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HomeMy WebLinkAboutSPAC.2021.0324.Minutes TOWN OF FOUNTAIN HILLS MINUTES OF THE REGULAR MEETING OF THE FOUNTAIN HILLS STRATEGIC PLANNING ADVISORY COMMISSION MARCH 24, 2021 1. CALL TO ORDER— Chairman Craft at 4:03 P.M. 2. ROLL CALL—Chairman Craft Present: Peter Bordow, Vice Chairman; John W. Craft, Jr., Chairman; Cynthia Magazine, Commissioner; John McHugh, Commissioner; Chad Bernick, Commissioner; Patrick Garman, Commissioner Absent: Gerard Bisceglia, Commissioner Staff Town Manager Grady Miller; Executive Assistant Angela Padgett-Espiritu; Present: Economic Development Director James Smith (telephonically); Development Services Director John Wesley (telephonically) 3. 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 Commission, and(ii)is subject to reasonable time,place, and manner restrictions. The Commission 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 commissioners may(i)respond to criticism, (ii)ask staff to review a matter, or(iii) ask that the matter be placed on a future Commission agenda. No one from the public spoke. 4. CONSIDERATION OF Approving the February 10, 2021, Meeting Minutes. MOVED BY Vice Chairman Peter Bordow, SECONDED BY Commissioner John McHugh to APPROVE the February 10, 2021, meeting minutes. Vote: 6 - 0 - Unanimously 5. UPDATE ON Proposed Environmental Plan (Strategic Plan Goal 2 - Objective 2 - Task 1) Town Manager Miller requested that Development Services Director John Wesley give an update to the Commission, as to where the town is at and what items the town is planning on having included in the environmental plan. Director Wesley said that he put together a memo that outlines some of the current thoughts and had the opportunity to meet with the subcommittee to go through some of these ideas and to get more input and suggestions on what the group is looking for in terms of an environmental plan. He said that the environmental plan would be fairly broad and high level and it would be structured similar to the general plan. The topics could be similar and there could be some carryover. He proposed that it would look at neighborhoods and the land use pattern and what that pattern is with a mix of uses. The idea is that we would have a statement of what the concept is or the concerns that we're trying to address within that topic. We would set some goals for that area and then look at what existing programs we have that might address that topic and then suggest other options and ways to further address that particular topic. In addition to neighborhoods, look at the economy of the town, the environment of town to make sure we are heading in the right direction. 6. UPDATE ON Implementation of Electric Vehicle Charging Stations (Strategic Plan Goal 2 - Objective 2 - Task 2) Town Manager Miller invited Economic Development Director James Smith to give an update to the Commission. Director Smith said that the Town has been able to move forward with electric vehicle charging stations. The 2017 Strategic plan has as a goal and objective to explore the economic and logistical feasibility of charging stations. Between the adoption of that strategic plan and just recently, it was determined that it was not economically feasible to move forward with these but SRP during this fiscal year has made available additional funding for electric vehicle charging stations. We have gone to council and are proceeding to have two electric vehicle charging stations installed. One station will be adjacent to the Community Center to serve the town campus and the other one will be at Fountain Park just adjacent to the restrooms on the Southside of the park. We are excited to be moving forward and excited for the SRP rebates that made this possible. It's bringing what was about a $44,000 cost for the project down to about $22,000 cost for both units and in order to qualify for the SRP rebates, the charging stations will have to be installed by April 30th, 2021. 7. UPDATE ON Vision Fountain Hills Town Manager Miller said that he and Director Smith met with Tammy Bell and Jerry Butler on Monday. Jerry was concerned about the follow-up survey that Vision Fountain Hills had and what we had planned on the town side. The meeting went very well and very productive. They left with a better understanding as to what the Town's Citizen Satisfaction Survey will entail ensuring no duplication in the Vision Fountain Hills follow-up survey. 