HomeMy WebLinkAboutPZ.2013.1010.Minutes TOWN OF FOUNTAIN HILLS
MINUTES OF THE SPECIAL JOINT SESSION OF THE FOUNTAIN HILLS
TOWN COUNCIL AND PLANNING AND ZONING COMMISSION AND
REGULAR MEETING OF THE
PLANNING & ZONING COMMISSION
OCTOBER 10, 2013
Planning and Zoning Chairman Lloyd Pew opened the meeting at 5:30 p.m.
TOWN COUNCIL ROLL CALL:
Mayor Linda Kavanagh present
Councilmember Henry Leger present
Councilmember Dennis Brown absent
Councilmember Cassie Hansen present
Councilmember Ginny Dickey present
Vice-Mayor Tait Elkie present
Councilmember Cecil Yates absent
Kenneth W. Buchanan, Town Manager present
Paul Mood, Director of Development Services present
Town Attorney Andrew McGuire, by phone present
Robert Rodgers, Senior Planner present
Janice Baxter, Recorder present
PLANNING & ZONING ROLL CALL:
Chairman Lloyd Pew present
Vice-Chairman Angela Strohan absent
Commissioner Richard Turner present
Commissioner Mike Archambault present
Commissioner Stan Connick present
Commissioner Eugene Slechta absent
Commissioner Steven Harris absent
Chairman Lloyd Pew opened the joint session.
Mayor Linda Kavanagh congratulated and welcomed the reappointed Planning and Zoning
Commission members Chairman Lloyd Pew, Commissioner Michael Archambault, and
Commissioner Steven Harris.
Chairman Lloyd Pew opened the discussion and turned the presentation over to Paul Mood,
Director of Development Services.
Page 1 of 5
ITEM # 1- Discussion of street improvement town wide. Paul Mood, Director of
Development Services presented an update to the Town's Pavement Management Program
and Mr. Mood provided a PowerPoint presentation on the street improvement issues.
Paul Mood gave a presentation (See Exhibit "A" attached copy of his PowerPoint presentation).
Mr. Mood was available to answer questions from the Town Councilmembers and
Commissioners.
Item # 2 — Discussion of the Status of Economic Development policy. Town Manager Ken
Buchanan presented a revised PowerPoint presentation to the Council and Commission
regarding the Economic Development Plan. (See Exhibit "B" packet inserts and See Exhibit
"C" for the revised presentation attached.)
Town Manager Ken Buchanan outlined the current Economic Development Plan and was
available to answer questions.
Item#3—Planning and Zoning Chairman Lloyd Pew adjourned the meeting.
The meeting adjourned at 6:15 p.m.
TOWN OF FOUNTAIN HILLS
MINUTES OF THE REGULAR MEETING OF THE
PLANNING & ZONING COMMISSION
OCTOBER 10, 2013
Chairman Lloyd Pew opened the regular meeting of the Planning and Zoning Commission at 6:30
p.m. followed by the Pledge of Allegiance and a moment of silence.
Present for the meeting were the following members of the Fountain Hills Planning and Zoning
Commission: Chairman Lloyd Pew, Commissioners Stan Connick, Richard Turner, Mike
Archambault, Also present were Director of Development Services Paul Mood, Senior Planner
Robert Rodgers, and Executive Assistant and Recorder of the Minutes Janice Baxter. Vice-
Chairman Angela Strohan, Commissioner Gene Slechta, and Commission Steven Harris were
unable to attend the meeting.
ROLL CALL:
Chairman Lloyd Pew present
Vice-Chairman Angela Strohan absent
Commissioner Stan Connick present
Commissioner Richard Turner present
Commissioner Mike Archambault present
Commissioner Eugene Slechta absent
Commissioner Steven Harris absent
Page 2 of 5
Robert Rodgers, Senior Planner asked for nominations for Chairman of the Planning and Zoning
Commission for the period beginning October 10, 2013 and ending October 9, 2014.
Commissioner Michael Archambault nominated Lloyd Pew for reappointment for an additional
year as Chairman of the Planning and Zoning Commission beginning October 10, 2013, through
October 9, 2014. Lloyd Pew accepted the nomination and Commissioner Stan Connick seconded
the nomination. Robert Rodgers asked if there were any other nominations and hearing none, he
closed the nominations and a vote was taken with all Commissioners in favor.
Chairman Lloyd Pew nominated Commissioner Michael Archambault for Vice-Chairman of the
Planning and Zoning Commission. Commissioner Stan Connick seconded the nomination.
Chairman Pew asked if there were any other nominations, and hearing none he closed the
nominations and called for a vote for appointment of Michael Archambault as Vice-Chairman
serving from October 10, 2013 through October 9, 2014. All were in favor.
CALL TO THE PUBLIC
NO ONE CAME FORWARD
REGULAR AGENDA
41)
AGENDA ITEM #1 — CONSIDERATION of APPROVING the Planningand Zoning
g
Commission Regular Meeting Minutes from July 11,2013.
Vice-Chairman Michael Archambault MOVED to approve the meeting minutes from the July 11,
2013, Planning and Zoning Commission Meeting, as presented. Commissioner Stan Connick
SECONDED. A roll call vote was taken and the MOTION CARRIED 3-0, with one abstention,
Chairman Lloyd Pew was not in attendance for this meeting.
Chairman Lloyd Pew abstained
Commissioner Stan Connick aye
Commissioner Richard Turner aye
Commissioner Mike Archambault aye
AGENDA ITEM #2 — PUBLIC HEARING regarding a SPECIAL USE PERMIT to allow
Mariana Zakirova to establish "Teen Hotspot", a non-alcoholic teenage night club located at
17225 E. Shea Boulevard, within a commercial building in the C-1 zoning district. Case Number
SU2013-03.
