HomeMy WebLinkAboutSPAC.2021.1117.Minutes 1
TOWN OF FOUNTAIN HILLS
MINUTES OF THE REGULAR MEETING
OF THE FOUNTAIN HILLS STRATEGIC PLANNING ADVISORY COMMISSION
NOVEMBER 17, 2021
1. CALL TO ORDER— Chairman Craft
Chair Craft called to order the meeting of the Strategic Planning Advisory Commission at
4:00 p.m.
2. ROLL CALL—Chairman Craft
Present: Chairman John W. Craft, Jr.; Vice Chairman Patrick Garman; Commissioner
Gerard Bisceglia; Commissioner Mary Edman; Commissioner Cynthia
Magazine; Commissioner Bernie Hoenle
Absent: Commissioner Chad Bernick
Staff Executive Assistant Angela Padgett-Espiritu; Town Manager Grady Miller
Present:
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 was present.
4. CONSIDERATION OF Approving the October 27, 2021, Meeting Minutes
MOVED BY Commissioner Cynthia Magazine, SECONDED BY Commissioner Bernie
Hoenle to APPROVE the meeting minutes of the October 27, 2021, Strategic Planning
Advisory Commission.
Vote: 6 - 0 - Unanimously
5. UPDATE AND REVIEW OF 2017 Strategic Plan Status Report.
Commissioner Bisceglia gave an update on the Status of the 2017 Strategic Plan
document (see attached). He said that Goal (1) was to maximize economic development
opportunities.
Objective (1) was to create or utilize tools to help market Fountain Hills and to develop a
community brand marketing plan, which is included in the Town Business Development
Plan.
Town Manager Miller commented that Objective (1) will be included on the upcoming
Council Retreat Agenda. He said that he is working with the town's Economic Analyst to
I
ensure that the advertising and tourism strategy is finalized.
Commissioner Bisceglia reported that the development of a new business resource
package was completed. He said that the town is currently pursuing leads to explore
higher education opportunities in Fountain Hills.
Town Manager Miller stated that the town had an excellent opportunity with ASU for the
Thunderbird Graduate School, but the pandemic halted further progress.
Commissioner Bisceglia stated that Objective (2) and the three tasks associated are no
longer relevant due to Prop 202 requirements and are no longer applicable. He reported
that Objective (3) market and promote tourism to generate hotel stays and increased
dollars, create and expand destination events continues to be ongoing. He reported that
goal number two, "Ensure that the infrastructure in Fountain Hills is well maintained and
safe" is progressing quite well in light of the town's current resources.
Town Manager Miller stated that the town has updated its facilities reserve, which includes
setting aside funds for infrastructure, buildings, facilities, and parks, as well as a ten-year
pavement management program that looks ahead ten years. In addition to these, the
town has a Citizen Advisory Streets Committee that will help identify our twenty-year
needs and will present their findings or recommendations to the Council in March 2022.
Commissioner Bisceglia reported that the study to identify the gap between actual and
subdivision ordinance specifications and determine the cost of compliance is being
addressed on multiple fronts with the creation of The Traffic Safety Commission, Active
Transportation Plan, expansion of sidewalk availability, and being awarded a government
grant to support the aforementioned.
He updated the commission on the tasks listed under Objective (2), "Promote
environmentally friendly initiatives". He said that task (a) has a draft plan in development
and that task (b) has two approved and installed electric charging stations.
Commissioner Bisceglia stated that Goal (3) "Attract families and working professionals to
Fountain Hills", Objective (1) utilizing land-use plan to attract families by working with
state land trust to increase residential density is not relevant due to the pursuit of buyers
as still in progress. He said that Objective (2) "marketing promote Fountain Hills as a
unique place for families and working professionals" actually refers back to Goal (1) and
Objective (1) in terms of how we market the town.
Town Manager Miller commented that this is a challenge, even with having a highly rated
school district. A typical middle-income family may find our community not affordable.
Commissioner Magazine suggested marketing to young families using the town's health
and environment as appealing draws.
Commissioner Bisceglia reported that Goal (4) "Ensure that Fountain Hills finances are
stable, stable, and sustainable" and Objective (1) are all being addressed by Town Council
on a regular basis.
He reported that Goal (5) "Focus on Strengthening the Community and Improving Town's
Quality of Life"
Objectives (1 — 3) are ongoing.