8. DISCUSSION OF Workgroups' Draft Strategies Chair Craft said that we have three workgroups that have been working over the last several months to put together some ideas, some strategies, and tasks that relate to the three of the four strategic priorities that this Commission has agreed to move forward for this plan. Commissioner Bernick of the Infrastructure Workgroup said that the focus around the infrastructure initiative is two areas. (see attached document) Signature Strategy One Electrical Capability: • Separate electric grid o Selling point as upscale communities that promote themselves as being carbon-neutral, environmentally friendly by being entirely off-grid, so everybody who builds in that community must be 100% Signature Strategy Two Broadband Connectivity: • Partnering with Cox or some other provider • Look at a grassroots effort where people who do have good connectivity could build their own mesh Wi-Fi network for the town. • Looking at Elon Musk's Starlink satellite system as a possible solution to get around. At a high level what we're looking for is reliable high-speed service for the town. Now whether that comes through, we need to have our relationships and the Commissioners lean on our providers to maintain their infrastructure and go that direction. Whether we want to have ubiquitous Wi-Fi connectivity for the town, some 5-10 years down the road and build a mesh network. Chair Craft said on the infrastructure component is for the town to develop a detailed infrastructure condition report with a scoring mechanism for evaluating and reporting on functionality, appearance, and upkeep of the town's fixed assets. The report would be updated annually and available to citizens to see exactly how it's being monitored and addressed relative to your planning efforts for capital funding. Chair Craft of the Economic Development Workgroup said we looked at identifying three strategies with the possibility of a fourth one. (see attached document) Signature Strategy One Town's Economic Development team, the Chamber, and potentially the Fountain Hills Yavapai Nation to form an alliance that will allow them to collaborate to expand business and tourism opportunities locally. Develop a list of basic collaborative actions that the two organizations could work towards. Signature Strategy Two Establish a business Advisory Council represented by 6 qualified residents. Qualified being individuals with some relevant business leadership background or representing key stakeholders, and the Council would provide advisory services to the Alliance networking activities where there's an opportunity, as well as, support special promotional recruitment activities in trying to bring businesses and activities to the community. Those organizations, if they were formed, would then set their own goals as far as what needs to be accomplished. Signature Strategy Three Formal action plans developed that focus on the professional business and training sectors for health, Wellness, Technical, Scientific, and Financial Services. Commissioner Magazine, McHugh and Garman of the Workgroup— Improve the public health, well-being, and safety of our community reported that they added a rationale to each signature strategy. (see attached document) Commissioner Magazine said that the workgroup has discussed many times how Fountain Hills has long been looking for a brand and has been seen as a retirement community by our residents and by the outside world. Fountain Hills has so much more to offer and it's one reason, we were pushing the Environmental Plan, Health and Well-being you get from so many things that we already have. In public relations, talking about Fountain Hills as an environmentally friendly place with tons of related activities that would draw families, young people and prevent us from continuing to be looked at as a retirement town. Commissioner McHugh said that during our many workgroup discussions, we saw enormous opportunities. The town has a Community Relations Manager and Director Smith does marketing for Economic Development. Town Manager Miller said that Director Smith is working with a local marketing communications company promoting our town for young families. They had a two-week social media campaign where they had two different sets of families who actually lived here promote this community for people to consider relocating here. This all fits in very nicely and we will utilize our Community Relations Manager to promote and help with the messaging. 