Chairman Lloyd Pew opened the public hearing at 6:34 p.m. and MOVED to approve a
continuance of this request until Thursday, October 24, 2013. Vice-Chairman Michael
Page 3 of 5
Archambault SECONDED the MOTION CARRIED 3-0, with Commissioner Stan Connick not
11) voting because of his involvement with this Special Use Permit request.
AGENDA ITEM #3 —CONSIDERATION of a SPECIAL USE PERMIT to allow Mariana
Zakirova to establish "Teen Hotspot", a non-alcoholic teenage night club located at 17225 E. Shea
Boulevard, within a commercial building in the C-1 zoning district. Case Number SU2013-03.
Case continued until Thursday, October 24, 2013.
AGENDA ITEM #5 - COMMISSION DISCUSSION/REQUEST FOR RESEARCH to the
Planning and Zoning Administrator. Items listed below are related only to the propriety of (i)
placing such items on a future agenda for action or (ii) determining if a majority of
Commissioners wish to request staff to conduct further research and report back to the
Commission.
None Received.
AGENDA ITEM#6 - REPORT from the Senior Planner of Planning and Zoning.
Robert Rodgers had nothing to report.
AGENDA ITEM#7 - SUMMARY OF COMMISSION REQUESTS
No requests were made.
AGENDA ITEM#8 - ADJOURNMENT.
Vice-Chairman Mike Archambault MOVED to adjourn and Chairman Lloyd Pew SECONDED
the MOTION. The MOTION CARRIED (4-0), by those present.
Chairman Lloyd Pew aye
Commissioner Stan Connick aye
Vice-Chairman Mike Archambault aye
Commissioner Richard Turner aye
The meeting ADJOURNED at 6:37 p.m.
FOUNTAIN HILLS PLANNING& ZONING COMMISSION
t.
ATTEST:
Ch irman Lloyd Pew ice Baxter, Recorder of the Minutes
III
Page 4 of 5
CERTIFICATION
I hereby certify that the foregoing minutes are a true and correct copy of the minutes of the
meeting of the Fountain Hills Planning and Zoning Commission's joint session with Town
Council and the regular Planning and Zoning Commission meeting held in the Town Council
Chambers on the 10th day of October 2013. I further certify that the meeting was duly called and
that a quorum was present.
Dated this 10th day of October 2013 Q _46.-
J 'ce Baxter, Recorder of the Minutes
111
's.
Page 5 of 5
,tySAIN4l TOWN OF FOUNTAIN HILLS
n
X Planning and Zoning
: `! Board of Adjustment
is istvt°
AGENDA ACTION FORM
Meeting Date: July11, 2013 Meeting Type: Regular
Agenda Type: Regular Submitting Department: Planning&Zoning
Staff Contact Information: N/A
REQUEST TO COMMISSION: Consideration of approving the Planning and Zoning Commission Regular Session
meeting minutes from July 11, 2013.
Applicant: N/A
Applicant Contact Information: N/A
Property Location: N/A
Related Ordinance, Policy or Guiding Principle: A.R.S. §38-431.01
Staff Summary (background): Approval of the Planning and Zoning Commission Regular Session meeting minutes
from July 11, 2013.
Risk Analysis (options or alternatives with implications): N/A
Fiscal Impact (initial and ongoing costs; budget status): N/A
Recommendation(s): Approval
Staff Recommendation(s): Approval
SUGGESTED MOTION: Move to approve the Planning and Zoning Commission Regular Session meeting minutes
dated July 11, 2013, as presented.
Attachment(s):
Submitted by:
�wimee graateie October 2, 2013
Janice Baxter, Executive Assistant Date
Approved by:
October 2, 2013
obe odgers, Senior Planner Date
Page 1 of 1
I; a�x�v ,r TOWN OF FOUNTAIN HILLS
X Planning and Zoning
Board of Adjustment
AGENDA ACTION FORM
Meeting Date: October10, 2013 Agenda Type: Regular
Meeting Type: Regular Submitting Department: Development Services
Staff Contact Information: Bob Rodgers, Senior Planner,480-816-5138, rrodgers(a�fh.az.gov
REQUEST TO PLANNING &ZONING COMMISSION:
PUBLIC HEARING of a SPECIAL USE PERMIT to allow Marina Zakirova to establish "Teen Hotspot", a non-
alcoholic teenage night club, located at 17225 E. Shea Blvd, within a commercial building in the C-1 zoning
district. Case #SU2013-03
CONSIDERATION of a SPECIAL USE PERMIT to allow Marina Zakirova to establish "Teen Hotspot", a non-
alcoholic teenage night club, located at 17225 E. Shea Blvd, within a commercial building in the C-1 zoning
district. Case #SU2013-03
Applicant: Marina Zakirova
Applicant Contact Information: 16431 E. Jacklin Drive, Fountain Hills, AZ
Property Location: 17225 E. Shea Blvd, Fountain Hills, AZ
Related Ordinance, Policy or Guiding Principle:
Fountain Hills Zoning Ordinance Chapter 2, Section 2.02
Fountain Hills Zoning Ordinance Chapter 12, Section 12.03
Staff Summary (background):
The applicant has requested that this item be moved to the next meeting agenda.
This application is not yet ready to be brought before the Commission. There are a number of issues regarding maximum
occupancy load and parking numbers that need to be resolved prior to presenting this proposal for approval.