Vice-Chair Garman asked how to annotate the success or nonsuccess of the 2017 plan
when it is incorporated in the incoming plan.
Town Manager Miller suggested having a one-page summary that shows the completion
percentage of the previous plan's major policy objectives.
Commissioner Bisceglia requested that the one-page summary include accounts for the
items that have been completed, retired, or ongoing as a reference to the new plan.
Chair Craft agreed that it is important to reference where we are today as a result of the
current plan and the success that we've enjoyed and as Town Manager Miller mentioned
to make sure that we're recognizing that the new plan will reinforce many of the successes
from the old plan.
6. UPDATE AND REVIEW OF 2022 Strategic Plan Tasks
Chair Craft reported that he asked Commissioner Hoenle to review and share his
feedback on the one-page score sheet for the 2022 Strategic Plan Task document (see
attached). He said that this document identifies each task in the New 2022 Strategic Plan
and establishes a general relative timeline, with a level of complexity of each particular
task and whether or not there are collaboration opportunities. He said that most of the
tasks have collaboration as a key driving force.
Commissioner Hoenle commented on the following tasks:
$ "Brand image" and "Annual meetings with the Chamber of Commerce" should be ongoing
instead of three years.
"Holding public meetings at two times a year" suggested holding annually than twice a
year due to possible low attendance from the public. He said that it is difficult to get the
public to attend a financial meeting.
"Telecommunications codes and standards", suggested an extension on the timeline due
to the fact that technology advances faster than we can keep up on a business level.
"Comprehensive bicycle master plan", suggested changing the scope to an overall
personal mobility plan and having bicycles as part of it. He commented that it is now more
of a personal mobility plan and that bicycles are only part of it. He said, for example,
electric bikes, electric motorcycles, scooters, razors, and assistant carts.
"Outsourcing feasibility study", he said it reminded him of what the government called
"most efficient organization". He said that you look for positions that are not inherently
governmental and you contract out. The person that is currently in the job competes
against whoever is coming in, so you basically do your own internal RFP. It is a method
that has been used a long time in government and is not sure why you need a feasibility
study.
Town Manager Miller commented that "outsourcing feasibility study" is acceptable
because the town may find other opportunities where there are efficiencies that can be
gained. He said, for example, public safety and solid waste are completely outsourced, as
well as, some environmental programs assist the town in complying with the state ADEQ
and EPA.
I
7. UPDATE AND REVIEW OF Presentation Material for December 7, 2021, Town Council
Meeting
Chair Craft reviewed the Strategic Plan Presentation (see attached) with the commission
that will be presented at the December 7, 2021, Town Council Meeting. He said that the
presentation does not contain the full written detail that is in the word plan but for each of
these slides they address one of the strategic priorities.
Commissioner Magazine recommended that the Presentation coincides with the order of
the 2022 Strategic Plan Chart (see attached). Town Manager Miller commented that
some slides, although containing beneficial information would be easier to read if the
information was continued over to additional slides.
8. ADJOURNMENT
MOVED BY Commissioner Gerard Bisceglia, SECONDED BY Commissioner Cynthia
Magazine to ADJOURN the meeting of the Strategic Planning Advisory Commission at
5:17 p.m.
Vote: 6 - 0 - Unanimously
STRATEGIC PLANNING ADVISORY
COMMISSION
Joh . Craft, Jr., Chair an
ATTEST AND PREPARED BY:
ACilVC '
i Es iritu, xecutive 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 17 day of November 2021. I further certify that the meeting was duly called and that a
quorum was present.
DATED this 20 day of January 2022..