9. DISCUSSION OF Preliminary 2021 Strategic Plan Outline Format/Plan Authorship Chair Craft said he wanted to get to everyone an initial format for the 2021 Strategic Plan. (see attached document) He said that he had a great conversation with Commissioner Garman and that he expressed interest in helping with the authorship of the plan. He noted that everybody will contribute but it is nice to have one member of this group that views how things are moving forward. The format outline begins with a message from the Mayor as an Introduction, a Process Overview, an Executive Summary, Signature Strategies, Effort/Benefit Matrix, and the Commission's role moving forward. The components of the process overview would be included in the executive summary, which would summarize the key elements of our plan. I think this plan will, in conclusion, address the Commission's role moving forward with this plan, what do we want to do, and what should we be doing in support of it and in support of the town and in terms of executing it and then related attachments. 10. REPORTS BY COMMISSIONERS AND TOWN MANAGER Chair Craft said that he wanted to acknowledge the role that Vice-Chair Bordow has played. Vice-Chair Bordow responded that it has been a privileged honor to serve the community. I think this is an incredible group of commissioners and I am leaving this in very good hands. Thank you for your leadership. 11. ADJOURNMENT MOVED BY Vice Chairman Peter Bordow, SECONDED BY Commissioner John McHugh to adjourn at 5:22 P.M. Vote: 6 - 0 - Unanimously STRATEGIC PLANNING ADVISORY COMMISSION ,PY& W. Craft, Jr., eilrm ATTEST AND PREPARED BY: Angel.1 spir , Executive Assistant CERTIFICATION I hereby certify that the foregoing minutes are a true and correct copy of the minutes of the Regular Meeting held by the Fountain Hills Strategic Planning Advisory Commission in the Town Hall Council Chambers on the 24th day of March 2021. I further certify that the meeting was duly called and that a quorum was present. DATED this 28th day of April 2021. ngela spiritu, Executive Assistant Fountain Hills— 2021 Strategic Plan Suggested supplemental signature strategies Strategic Priority#2—Ensure that Fountain Hills finances are stable and sustainable. Signature Strategy— Develop plan by FYE 2022 to adequately fund all current capital reserve funds. Supporting Task—Identify prospective capital and endowment options as needed to ensure Town of Fountain Hills' future operating sustainability. Complexity—5 Timeline— 1+yrs Collaboration —Applicable Signature Priority#4—Economic Development Signature Strategy 1 (Economic Development Alliance)—Add a second supporting task to "create a joint plan with target goals to expand local destination events". Complexity—2 Timeline— 1+yrs. Collaboration—Applicable Signature Priority# 1—Infrastructure and digital capacity Signature strategy#1—Develop an investment plan and schedule to maintain/bring FH's streets, medians, buildings and parks to established standards by FYE 2022 Supporting tasks—Develop a detailed Infrastructure Condition Report with a scoring mechanism for evaluating and reporting the functionality, appearance, and upkeep of the Town's fixed assets. The report will be updated annually and available to the citizens. Complexity—3 Timeline - <2 yrs 2021 Fountain Hills Strategic Plan -Format Outline- I. Introduction—Message from the Mayor II. Process Overview—'We seek clarity, community involvement and forward movement' a. Resources (Stakeholder input, SWOT revisited, workgroups, community survey) b. Planning principles: Value-driven Manageable Measurable Reasonable Supports the 2020 General Plan's overarching principles c. Format output (Value statement, strategic priorities, signature strategies, and tasks) III. Executive Summary a. Value statement b. Strategic Priorities defined c. Collaborative theme d. Status report for 2017 Strategic Plan and carryover IV. 2021 Signature Strategies a. Tasks b. Resources c. Timetable d. Complexity e. Collaborations V. Effort/Benefit Matrix VI. SPAC's role moving forward VII.Attachments December 1,2020 Fountain Hills - 2021 Strategic Planning Workgroup Signature Strategies (Infrastructure) Strategic Priority: The everyday world is becoming more connected through electronic means. Homes are the new school rooms,school rooms may be a shelter or pandemic hospital bed, phones track who we've come into contact with, commuters stay home,and AC units run longer all putting greater strains on limited or slow scaling resources. Our digital world isn't fading anytime soon. New productivity, communication, and intelligent services enable us to do more in ways that were simply unimaginable a generation ago. Fountain Hills' has as its mission to provide superior public services that provide for the safety and well-being of the community, participation in this new era of our connected world requires reliable high-speed Internet services as well as sustainable utilities for the town. Preamble: Fountain Hills is a small market to big providers. Monetary