Risk Analysis (options or alternatives with implications): N/A
Fiscal Impact (initial and ongoing costs; budget status): N/A
Recommendation(s): N/A
Staff Recommendation(s):
Continue the Public Hearing until 6:30 PM on the October 24, 2013 Planning Commission Meeting.
Page 1 of 2
(111111
GGESTED MOTION:
Move to CONTINUE the Public Hearing of a Special Use Permit to establish "Teen Hotspot" at 17225 E. Shea
Blvd. until Thursday, October 24, 2013 at 6:30 PM.
Attachment(s): None
Submitted by:
1R,o6ert Rodgers m 10/3/2013
WEI
Name/Title Date
Approved by:
/17343
Dev opm t Services Director Date
Page 2 of 2
•
REGULAR AGENDA
(I) CONSIDERATION of APPROVING the Planning and Zoning Commission Regular Meeting I
Minutes from July I I,2013.
•
(2) PUBLIC HEARING regarding a SPECIAL USE PERMIT to allow Mariana Zakirova to
establish -Teen Hotspot", a non-alcoholic teenage night club located at 17225 E. Shea
Boulevard, within a commercial building in the C-1 zoning district. Case Number SU2013-03.
(3) CONSIDERATION of a SPECIAL USE PERMIT to allow Mariana Zakirova to establish "Teen
Hotspot", a non-alcoholic teenage night club located at 17225 E. Shea Boulevard, within a
commercial building in the C-1 zoning district. Case Number SU2013-03.
(4) COMMISSION DISCUSSION/REQUEST FOR RESEARCH to the Planning and Zoning
Administrator. Items listed below are related only to the propriety of(i)placing such items on a
future agenda for action or(ii)determining if a majority of Commissioners wish to request staff to
conduct further research and report back to the Commission.
(5) REPORT from Robert Rodgers. Senior Planner.
Cov (6) SUMMARY OF COMMISSION REQUESTS by Robert Rodgers, Senior Planner.
(7) ADJOURNMENT.
DATED this 2nd day of October 2013
odgers, Senior Planner
The Town of Fountain Hills endeavors to make all public meetings accessible to persons with disabilities. Please call 837-
2003 (voice)or 1-800-367-8939(TDD)48 hours prior to the meeting to request a reasonable accommodation to participate
in this meeting or to obtain agenda information in large print format. Supporting documentation and staff reports
furnished the Commission with this agenda are availablehr review in the Executive Assistant's office.
A majority of the Council Members may be in attendance. No official action will be taken.
Cor
P&Z Joint Session Agenda
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Town of Fountain Hills
Economic Development Plan Exhibit "B"
Adopted March 2013
Amended June 2013
Packet documents from
Town Manager Ken Buchanan
on Thursday, October 10, 2013
Fountain Hills Economic Development Plan
Table of Contents
Growing Our Economy is Critical 3
Strategic Approach 5
Our Commitment to Success 6
Fountain Hills Economic Game Plan 7
Business Attraction 9
Goal:Attract new business growth to diversify the Fountain Hills economy. 9
Business Retention and Expansion 10
Goal: Retain and expand existing businesses. 10
Entrepreneurial Development 11
Goal: Establish Fountain Hills an entrepreneurial center 11
Foundational Maintenance 12
Goal: Ensure that the tools, systems, and structures effectively support economic growth.
12
Locational Catalysts 13
Goal: Revitalize and maximize the economic opportunities of community assets. 13
Strategic Implementation 15
Performance Metrics 18
Page 2 of 18
Fountain Hills Economic Development Plan
Growing Our Economy is Critical
Economic development builds upon local assets to maximize resources in a way that enhances
economic opportunities while improving the community's quality of life in a sustainable way.
Fountain Hills was originally master-planned by McCullough Properties over 40 years ago to be
a diverse community of residential, commercial, and employment that supported a vibrant live,
work, and play environment. Since 1989 when the Town incorporated, Fountain Hills has
continued to evolve its vision, committed to ensuring a high quality of life for both residents
and visitors.
Like most communities throughout the U.S.,the Great Recession has had an impact on
Fountain Hills. However,the downturn has also provided an important opportunity for the
community to redirect efforts and identify strategies to position the community for long-term
success. The Town of Fountain Hills economic development vision is to be economically
sustainable and anchor our vitality in an active vibrant town core that serves the community
culturally, socially, and economically. To attain this vision, the following criteria will be used to
track economic success:
1. Multi-generational community that provides opportunities to live, work, learn, and play
2. Established regional destination
3. Strong economic identity and business friendly
4. Economic diversity
5. Known for its strong vision and sense of place
Business growth is critical to creating community wealth and is an important component of any
economic development strategy. However, ensuring the right mix of business development is
also important to maintaining a vibrant economy in Fountain Hills that can withstand
downturns in economic cycles. Attracting and retaining quality, well-paying jobs help to
diversify the economic base and fosters a live/work atmosphere. Attracting and developing
business activities that create wealth and revenues in Fountain Hills is required to achieve the
community's vision of long-term economic sustainability.
To achieve community wealth and generate revenues,there are two types of business activities
that must be present in the local economy. These are "basic" and "non-basic" activities.
Basic economy is defined as an activity that will bring new
dollars into the community. Building a basic economy comes in Basic activities bring
a wide range of activities from tourists staying in town at local new revenues i •
hotels to a manufactured product made or processed in Fountain Hills
Fountain Hills being sold and distributed outside its boundaries.
Money coming into the community creates jobs and wealth.