Angela E iritu, Exe ssistant
STRATEGIC PLANNING ADVISORY COMMISSION
2022 Meeting Dates - Fourth Wednesday of each month
January 20
February 23
March 23
April 27
May 25
June 22
July 27 (Council and most Commissions do not meet in July)
August 24 (Most Commissions do not meet and possible date for the Annual
League Conference)
September 22
October 26
November 16 (third Wednesday due to Thanksgiving week)
December 21 (third Wednesday due to Christmas week)
11.29.2021
AP
1u\\ N touNTAI\. IIi
Town of Fountains Hills
Strategic Plan 2022
FOREWORD BY THE MAYOR
I
TABLE OF CONTENTS
Section Page
Foreword 1
Executive Summary 3
Strategic Plan 6
Appendix A Communication and Monitoring Plan 14
Appendix B S.W.O.T. Analysis for Fountain Hills 15
Appendix C Strategic Priorities Aligned with S.W.O.T. Analysis 18
Appendix D Fountain Hills Infrastructure 21
Attachments:
Status of 2017 Strategic Plan
Strategic Plan Quck Reference Chart
2
Executive Summary
Overview
The motto for the town of Fountain Hills is "All that is Arizona". This is certainly an
appropriate portrayal of a community that combines stunning natural beauty with a safe,
up-scale, and in many ways, idyllic setting. In Fountain Hills, neighbors share a
commitment to community that makes small town life so appealing, without losing big
city advantages. The Town's Strategic Planning Advisory Commission, consisting of
seven volunteer citizens, sought to fashion a ten-year strategic plan that is aligned with
the community's priorities and expectations of principled and steady progress without
putting at risk the things that make Fountain Hills such a special place to live.
Strategic Plan Focus
The Strategic Plan focuses on enhancing Fountain Hill's appeal as a small town in the
orbit of a large urban environment by honoring traditional values, environmental
uniqueness, stability, sustainability, and flexibility in preparing for the future. This is
evident in Fountain Hill's Key Organizational Goals which aim to: improve public areas
including infrastructure and Town facilities; enhance public safety and the overall quality
of life, promote economic development, and ensure the Town's financial stability.
Guiding Principles
The principles that guided the Commission through the creation of this plan included the
understanding that the various tasks had to be manageable or attainable by the Town
over a 10-year horizon. The progress by the Town in achieving success had to be
measurable over time and lastly this Strategic Plan needed to be impactful and not
merely a rehash of projects that the Town is already working towards.
Planning Acknowledgements
The Commission took into account realities that exist when planning for a small town.
First, Fountain Hills has limited resources and undergoes an annual economic
seasonality that creates revenue variability. The Town is blessed with a strong and
talented volunteer base along with its unmatched natural beauty. Lastly, since the
Town is essentially surrounded by land that is limited in its development potential, there
is minimal expectations for residential growth.
Community and Stakeholder Input
In approaching the task of writing a strategic plan the Commission first sought to
understand and give voice to the Fountain Hills citizens, local leaders, and historical
3
documents. The Commission did this by engaging local business, civic, education and
government leaders for input, observations, and experiences. Next the Commission
reviewed and assessed the ongoing impact of the Town's 2015 strategic plan that was
subsequently updated in 2017. Most importantly, the commission collaborated with the
non-profit volunteer group named 'Vision Fountain Hills', to survey over 900 Fountain
Hills residents on their thoughts and views of important past, and current issues. The
results of the survey showed that respondents primary community interests were:
• Business Development
• Technology Services
• Town's Condition
• The Environment
• Town Finances
• Safety
Keynote Themes used in the Plan's Development
When developing the 2022 Fountain Hills ten-year Strategic Plan the Commission held
to three important themes throughout the process. First was the emphasis on
collaborative partnering. Wherever possible tasks were constructed in a way to allow
collaboration and/or partnering between the Town Government and interested
stakeholders. Second was the absolute need for transparency so that readers of the
plan had confidence in the process used in developing relevant strategies and their
effective implementation. Next the Commission assigned particular importance to
identifying what entity has ownership of completing tasks. Third was their unwavering
understanding that stewardship of our local environment was paramount and must
be addressed specifically and consistently throughout the strategic plan.
Strategic Priorities
The four Strategic Priorities identified and expanded upon in this plan, represent the
overriding areas of focus:
Targeted Collaborative Economic Development
Promote the Long-Term Financial Sustainability of Town
Infrastructure, Environmental and Social Resources
Improve Public Health, Well-Being, and Safety of our Town
Maintain Current Infrastructure while Preparing the Town for
Emerging Trends that Increase Public Safety and Quality of Life
Strategic Plan Structure
4
Underneath the four Strategic Priorities (SP) there are 11 Signature Strategies (SS)
and under the Signature Strategies there are 26 Supporting Tasks (ST). Thus, the
structure of this plan is built to flow from a Strategic Priority to a Signature Strategy to a
specific Supporting Task. In this way we can show bi-directionally, both how a Strategic
Priority results in a set of Supporting Tasks and how a specific Supporting Task ties
back to a larger Strategic Priority.