incentive (value proposition) needs to be identified and crafted to make an investment attractive to these suppliers. The master planned community was initially expected to grow to a population of around 70,000. As of 2010,the town had 22,489 residents and is expected to grow to a population of 30,000 to 35,000. An additional challenge to infrastructure development is the relative density of the population. Fountain Hills has one of the lowest density ratios in the valley, being just shy of two people per acre. This means each liner foot of electrical wire, plumbing,and data cable services fewer residents than in other parts of the valley. In short, it costs more in Fountain Hills to provide service to 22,000 people than other parts of the valley. The relative density ratio not only makes the initial service connection more costly per user but the maintenance costs are also relatively higher. The result is that the densest areas of a community get early connections to services while also seeing more investment in maintenance and upgrades than low density/ last mile residents. This pattern can be demonstrated over the past century looking at adoption rates of wired vs.wireless services to the consumer. For example, after 25 years,electricity and cable TV didn't climb above 70 percent. In contrast,within 25 years the country achieved near universal adoption of radio and color television, both which involved wireless technology. More recently,the pace of adoption for cellphones neared 100 percent in about 14 years and was accomplished in just 8 for smart phones. Broadband adoption not only lags both of these technologies, but it slower than the adoption of radio. This history of wired technology adoption does not bode well for laying fiber optic cable to the distant reaches of our community. Government grants are available to help with community broadband initiatives but they are largely based on FCC reporting of broadband connectivity for counties across the USA. Currently,the FCC records that 97%of residents have access to broadband in Maricopa county. It does not factor in reliability or user experience. December 1,2020 100% Smartphone 80% Cellphone broadband 60% Cable TV 40% `� Color Tv<` T 20% Radio Electricity phonenandline 0% 1900 1920 1940 1960 1980 2000 Source,'eu Re{ea'";" Phoenix metro also leads the nation in population growth for the 4th consecutive year. From April 1,2010 to July 1,2019 the valley grew by 207 people per day. This growth along with increasingly hot summers, electrical utility retirement, and additional people telecommuting puts ever increasing pressure on our electrical grid,specifically retail consumer delivery. The Salt River Project is not regulated by corporation commission and has the unique ability to provide service without negotiable service-level contracts. As a small market segment, Fountain Hills has traditionally not been a high priority for SRP customer service. Fountain Hills,as well as greater Phoenix metro,can expect to have more notices to turn up thermostats or experience rolling brown outs if nothing is done. Electricity: Occasional/predictable(climate driven) power disruptions or rationing declarations detract from the quality of life, health, and safety of the town. on July 11 2020, peak retail demand reached 7,395 megawatts(MW)followed the next day by a new peak of 7,615MW topping the previous 2018 peak of 7,305MW. One megawatt is enough energy to power about 225 average homes. SRP announced on Jan. 15 that a Request for Proposal(RFP)for up to 400MW of new solar energy has been issued. The RFP seeks proposals for up to 200 MW of solar to be sited on the Navajo Nation.The remaining 200 MW is not location- specific and must deliver to SRP's transmission system. They seek to invest in 1,000MW of new utility-scale solar energy by 2025. "We were able to meet the increased customer demand thanks to a robust electrical grid maintained year-round to provide reliable service and our dedicated employees who continue to rise to the challenge despite the circumstances we face due to the COVID-19 pandemic,"said Barbara Sprung],SRP's Manager of Power Supply and Trading. Stable Broadband Connectivity: With residents teaching and working from home a reliable connection to internet resources is a necessity. High speed availability is also essential to future economic development. There are three categories to explore,wired broadband,WIFI and modern satellite technologies. While the town has on average faster download rates than the state average, many neighborhoods are under serviced and experience regularly service quality issues. "DSL infrastructure and Fiber make up the most widely available wired broadband networks in Fountain Hills,featuring 98.86 and 38.90 percent network reach within city limits.Even considering coaxial cable or DSL networks are frequently cheaper,fiber networks are more well-suited to send digital data,and deliver overall faster speeds.Owing to the widespread availability of Fiber across Fountain Hills neighborhoods,the city's average download rate(151.39 Mbps)is 32.48 percent faster than the state average (currently 102.22 Mbps). However,the network speed at a subscriber address may change along with the quality of the"last mile" connection."