C
Page 3 of 18
Fountain Hills Economic Development Plan
However,a sustainable economy also requires activities that will keep those revenues in the
,,,,, local economy as long as possible.Therefore, it is critical to
build a non-basic economy.These are activities that keep asic aties
dollars already in the local economy in Fountain Hills. The circulate revenues,
longer the dollar stays and circulates in the local economy,the
more jobs and businesses it creates. The types of businesses that re-circulate that dollar include
service type activities such as grocery stores, dry cleaners, and local retail.
A vibrant, sustaining economy will not occur without a healthy blend of both basic and non-
basic activities present. Ensuring a diverse mix of both types of businesses also helps to buffer
against an economic downturn and fluctuations in business cycles,as well as recession-proof
the local economy.This is critical because the Town of Fountain Hills depends on locally-
generated sales tax revenues to provide community infrastructure, amenities, and services.
Both basic and non-basic activities are critical to the future viability of Fountain Hills.
One last important concept to address is leakage.This is „
defined as dollars leaving the community or residents having or k Leakage is when
choosing to purchase goods and services outside of the revenues leave Fountain
community. Even in the most diversified local or regional €- Hills. j
economy some leakage occurs. However,the longer a
community can retain those dollars created through local economic activity the more the
economy expands. Encouraging local spending generates revenues that can be used to improve
4116, streets, expand parks, and meet the public needs of residents.
How Your Local Economy Works
Your
community
1.1 Butcher hires ... .,.
Research Lk\` Professor hires architect to �.1�
Fundingr 11l e� architect to T �71 design nav
Tuitionand ttC y destgnnew i. 'alp f3 store
Fees II i I M home vT '��A
�t�l(I 111 Aft
* .ram Non-Basic
Basic Activit Architect gets car Grocer buys
Y serviced by Activitymeat
t from
dollars that are new to the mechanic
community ` dollars that circulate
, ' Company within the community
Contract to design 't vehicles II It
new products and �r serviced by HI III
: :1 ,I ;�
provide outsourred mechanic
servicesIMP t�
n
Y
{1' Mechanic 'A
groceries
Outside Leakage
sapplier dollars spent outside
otyour community
Neighboring
dentist
..21230.11
Their
community I A� r� ■
tB! ASource: Partners for Strategic Action,Inc.
Page 4 of 18
Fountain Hills Economic Development Plan
Pp
Strategic Approach
g
Building a diversified economy with both basic and non-basic activities requires a
comprehensive strategy. Both types of economic strategies require different approaches.The
purpose of the Fountain Hills Economic Development Plan is to present the community's
approach to achieve long-term economic success.
Fountain Hills is not an economic or employment hub. In fact, most employed residents
commute out of the community to their employment destination.This reality translates into a
daytime population which is significantly less than the night time population. Fountain Hills also
experiences a significant shift in population from winter months and summer months.
Building a strong local employment base comprised of base sector employers is critical to the
development of a well-rounded, sustainable, and vibrant community. Base sector employers
provide the expansion and diversification to a community's economic base. The jobs created by
base sector employers, especially quality jobs, contribute to local prosperity.
A strong employment base supports local businesses and commercial districts. There is a
positive correlation between local employment and spending in the local economy by
employees. People who work in a community tend to spend a portion of their money
purchasing goods and services from local businesses.
To illustrate this point, an analysis by the International Council of Shopping Centers shows that
office workers patronize local establishments and, not only spend money dining out,they also
spend money on convenience goods.The lunch and convenience item spending of these
workers can be a substantial part of local retailers' revenue. Additional spending may occur by
workers who choose to shop locally,to avoid rush hour traffic,for regularly needed items. A
strong employment base increases the daytime population and contributes to the success of
local service sector businesses. Many merchants, particularly those engaged in hospitality
businesses such as restaurants depend on daytime traffic to make ends meet.The town has
experienced reluctance on the part of potential chain restaurants to open in Fountain Hills due
to the low daytime population.The attraction of quality base sector employers provides
daytime population which increases the likelihood of additional service sector businesses
locating in the community.
Attraction of base sector businesses enhances the quality of life for citizens in four significant
ways:
1. It provides opportunities for citizens to work locally versus commuting outside of the
community for employment.
2. It attracts people from outside of the community who spend money locally but don't
require town services.
3. It evens out the seasonal fluctuations in the population and spending which lessons the
impact and strain on local businesses who struggle during the summer months.
Page 5 of 18
Fountain Hills Economic Development Plan
4. It increases the viability of the Fountain Hills market to attract other desired goods and
services.
The Fountain Hills market is often perceived as being oversaturated with retail, although the
Town lacks empirical evidence that such is the case. A recent trade area analysis commissioned
by Town Council indicates that there is an abundance of certain services and retailers and a
deficit of other. Compounding this problem, as suggested earlier, is the reality that the
inventory of retail space aligns itself with accommodating a population much larger than the
summer population of Fountain Hills,or even the winter population for that matter.
Tourism and recreation plays a significant role in the Fountain Hills economy. According to a
recent study by the national travel research firm Dean Runyan Associates,total visitor spending
in the Fountain Hills and Fort McDowell destination area have increased as a result of the
opening of two new lodging establishments in 2005—the Radisson Fort McDowell Resort and
the Fountain Hills Holiday Inn. Gaming at Fort McDowell, area golf, and the large number of
vacation home rentals attract visitors that tend to stay longer and spend more.