Each Supporting Task is further delineated with an expected timeline to implementation
(in years), estimated complexity (scale of 1-5 with 5 being most complex), and an
annotation of the potential for collaboration (y/n) between the Town of Fountain Hills
and a stakeholder or interested party.
Moving Forward
The success of The Town of Fountain Hills Strategic Plan 2022 depends on an effective
communications (internal and external) plan and monitoring process that supports its
implementation. Thus, the Strategic Planning Advisory Commission has included a
Communication and Monitoring Plan, (located in the appendices) that lays out avenues
of communication between the Mayor, City Council, Town Staff, and the Citizens of
Fountain Hills concerning the implemention of this Plan.
Strategic Planning Advisory Commission of Fountain Hills
Commissioners:
Chair: John Craft Vice Chair: Patrick Garman
Chad Bernick, Gerard Bisceglia, Mary Edman
Bernie Hoenle, Cynthia Magazine
5
TOWN OF FOUNTAIN HILLS STRATEGIC PLAN 2022
Strategic Priority (SP):
Targeted Collaborative Economic Development
Preamble:
An essential element of a thriving community is its economy. Fountain Hills is a small,
active community whose long-term sustainability requires an effective targeted
economic development plan. Economic development has become a hotly debated topic
and a much sought-after goal in towns across America. Industrial recruitment and
reliance on outside funding are giving way to locally based finance and entrepreneurial
activity. Fountain Hills needs to take advantage of its unique local resources and
leadership to advance its own successful local economy in a way that continues to
appeal to its residents and business community. Presently, the local chamber of
commerce and the Town actively work to support new and existing business growth.
The following strategies and their supporting tasks attempt to address the opportunity of
establishing a more unified and focused business development effort. Our commission
interviewed Town leadership, Chamber of Commerce, Fountain Hills Sanitary District
and Fountain Hills Cultural and Civic Association. We noted a recurring theme that
`strength-in-numbers' was important when pursuing opportunities. Hence, this strategic
priority focuses on the need for local collaboration.
1. Signature Strategy (SS) — Retain existing businesses and attract new ones.
Rationale: Existing businesses are the foundation of any economic growth strategy. By
building on what already exists, cities can support current businesses and create a
strong foundation. Attracting new businesses is often most effective when the effort is
tailored to the industries compatible with local economic, space, environmental, and
demographic characteristics.
A) Supporting Task (ST) — Develop and promote an effective brand image that
emphasizes Fountain Hills' livability, highly rated school district, healthfulness, and
safety to prospective businesses and residents.
Timeline: <3yrs Complexity: 2 Collaboration potential: Yes
B) Supporting Task (ST) - Develop industry-specific action plans for retaining
existing businesses and recruiting new ones for the following sectors: 1) Health and
wellness, 2) Professional services, and 3) S.T.E.M.
Timeline: <2yrs Complexity: 5 Collaboration potential: Yes
6
C) Supporting Task (ST) — Develop and maintain an economic development
webpage and business metrics database as part of its existing Town website.
Rationale: The creation of an economic development webpage would function as a one
stop shop to help new and existing business owners with business startup, or
expansion. This webpage would include a step-by-step guide to starting, or expanding a
business in Fountain Hills, links to important contacts, forms, and resources from
outside of the community; such as loan programs from the U.S. Small Business
Administration or community development financial institutions or technical assistance
from a regional small business development center such as the Maricopa Small
Business Development Center as well as the BizHub incubator. A business metrics
database would track the overall business health of the community and monitor the
effectiveness of economic development initiatives.
Timeline: <2yrs Complexity: 3 Collaboration potential: Yes
D) Supporting Task (ST) — Streamline the building permitting process in high
priority locations. Rationale: Review existing permit and approval processes and give
businesses investing in downtown and other priority infill locations an expedited permit
process to shorten the timeline and reduce development costs.
Timeline: <2yrs Complexity: 5 Collaboration potential: Yes
2. Signature Strategy (SS) — Lead the formation of collaborative economic
development groups. Rationale: The Commission believes that synergy can be
achieved if like-minded groups collaborate to strengthen our economic progress. The
groups can draw members from municipal governments, regional economic
development organizations, nonprofit organizations seeking to help communities, and
other stakeholders.