—Broadbandnow.com/Arizona/Fountain-Hills December 1,2020 Signature Strategies Electrical Strategy: The town will explore beta programs with SRP for power generation and storage. Is it possible to test natural gas generators, battery storage banks, or local solar plant supplemental power delivery? The town should also explore trust land development or partnership with McDowell Indian reservation to win some of SRPs 1000MW utility-scale solar energy expansion. Broadband Strategy: The town should seek partnerships with wireless infrastructure and ISP vendors as well as bonding for development of a municipal Wi-Fi mesh service. The relatively dry climate an abundance of high points for microwave backhaul should make for a stable and affordable rollout. Look to municipal wireless success stories like Ponca City,Oklahoma which is largely regarded as the most successful municipal Wi-Fi provider in the U.S.with 25 square miles of connectivity for 17,000 users. Other notable cities with successful Wi-Fi roll outs are Santa Monica, CA and Sandy, Oregon. (see: https://muninetworks.org/content/wireless) The town should also seek where possible grant programs to assist in wired connections to last mile neighborhoods in the community. Starlink satellite service could also prove to be the solution the town needs. In 2021 SpaceX's Starlink service should come on line around $99/mo for services 50-150Mb/s with 20-40ms latencies. This is in line with speeds provided by the average cable provider or latest cell phone data networks. Tasks Electrical: Task Time Frame Complexity 1-5 Collaboration Potential Meet with Fountain Hills'SRP representatives < 1 year 1 Not Applicable to learn their plans for the county and town Pursue partnership with Yavapai Nation to >3 4 Yes develop a power district for methane, solar, geothermal energy generation Seek partnership in SRPs 1000MW solar build >3 5 Yes out, leasing trust land or other opportunities Pursue beta opportunities for town gas >3 3 Yes generators or battery banks Look for or create incentives for battery banks 2-3 3 Yes at home to store of peak power for high demand periods Research cool pavement and cool pavement 2-3 3 Yes programs to reduce heat island effects of the town Explore community partnerships with Tesla 2-3 2 Yes and similar companies for Power Wall and solar discounts Promote off-grid solar pool pumps for new <1 2 Yes development and pool refurbishing December 1,2020 Broadband: Task Time Frame Complexity 1-5 Collaboration Potential Search for and create co-branding or 2-3 3 Yes partnership opportunities with Google Fi, Microsoft Airband,Starlink,Cisco,Cox, Century Link,etc to provide more competition and attract residents Explore partnership and bonding opportunities >3 4 Yes to build a municipal Wi-Fi network Contact cities with successful Wi-Fi >1 2 Maybe implementations for guidance Empower community or task force to build a 2-3 3 Yes "better than nothing"grass roots Wi-Fi network Cynthia Magazine,John McHugh and Patrick Garman SP#3 MARCH 2021 UPDATE Workgroup Signature Strategies for Strategic Priority #3 Strategic Priority #3 - Improve the public health, well-being and safety of our community. Preamble - We focused on identifying Signature Strategies and Supportive Tasks we thought were most likely to help Fountain Hills leaders realize the goal of improving the public health, well-being and safety of our community. In doing so, we took into consideration: the Town's economic realities; community input from a variety of sources; the timeline covered by the new strategic plan; relevant trends and future projections; and the need for tasks that are manageable, attainable and measurable. Signature Strategy #1 - Description: Enhance the natural and built environment of Fountain Hills to improve the public health, well-being and safety of the community. Rationale: While this strategy is broad in scope, it can be easily supported by a number of specific, high priority tasks that fit within the Town's current constraints regarding both human and financial