The Fountain Hills Fort McDowell destination area consists of the town of Fountain Hills,the
Fort McDowell Yavapai Nation,the McDowell Mountain Regional Park and the"The Verdes"
communities (Rio Verde,Tonto Verde,and Vista Verde). The overall destination product mix is
very strong in offering what traditional travelers to Arizona are seeking: scenic beauty; outdoor
adventure; desert experience; golf, resorts and spas; Native American and Old West culture;
performing arts and festivals; and of course,sunshine. In addition,the destination offers unique
attractions such as the town's iconic Fountain, an excellent museum of area history, and even a
nationally recognized disc golf course. Tourism and recreation brings new money into the
community while non-basic activities keep those dollars in Fountain Hills. Another benefit of
tourism and recreation is that these activities introduce new visitors to Fountain Hills with the
prospect of relocating either their residency or business as a result of their experience. Building
on all of Fountain Hills' assets and opportunities is critical to the successful expansion of the
local economic base.
Our Commitment to Success
The Town of Fountain Hills is committed to
building a sustainable community and high- t •t-�'c Pt•n V•hues >a
performing organization. In 2010,the Town Civility
Council approved a community-wide Strategic vironmental 5tewardshi•
Plan. The strategic plan is integrated into the Civic Responsibility
daily operations of the Town's organization. All Education, Learning u ure
proposals and initiatives are evaluated in
Recreational Opportunities & Amenities
relationship to the Strategic Plan. Economic Vitality
Maintain & Improve • ' 1
Infrastructure
tw. -,afety, Health & Wel
Page 6 of 18
Fountain Hills Economic Development Plan
The Strategic Plan Vision for Fountain Hills is to be a distinctive community designed to
Cur invigorate the body, mind,and spirit and strive to:
1. Be stewards of this unique enclave, dedicated to preserving the environment and visual
aesthetic and to living in balance with the Sonoran Desert;
2. Champion the diversity of experiences our residents bring to our community and rely on
this depth of experience to innovatively address our challenges;
3. Be economically sustainable and anchor our vitality in an active vibrant town core that
serves us culturally, socially and economically; and
4. Be civic-minded and friendly,taking responsibility for our Town's success by building
partnerships and investing our talent and resources.
The 2010 Strategic Plan identified the priority initiative for the Town was to maintain financial
stability and local control, and promote economic growth to support the community's needs
and promote successful businesses. Economic Vitality was one of the eight values identified in
the Strategic Plan along with these eight directives:
1. EV1 - Develop a comprehensive economic development strategy for the Town's future
and work with our partners to forward economic growth and awareness.
2. EV 2- Develop and maintain a balanced, equitable,sustainable and local financing
structure to support the Town's core government services at desired service levels.
3. EV 3 - Promote a mixed use core where residents can live, work learn and play in an
urban village setting as depicted in the Area Specific Plan (Downtown Vision Master
L Plan).
4. EV 4- Promote retention, expansion and relocation of quality businesses.
5. EV 5 - Promote Fountain Hills as a visitor destination.
6. EV 6 - Identify a slate of economic development tools and strategies (including tax
incentives,fee abatements, etc.)to stimulate economic growth.
7. EV 7 - Identify areas for redevelopment, revitalization or reuse.
8. EV 8 - Promote unique and vibrant neighborhood and business districts.
Fountain Hills Economic Game Plan
Economic development requires a public/private partnership to comprehensively build a strong
economic base in Fountain Hills. Everyone has a role to play.The Town, business groups, civic
organizations, businesses, and residents all can contribute to ensuring that Fountain Hills'
economy grows. Creating more base jobs locally attracts more year-round residents to live,
work, and play in the community.These jobs expand the market for local businesses creating
revenues that support the community's quality of life. As revenues are generated and the
economic base expands, revenues are available for needed basic services such as parks,
recreation, and roadway improvements.
Our economic development game plan is a multi-tiered approach to building a strong economic
base.
(or
Page 7 of 18
Fountain Hills Economic Development Plan
Economic Objectives are the broad desired achievement that through the implementation of
the Economic Development Plan Fountain Hills will accomplish. The economic objectives are:
• Grow Our Economy
• Maximize Our Talent
• Enhance Our Community
Our Focused Approach is how Fountain Hills is going to achieve its economic objectives. All five
are important and would be addressed simultaneously. The focused approach is through the
following strategic initiatives:
• Business Attraction
• Business Retention and Expansion
• Entrepreneurial Development
• Foundational Maintenance
• Locational Catalysts
Targeted Industry Sectors are the business sectors that offer Fountain Hills the most
opportunity and will be pursued through our focused approach. The industry sectors help the
community meet the stated economic objectives.
• Professional, Technical, and Scientific Services
• Healthcare, Medical, Biosciences, and Wellness
• Finance and Insurance
• Tourism and Recreation
• Retail
• Education
The graphic that follows illustrates the tiered approach to building a strong economic base.
Economic Vibrant
Objectives / >— Sustainable
Community
Grove Our Economy Business Attraction Frotessiocal,-ectnical
&Sciertific Services
Business Retention&
Expansion Feat care,Medical,
Maximize Our Talent Biosciences&
Ertrepreneurial Wellness
Development
Finance&Insurance
Enhance Our Foundational
Community Mairterance Tourism&Recreation
Locational Retail
Catalysts
Eduction
Page 8 of 18
Fountain Hills Economic Development Plan
Following is a description of the goals and actions that will be taken to achieve the economic
objectives.
Business Attraction
Goal: Attract new business growth to diversify the Fountain Hills economy.