A) Supporting Task (ST) — Coordinate meetings between the Fountain Hills
Town Government, Fountain Hills Chamber of Commerce, and Ft. McDowell Yavapai
Nation. Rationale: The meetings will occur semi-annually to discuss the local
expansion of business and tourism opportunities. Each party brings unique skills,
contacts, and compatible goals to not only recruit business relocation to this area but
also support their transition and long-term success.
Timeline: <3yrs Complexity: 3 Collaboration potential: Yes
B) Supporting Task (ST) — Form a business professional advisory group.
Rationale: Ongoing collaboration between the public and private sectors is an
important component of economic development. To encourage collaboration, form a
business professional advisory group with volunteers from the public and private sectors
to discuss how the town could better facilitate economic development. Volunteers from
the community could include property owners, developers, school system
representatives, and retired governmental or business executives with particular
experience in health, professional, and technical services.
7
Timeline: <1 yrs Complexity: 2 Collaboration potential: Yes
Strategic Priority (SP):
Promote the Long-Term Financial Sustainability of Town
infrastructure, Environmental and Social Resources
Preamble:
The Commission recommends the following five guiding principles for fiduciary
responsibility that should be embraced by the Town of Fountain Hills: 1) Live within your
means 2) Employ cost recovery when setting fees for "individualized" services 3) Use
reserves only for one-time expenditures or temporary stop-gap measures 4) Study
contracting out services before attempting to do in-house. 5) Emphasize transparency.
1. Signature Strategy (SS) — Increase transparency and communication with the public
regarding continuous monitoring and internal controls of Town finances. Rationale:
Transparency leads to trust and trust leads to a community that is confident in providing
resources to the Town government to solve short and long term public issues on their
behalf.
A) Supporting Task (ST) - Hold public meetings twice a year, separate from
council meetings, to review the Town's financial health with the public.
Timeline: <1 yrs Complexity: 2 Collaboration potential: N/A
B) Supporting Task (ST) — Conduct a regularly occurring community survey in
order to track satisfaction levels over time on the provision of Town services.
Timeline: <2yrs Complexity: 2 Collaboration potential: Yes
2. Signature Strategy (SS) — Promote the long-term financial health and stability of the
Town as responsible and accountable stewards of the community's fiscal resources.
Rationale: The annual budget serves as the Town's financial plan. The budget is a
policy document that provides direction and priorities for the resources needed to
deliver community services.
A) Supporting Task (ST) — Research the potential advantages and
disadvantages of enacting a biennial budget.
Timeline: <3yrs Complexity: 3 Collaboration potential: N/A
B) Supporting Task (ST) - Produce and publish a five-year financial plan that
incorporates fiscally responsible revenue and expenditure forecasts.
8
Timeline: <2yrs Complexity: 3 Collaboration potential: N/A
C) Supporting Task (ST) - Conduct a Facilities Reserve Study that evaluates
funding strategies for the repair and/or replacement of existing facilities and
infrastructure.
Timeline: <3yrs Complexity: 3 Collaboration potential: N/A
D) Supporting Task (ST) —The Town will establish a permanent role for an
experienced grant researcher and writer.
Timeline: <2yrs Complexity: 2 Collaboration potential: N/A
3. Signature Strategy (SS) — Review the provision of governmental services to identify
opportunities for increased efficiency and economies of scale. Rationale: Balancing the
Town's use of government provided services and contracted services promotes both
stability and flexibility.
A) Supporting Task (ST) - Conduct a feasibility analysis of government services
provided by the Town.
Timeline: <2yrs Complexity: 4 Collaboration potential: N/A
B) Supporting Task (ST) - Promote staff efficiency by increasing the public's
access to self-service options. Examples include kiosks and online services that
improve organization, accommodation, payment options, accessibility, and security.
Timeline: <2yrs Complexity: 3 Collaboration potential: Yes
9
Strategic Priority (SP):
Improve the Public Health, Well-Being, and Safety of our Town
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.
1. Signature Strategy (SS) - 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.
A) Supporting Task (ST) - Promote, expand, and connect open space and
recreational facilities to create safe opportunities for physical activities.
Timeline: <3yrs Complexity: 3 Collaboration potential: Yes
B) Supporting Task (ST) - Work directly with local environmental organizations
to guide and synchronize their efforts in strengthening our community's connection with
its natural surroundings.
Timeline: <3yrs Complexity: 3 Collaboration potential: Yes
C) Supporting Task (ST) - Incorporate public health, well-being, and safety in all
Fountain Hills Government policies.