resources. Supportive Task A - Incorporate public health, well-being and safety in all Fountain Hills Government policies. Completion Date - < 1 year to review current policies, then ongoing for any policy changes or new policies. Complexity - 2. Collaboration potential - Not Applicable. Supportive Task B - Promote, expand and connect open space and recreational facilities to create safe opportunities for physical activities. Completion Date - > 3 years. Complexity - 3. Collaboration potential - Yes. Supportive Task C - Create and publicize an Environmental Plan for Fountain Hills. Completion Date - TBD per John Wesley. Complexity - TBD per John Wesley. Collaboration potential - Yes. Supportive Task D - Work directly with local environmental organizations to guide and synchronize their efforts in strengthening our community's connection with its natural surroundings. Completion Date - > 3 years. Complexity - 3. Collaboration potential - Yes. Page 1 of 2 Cynthia Magazine,John McHugh and Patrick Garman SP#3 MARCH 2021 UPDATE Signature Strategy #2 - Description: Make Fountain Hills a community focused on public health, well-being and safety. Rationale: While this strategy is broad in scope, it can be easily supported by a number of specific, high priority tasks that fit within the Town's current constraints regarding both human and financial resources. Supportive Task A - Support the expansion of preventive health and wellness access within the Fountain Hills community. Completion Date - < 1 year to assess, then ongoing as opportunities are addressed. Complexity - 2. Collaboration potential - Yes. Supportive Task B - Improve the health, well-being and safety literacy of Fountain Hills residents. Completion Date - 2-3 years, then ongoing updates. Complexity - 3. Collaboration potential - Yes. Supportive Task C - Create awareness of Fountain Hills as a community focused on public health, well-being and safety. Completion Date - > 3 years. Complexity - 3. Collaboration potential - Yes. Supportive Task D - Support Fountain Hills Schools in promoting the health, well- being and safety of their students. Completion Date - < 1 year to assess, then ongoing as opportunities are addressed. Complexity - 2. Collaboration potential - Yes. • Page 2 of 2 Fountain Hills Economic Development 2021 Strategic Priority Proactively seek to maximize targeted and collaborative economic development Preamble Recent voter-approved 2020 General Plan for FH identifies three (3)essential elements that,when in balance, support a thriving community—Neighborhoods, Environment and Economy. FH is a small community whose long-term sustainability relies heavily on having an active and effective economic development plan. That said,this new strategic plan must now also consider the influence two external forces have on the local and regional economy: 1. The dynamic influence electronics and wireless technology has on business,education and lifestyles; 2. Near and long-term effects of the COVID pandemic. The following strategies and their supporting tasks attempt to address these issues. The workgroup interviewed Town leadership, Chamber of Commerce, FH Sanitary District and FHCCA and noted a recurring theme that 'strength-in-numbers' was important when pursuing opportunities. Hence,the Strategic Priority now includes the need for collaboration locally. Signature Strategy 1 Form an Economic Development Alliance with the FH Chamber of Commerce and Ft. McDowell Yavapai Nation. The Alliance will collaborate to expand business and tourism opportunities locally. Supporting Task—Jointly develop and maintain a business metrics database to monitor the overall business health of the community and effectiveness of action initiatives by the Alliance. This would be an ongoing task. Organizational timeline-< lyear Complexity—1 Signature Strategy 2 Utilize local volunteer skills. Establish a Business Advisory Council represented by 6 qualified residents representing key stakeholders and/or relevant business leadership backgrounds. Supporting Tasks—The council would provide advisory services to the Alliance, networking activities, and support special promotional/recruitment activities. Organizational timeline-< 1 year Complexity- 2 Economic Development,cont. Signature Strategy 3 Formal action plans should be developed that focus on professional business and training sectors including health,wellness,technical, scientific, and financial services. Organizational timeline—1 year Complexity-3 Collaboration The above referenced strategies and related tasks must be realistic considering the Town's limited resources and size. 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