FOUNTAIN HILLS POSITION
Based on existing community assets and regional opportunities, Fountain Hills will focus
business recruitment efforts within the following targeted industry sectors as defined by the
North American Industry Classification System (NAICS) of the U.S. Census Bureau:
• Professional, Technical, and Scientific Services (NAICS 54)
• Healthcare, Medical, Biosciences, and Wellness (NAICS 62)
• Finance and Insurance (NAICS 52)
• Arts, Entertainment, and Recreation (NAICS 71)
These sectors offer higher wage professional positions that match our labor force and build
upon existing regional clusters.
GAME PLAN
1. Facilitate and/or recruit new base sector employment opportunities.
Action Steps:
a) Develop an inventory of office space and implement office recruitment strategies for
advanced business services and healthcare, medical, and bio-medical businesses which
can occupy existing space.
b) Initiate a higher education feasibility study to determine and assess the existing
educational resources and provide strategic direction for the attraction of higher
education to Fountain Hills.
c) Initiate a healthcare and wellness feasibility study to assess the current healthcare
environment, determine the additional healthcare services needs, and identify potential
growth strategies.
d) Continue to build on relationships with economic development entities, like the Greater
Phoenix Economic Council (GPEC) and Arizona Commerce Authority(ACA),to cultivate
leads for new businesses that could potentially locate to Fountain Hills. Respond to
these leads as appropriate and feasible.
2. Recruit local business owners, who operate their business outside of Fountain Hills, to
make their offices in town.
Action Step:
a) Identify targeted business owners and communicate the advantages of relocating
businesses to Fountain Hills as a viable business expansion/relocation venue.
Page 9 of 18
Fountain Hills Economic Development Plan
3. Target recruitment efforts on those businesses identified in the retail market analysis.
Action Step:
a) Identify opportunities to connect directly with retailers to discuss Fountain Hills as a
location for their retail operation.
4. Develop and execute a communication strategy aimed at the targeted industry sectors.
Action Steps:
a) Provide current data on the economic dynamics of Fountain Hills and the region to
prospects and site selectors electronically and through print materials.
b) Establish a strong economic development presence on the Town's website with content
and messaging geared toward targeted business sectors.
c) Develop collateral materials and messaging about Fountain Hills' position related to the
targeted business sectors.
5. Implement a comprehensive tourism and recreation development program.
Action Steps:
a) Actively pursue the Vision Plan's core element of a first class performance venue in
Fountain Park as the central attraction component for enhanced downtown vibrancy
through non-resident visitation as well as increased resident patronage.
b) Collaborate with Fort McDowell Yavapai Nation to adequately fund and implement a
destination marketing effort focused on niche tourism segments such as golf(Sonoran
Desert Golf Trail), weddings, desert/Southwest Experience, Native American Heritage
and Old West experience, and arts.
c) Promote the Community Center and other local venues as viable meeting and event
centers.
d) Explore the feasibility and initiate strategies to expand hospitality facilities in Fountain
Hills.
e) Develop more multi-day major events to Fountain Hills while ensuring long-term
viability of existing events.
f) Implement a program to attract more group tours to Fountain Hills.
Business Retention and Expansion
Goal: Retain and expand existing businesses.
FOUNTAIN HILLS POSITION
The bulk of new jobs created in this country are created by existing companies. Therefore, an
effective business retention and expansion (BRE) program is an important component of any
community business plan. Engaging in ongoing dialogues with existing businesses can inform
labor force development programs as well as potential business recruitment targets. The
retention of existing business is a key measure of the strength of the local economy and the
relative success of the business within the community. With a seasonal population, Fountain
Page 10 of 18
a
Fountain Hills Economic Development Plan
Hills struggles to maintain home-grown restaurants and retail establishments. A formal BRE
program in Fountain Hills would help to identify those companies at risk of failing or leaving the
community and providing preemptive measures to ensure their success. Adopting traditional
goals of a business retention program, Fountain Hills BRE program will address the following':
a) Identify companies with plans to expand
b) Identify companies at risk of leaving/downsizing
c) Identify company and community problems
d) Provide assistance
e) Build relationships
GAME PLAN
6. Implement a business visitation program for base sector industries,targeting those
businesses which align with NAICS 52, 54, 62,and 71.
Action Steps:
a) Utilize an electronic tool/system specific for business retention, like the Synchronist
Business Information Systems,for use in the business retention outreach.
b) Regularly interview, evaluate the results of the interviews, and identify policies or
incentives that would be helpful to retaining existing businesses.
c) Annually conduct an economic summit to understand business needs and changes
within the economy.
Entrepreneurial Development
Goal: Establish Fountain Hills an entrepreneurial center.
FOUNTAIN HILLS POSITION
Arizona has been ranked very high nationally in entrepreneurial activity and new business
starts. According to the Arizona Commerce Authority,the attraction is that Arizona's business
and property taxes are low, as well as workers' compensation costs. It is critical for long-term
success to ensure that new business start-ups and entrepreneurs have a solid foundation. Some
of the basic mistakes that lead to entrepreneurial failure include:
a) Poor business planning
b) Inadequate funding
c) Choosing the wrong business structure
Creating the environment within Fountain Hills that fosters the entrepreneurial spirit and
assists new business start-ups is an important component of the economic program. In 2010,
the Fountain Hills Business Incubator was established as a public/private partnership to
enhance the entrepreneurial success rates.
1 Blaine Canada,Ltd,Synchronist
Page 11 of 18
Fountain Hills Economic Development oiray GAME PLAN
7. Create a support structure and assistance for entrepreneurial growth.
Action Steps:
a) Utilize the Business Incubator to grow new businesses and assist others that may be
struggling.
b) Annually evaluate the Business Incubator effectiveness to ensure it is achieving its
mission and providing adequate return on investment.
c) Partner with existing groups and organizations to assist with business start-ups,
mentoring, and other resource identification and deployment.