Timeline: <lyrs to review current policies, then ongoing for any policy changes or
new policies. Complexity: 2 Collaboration potential: N/A
D) Supporting Task (ST) - Create and publicize an Environmental Plan for
Fountain Hills.
Timeline: <1 yrs Complexity: 4 Collaboration potential: Yes
10
2. Signature Strategy (SS) - 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 specific, high priority tasks that fit within the Town's current
constraints regarding both human and financial resources.
A) Supporting Task (ST) - Support the expansion of preventive health and
wellness access within the Fountain Hills community.
Timeline: <lyrs to assess, then ongoing as opportunities are addressed.
Complexity: 2 Collaboration potential: Yes
B) Supporting Task (ST) - Create awareness of Fountain Hills as a community
focused on public health, well-being, and safety.
Timeline: <3yrs Complexity: 3 Collaboration potential: Yes
11
Strategic Priority (SP):
Maintain Current Infrastructure while Preparing the Town for
Emerging Trends that Increase Public Safety and Quality of Life
Preamble:
Fountain Hills infrastructure plays a vital role in the quality of life for our citizens and we
must maintain and prepare it for the future. Fountain Hills infrastructure must be capable
of supporting our town's economy, while holding public safety and quality of life as
priorities. There are generally many categories of infrastructure to consider, but focusing
solely on Fountain Hills, we identified four that are of particular interest to our town's
residents and elected leadership. This iteration of the Fountain Hills strategic plan will
deal with Broadband, Public Parks, Roads infrastructure areas.
1. Signature Strategy (SS) — Develop an investment plan and schedule to
maintain/bring FH's streets, medians, buildings, and parks to established standards.
Rationale: Infrastructure planning, funding, and execution information should be
available, clearly articulated, and transparently handled by Fountain Hills public
agencies.
A) Supporting Task (ST) - 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 reviewed by the Town
Council, and available to Town Citizens.
Timeline: <3yrs Complexity: 5 Collaboration potential: N/A
2. Signature Strategy (SS) — Support local Broadband strategic buildouts and
deployment efforts while ensuring the preservation of conduit and right of way for future
technologies. Rationale: Broadband, a generic term for high-speed Internet access,
enables students of all ages to learn online and businesses to reach customers and co-
workers; facilitates electronic and verbal communications; provides access to
healthcare and job openings; and can be the deciding factor of where a company
chooses to expand.
A) Supporting Task (ST) — Make co-location of broadband a requirement with
existing infrastructure planning as a condition of permit use or where public funding is
provided. This includes above-ground infrastructure and the codification of"dig once"
policies where service providers install broadband conduit as other infrastructure is
installed.
Timeline: <2yrs Complexity: 3 Collaboration potential: N/A
12
B) Supporting Task (ST) - Enact and enforce codes and standards to ensure
that utility poles and other structures that support 4G/5G and future telecommunications
equipment are structurally sound, reliable, and resilient.
Timeline: <3yrs Complexity: 4 Collaboration potential: N/A
3. Signature Strategy (SS) — Increase the ease and safety of multi-use aspects of
Fountain Hills roads. Rationale: A forward looking road strategy is essential to
everyday living in Fountain Hills, providing access to jobs, schools, shopping,
healthcare, wellness, and other services while enabling sustainable mobility options
such as pedestrian and biking access.
A) Supporting Task (ST) - The Fountain Hills Town Council Subcommittee on
Pedestrian and Traffic Safety will identify roads where lack of a safe and interconnected
sidewalk system increases risk to pedestrians and produce a plan and schedule to
remedy.
Timeline: <2yrs Complexity: 3 Collaboration potential: Yes
B) Supporting Task (ST) - Develop a comprehensive bicycle master plan, in
combination with dedicated citizen and organizational support. A successful plan will
focus on developing a seamless cycling network that emphasizes short trip distances,
multi-modal trips, and is complemented by encouragement, education, and enforcement
programs to increase usage.
Timeline: <2yrs Complexity: 3 Collaboration potential: Yes
4. Signature Strategy (SS) — Partner with other government agencies and outside
entities e.q. private companies, nonprofit organizations, and volunteer groups, to
evaluate and report on the health of the Fountain Hills parks and its asset
maintenance/management system. Rationale: Parks support economic prosperity and
build thriving, healthy, resilient communities. Besides providing recreational
opportunities and green space for all ages, parks provide a suite of ancillary benefits
such as higher property values, protection, and improvements to drinking water
sources, fewer urban heat islands, and stormwater management.
