing, into triathlons, if possible -go wireless. Grandkids are growing up with iPads and Kindles. We text first, then email, then FaceTime, finally talk on phone. Favorite media sites, Facebook minimal use. • Link up with McDowell Mountain Park events • Spartan Races (multi day MTB events) • Multi day music festival • Mountain to Fountain 5K race • Fountain Hills Bike Fest (Apr 2017), bringing in support from CA for drag races o That was original plan, found out the drag race event was going to be too expensive o trying to find another contractor • Increase events for town family gatherings like: • Chili/bbq cook off • Taste of Fountain Hills • A real Art Gallery, revolving exhibits, etc. • Movies in the park, nice idea • Better environment needed beyond popcorn and blanket • Restaurant—at least one Fire Rock type, but available to the public in town • Casablanca Rooftop, Grass Roots, Culinary Drop Out (examples) • Tough to get nice glass of wine or a craft beer after 9:00 pm • Young professionals... (5th and Camelback area), socializing spot • Old Town Scottsdale in general social mix of college and young professionals Strategic Planning Advisory Commission Page 20 18 May 2017 2017 Fountain Hills Strategic Plan • Irish Pubs, Scottsdale/Tempe • International or theme other than pizza • Social atmosphere—micro brewery,joint wine tasting w/several vineyards participating • Rotate hosting wine pairing meals • Takes business investment • Progressive dinner party hosted by local restaurants • Multimedia marketing (current/correct information) everything on the net • Put all government services on the net • Slide the city is one day per year, need a CrackerJax like facility • Skate board park, BMX bike park • Copper Wynds international tennis (should have related activities in town) • Hold invitational tournaments—golf, softball, soccer, pickelball, etc • School age travel teams, track meets, swim meets • Sponsor science fair with a focus—water/solar/renewable energy • Regional, state, SouthWest... science/technology fairs can be a draw • Solar powered vehicles (ASU & UofA), be great to see them tackle these hills • Move beyond two art fairs as the main draw and short term money maker for non-profits • Name performers in the fountain park • Generate atmosphere leaning towards innovation, students left area for robot competition • How about drone competition • Host a real "farmers market" • Segway touring, Zip car location, Zip type bike location (rentals) • Day care, child care services/facilities • How to better engage numerous resources associate with local churches Demographic balance (residential full/part time, tourism) o Build upon commute/accessibility to surrounding communities o Increase awareness of current assets o Family oriented o active Boys & Girls club o Work environment o assisted living advantages/convenience Contributing factors for attracting younger residents/visitors o housing environment (not just affordable - own/rent) o transportation around town (sidewalks, bike lanes, walking corridors) ■ walking ■ bikes ■ skate boards ■ hiking ■ neighborhood playgrounds ■ child care Increase Fountain Hills as "destination" Strategic Planning Advisory Commission Page 21 18 May 2017 2017 Fountain Hills Strategic Plan Dining experiences Recreational activities o professional sports o car shows o school aged tournaments Cultural activities o arts o sister cities o library, kid's museum or activity center Entertainment • participative and spectator Schools/education/training o advanced or unique programs o recruit talent for leadership credentials o facilities (pool, auditorium, sound/tv studio) o key sports teams Measurement and KPIs Measurement Terms Defined: • Strategic Goals—these are the stated desired end state condition over the 5-year strategic plan; e.g., demographic balance will be... • Tasks/Milestones—These are specific measurable actions to be taken to reach the Strategic Goals. They should be granular, tactical steps each with a specific "by when" completion date. • State desired Strategic Goals—what is the end game over 5 years? What does it "look like" in 5 years. • Strategic Goals—these are the specific stated desired end state conditions/results for the 5- year strategic plan that support the overriding Strategic Priorities developed in collaboration with VisionFH. Consider; o What is the end game over 5 years? o What does it "look like" in 5 years—what has changed and what has been created? You should create two to four Strategic Goals for each Key Strategic Priority: Economic Growth, Infrastructure Maintenance and Evolution, Demographic Balance, Financial Stability and Sustainability, and Community. • Outcomes—These are indicators of progress toward the Strategic Goals and will help determine whether the subsequent tasks/milestones are on track to achieving the Strategic Goals or if the tasks/milestones should be adjusted (course correction). You can create several of these over the five-year plan at different intervals. There are essentially markers of success, over a period of time, toward the strategic goals. One or more Outcomes should generally be provided for the following periods: Strategic Planning Advisory Commission Page 22 18 May 2017 2017 Fountain Hills Strategic Plan o Short-term (1 year or less) o Mid-term (2 to 3 years) o Long-term (3 to 4 years) • Tasks/Milestones—These are specific, measurable actions to be taken to reach the Strategic Goals. They should be granular, quantifiable tactical steps; each with the following specific attributes: o What, specifically, is the task? —must be measureable as completed or not. o Who is responsible for the task? o By when will it be complete? o What other resources are required? o Is there a risk or mitigating circumstance? o What is the cost/price of completing the task/milestone? o Prioritizing is extremely important when creating tasks/milestone. 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