Foundational Maintenance
Goal: Ensure that the tools, systems, and structures effectively support
economic growth.
FOUNTAIN HILLS POSITION
Community foundations are those resources such as infrastructure, regulations and policies,
education and training, and capital that are the building blocks for a strong economy. Successful
community and economic development programs are dependent upon this solid framework for
growth and sustainability.
GAME PLAN
8. Identify and promote viable incentives for businesses locating to Fountain Hills that relieve
fiscal burdens and/or make the businesses more competitive.
Action Steps:
a) Perform a comprehensive survey of incentive tools and strategies currently being
successfully employed by communities throughout the metro area.
b) Compose business assistance and incentive package/proposal for Council's
consideration and possible adoption.
c) Develop and execute a strategy to communicate the availability of incentives as adopted
by the Council to targeted businesses.
9. Ensure a business-friendly environment within Fountain Hills.
Action Steps:
a) Identify, inventory, and review Town regulations that are onerous for economic
development efforts.
b) Develop a plan to make regulatory modifications that would facilitate economic
development activities that align with creating a more vibrant business environment
while not compromising community values.
Page 12 of 18
Fountain Hills Economic Development Plan
10. Maintain Fountain Hills' physical infrastructure to support economic development.
Action Step:
a) Adequately fund and maintain capital improvement projects that maintain the Town's
investment and improve the community's quality of life.
11. Ensure Town services meet community needs and achieve a more sustainable revenue
balance.
Action Step:
a) Collaboratively pursue funding strategies that meet the current and future needs of the
Town of Fountain Hills.
Locational Catalysts
Goal: Revitalize and maximize the economic opportunities of community
assets.
FOUNTAIN HILLS POSITION
Fountain Hills has tremendous geographic and locational assets that can serve as a catalyst for
economic growth. These business development areas include the Civic Center, Avenue of the
Fountain Hills, Fountain Park Area, Shea Corridor, and Saguaro Boulevard. Each asset has
development that has occurred, is occurring, or is in need of revitalization. Continual evaluation
and action planning is needed to ensure that these assets are not under-utilized and are
developed in such a way to enhance the long-term sustainability of the community.
In 2009, the Town of Fountain Hills adopted the Downtown Area Specific Plan that identified
nine districts that offered revitalization and development opportunities. These districts
included:
1. Business District: Center of downtown commerce that promotes entrepreneurship
through a variety of commerce related opportunities and business related uses.
2. The Avenue District: Core of the downtown with a comfortable atmosphere for
strolling, sight-seeing and shopping. This district will evolve into a premier shopping
destination for residents and a must-visit magnet for visitors.
3. South End District: Envisioned as a mixed-use downtown residential neighborhood that
is complemented with small neighbor-hood-oriented commercial, second story offices,
and specialty shops. This district will contain a "village square" that will provide the
downtown with a prominent park.
4. Residential District: Currently developed as condominiums and is a vital component in
providing an infusion of people into the downtown area and enhancing the vitality and
quality of the downtown experience.
ID
Page 13 of 18
Fountain Hills Economic Development Plan
5. West Side District: A true mixed-use district where residential infill as well as retail,
offices, and services will be encouraged. This is also a possible location for a future large
entertainment anchor.
6. Civic District: Current home of the Town Hall, Community Center, Library, and Museum.
This district will be enhanced with future additional artwork and possibly infill
development such as a community pool or similar uses that will enhance the quality of
life for the town residents and visitors.
7. Service District: Existing commercial area and the current location of Fountain Hills
Plaza (aka Bashas' plaza). Community oriented businesses in this area will be maintained
as an important component of the downtown and the community as a whole.
8. Lakeside District: Provides a dynamic transformation of a portion of the existing
Fountain Park.This district will become a unique, amenity-oriented open space
environment with a prominent performance venue and the possibility of some specialty
retail shops, café's, and other appropriately sized businesses.
9. Park District: The majority of Fountain Park will remain as it is. Potential improvements
include more trees, decorative park lighting, seating areas,signage, and park
furnishings.The park will remain as a primarily passive recreational area.
Each district is intended to have its own unique character and yet each district will also blend
harmoniously with the other downtown districts to create the "Downtown Vision."The
Downtown Vision gives the Fountain Hills downtown area its unique character and appeal while
providing for an invigorated business climate as well as an increased quality of life for the town
residents and visitors.
Though much emphasis has been placed on the Downtown Specific Plan area,the Shea
Boulevard Corridor and Saguaro Boulevard offer economic development opportunities that
should not be overlooked.
GAME PLAN
12. Develop and prioritize an implementation strategy for the Downtown Specific Plan.
Action Steps:
a) Identify and mitigate land use restrictions and zoning within the Districts which are
hampering development as envisioned and identified in the Area Specific Plan.
b) Identify and assess potential conflicts between vehicular and pedestrian traffic in
downtown.
c) Evaluate parking quantity and quality.
d) Ensure public and private infrastructure is properly maintained.
e) Maintain downtown aesthetics.
f) Encourage infill development, development of large vacant parcels, and redevelopment
within the Districts in alignment with the Area Specific Plan.
g) Support a diversified retail and restaurant mix in the Avenue District between Saguaro
4110 Drive and Verde River Drive.
Page 14 of 18
Fountain Hills Economic Development Plan
h) Develop a plan to clearly identify pedestrian walkways and interconnectivity within
Districts and between Districts that minimize conflict between pedestrian traffic and
vehicular traffic.
13. Foster the revitalization and enhancement of existing areas.
Action Step:
a) Establish a vision and guidelines for future revitalization and enhancement of
commercial corridors such as Shea Boulevard and Saguaro Boulevard as well as existing
neighborhoods.
Strategic Implementation
Economic development in Fountain Hills requires a collaborative effort to ensure success. The
Town of Fountain Hills plays a key role along with the business community and residents. The
Town works collaboratively with the various stakeholder groups and other agencies in its effort
to diversify the local economy.
The Economic Development Plan is based on expanding the local economy and improving the
standard of living within the Fountain Hills area. Following is a list of success objectives that will
assist in implementation. Many of these objectives are similar to The Ahwahnee Principles for
Smart Economic Development created by the Center for Livable Communities in Sacramento,
California.
Coordinated Approach: All entities involved in economic development must work together to
achieve mutually agreed-upon goals to ensure a sustainable effort.
Community Collaboration: A comprehensive understanding of the town and region and a
commitment to collaborating with entities throughout the region (e.g., federal agencies,
incorporated communities) are critical.
Smart Growth: The regional environment is a tremendous asset that should be protected for
community and economic development reasons. The community must take great strides in
addressing resource issues, such as water,to ensure long-term sustainability.
Long-Term Efforts: Economic development is not a one-shot activity. Success requires long-
term investments (e.g., infrastructure and telecommunications) as well as continued focused
effort and evaluation.
Existing Business Support: The town's focus is on supporting existing enterprises, while looking
at diversifying the economic base is important. Existing businesses are Fountain Hills' most
valuable assets because they are already contributing to the local economy and quality of life.
They are also the best source of business expansion and local job growth.
46.
Page 15 of 18
Fountain Hills Economic Development Plan
Corporate Responsibility: Fountain Hills encourages enterprises to work as civic partners,
contributing to the community, protecting the natural environment, and providing workers
with good pay, benefits, and opportunities for upward mobility, within a healthy working
environment.
Human Investment: Human resources are so valuable in the Information Age and Fountain
Hills will strive to provide life-long skills and learning opportunities by investing in excellent
schools, post-secondary institutions, and opportunities for continuous education and training
that are available to all.
Objective Prioritization
The following outlines the Town of Fountain Hills Economic Development Program as prioritized
by the Strategic Plan Advisory Commission and approved by the Mayor and Town Council.
Economic Development Matrix
Business Attraction
A. Short Term Objectives:
1. Develop an Inventory of Existing Office Space
2. Continue Relationships with Economic Development Entities
3. Provide Current Data on the Economic Dynamics
4. Establish as Economic Development presence on the Website
5. Develop collateral materials and messaging about Fountain Hills
6. Collaborate with Fort McDowell Yavapai Nation
7. Promote the Community Center and other Local Venues
B. Intermediate Term Objectives:
1. Implement office recruitment strategies
2. Initiate a higher education feasibility study
3. Initiate a healthcare and wellness feasibility study
4. Identify and communicate with targeted business owners
5. Develop multi-day major events while ensuring viability of existing events
6. Implement a Program to attract more group tours.
C. Long Term Objectives:
1. Identify opportunities to connect directly with retailers
2. Actively pursue a first class performance venue in Fountain Park
3. Explore feasibility and initiate strategies to expand hospitality facilities
Business Expansion and Retention
A. Short Term Objectives:
1. Identify companies with plans to expand
2. Identify companies at risk of leaving/downsizing/provide help
iif 3. Regularly interview, evaluate results, and identify policies/incentives
Page 16 of 18
Fountain Hills Economic Development Plan
Cof B. Mid Term Objectives:
1. Utilize an electronic tool/system specific for business retention
2. Conduct annual economic summit to understand business needs and
changes
Entrepreneurial Development
A. Short Term Objectives:
1. Promote the Business Incubator Program
2. Annually evaluate the Business Incubator Program
B. Mid Term Objectives:
1. Partner to assist with business start-ups and mentoring
Foundational Maintenance
A. Short Term Objectives:
1. Perform survey of incentive strategies being used in metro area
2. Compose assistance and incentive proposal for Council's consideration
3. Identify and review Town regulations that are onerous for development
efforts
B. Mid Term Objectives:
1. Communicate the incentives adopted by the Council to targeted
businesses
2. Facilitate regulatory modifications to enhance economic development
activities
C. Long Term Objectives:
1. Adequately fund and maintain capital improvement projects
2. Collaboratively pursue funding strategies that meet current and future
needs.
Locational Catalysts
A. Short Term Objectives:
1. Maintain Downtown Aesthetics
2. Encourage infill development and redevelopment within Downtown
3. Develop a Pedestrian Walkway Plan within the Downtown
B. Long Term Objectives:
1. Identify and mitigate land use restrictions and zoning within Downtown
2. Identify and assess vehicular and pedestrian conflicts in Downtown
3. Evaluate Downtown parking quantity and quality
4. Ensure proper maintenance of Downtown public and private
infrastructure
5. Support a diversified retail and restaurant mix in the Downtown Avenue
District
6. Establish a vision for future commercial corridors beyond Downtown
4110
Page 17 of 18
Fountain Hills Economic Development Plan
Performance Metrics
Performance metrics are applied to measure the Plan's activities and its overall performance.
As there is always an element of uncertainty about the future, regular review to ensure that a
plan is still effective and achieving desired outcomes is critical. Performance metrics should
support the intended strategic outcome and typical meet six criteria: time, cost, resources,
scope, quality, and actions. Performance metrics will be established with each strategic
initiative to provide annual assessment of progress.
0
Page 18 of 18
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