A) Supporting Task (ST) — Complete a park metric scoring analysis using a
nationally recognized system to benchmark the Town's park system.
Timeline: <2yrs Complexity: 3 Collaboration potential: Yes
13
APPENDIX A
COMMUNICATION AND MONITORING PLAN
Preamble:
This strategic plan is meant to be a working document. It is only as good as the efforts
of the people who created it, the people who approved it, and ultimately, the people who
are tasked with implementation. Upon approval of the 2021 Strategic Plan by the Mayor
and Town Council, the Strategic Planning Advisory Commission (SPAC) will focus its
efforts in support of informing the community, working with the Town's governmental
staff, and monitoring its incremental enactment.
Communication
1. Strategy - Establish collaborative communication channels by creating strong
working relationships with the Town Council, Town staff, and Town citizens.
A) Task - No later than first quarter 2022, SPAC will appoint one of its members
to become its Communications Liaison. The Communications Liaison will work with the
Town Staff and local media to keep the community updated on matters concerning the
plan's implementation and progress.
B) Task - A copy of the 2021 Five-Year Strategic Plan for the Town of Fountain
Hills will be placed on the Town's website - www.fh.az.gov.
C) Task - SPAC will support outreach to the general community through
FHTimes articles and interaction with local citizen groups and organizations as needed.
Monitoring
2. Strategy - SPAC will remain directly involved in monitoring the Town's
implementation efforts and their impact on the strategic priorities.
A) Task - SPAC will hold implementation meetings with the Town Manager and
Town Government Department Heads each quarter. The purpose of those meetings is
to monitor progress on elements of the strategic plan and to provide time for discussion
by attendees.
B) Task - The Town Council will receive a written summary of topics covered
during each meeting attended by the Town Staff and SPAC.
C) Task - SPAC will develop a Scorecard for documenting both progress and
issues related to the implementation of the Tasks in the 2022 Strategic Plan. The
Scorecard will be updated twice a year. The Scorecard will be posted on the Town's
website.
14
APPENDIX B
S.W.O.T. ANALYSIS for FOUNTAIN HILLS
Strengths
• Upscale community image
• Skilled and educated workers 30% Bachelors, 19.4% Graduate Degree (1)
• Commitment to sustainable development— new construction must maintain
views and environment
• Environmental setting — where the desert meets the mountains
• Violent crime rate - 48% lower than national average
• Property crime rate - 49% lower than national average
• Numerous special events
• Talented, productive Town staff
• Large, productive volunteer workforce at all levels: 14,000 volunteer hours (800
volunteers) in 2019; cost savings $346,000.
• Available commercial retail space
• Abundant amenities including growing presence of health and wellness
opportunities
• Easy access to Scottsdale and Sky Harbor Airport
• International Dark Skies designation
• Partnership with adjacent Native American Reservations
• Public schools highly rated
• Recent significant increase in apartment construction
Weaknesses
• Revenue/fiscal sustainability/cost control vs. real need
• Aging infrastructure; repairs falling behind
• Available retail space far exceeds the US average
• Available retail spaces need pricey modifications
• Road maintenance falling behind recommendations/need
• Image is seen as a retirement community, deterrent for young families
• School enrollment declining despite state high ratings.
• Residents want more events, especially for children
• Insufficient activities for children outside of school
• Housing affordability/recent escalation in housing prices (new and older)
• Demographic imbalance. 55-74-year-old is the largest age group; 54.4% of
population is over 50 years old.
• Land locked; population growth therefore limited (except state trust land).
• Lack of industrial space to attract large employers.
• Some landlords unwilling to rent out empty space to prospective businesses,
using empty spaces as tax write-offs.
• Residents not informed concerning our technological capabilities.
15
• Lack of environmental focus
Opportunities
• Working age residents are highly educated with 40% of ages 25-64 holding
bachelor's degrees or higher
• Working residents generally must outflow (commute) for work. Businesses need
educated work force; Town has a large pool to entice to stay in community.
• Technological capabilities are marketable to businesses
• Rebrand the Town: away from "retirement community" to environmental
stewardship and/or health and wellness
• Increasing interest in environmental initiatives
• Growing presence of health and wellness businesses
• Proposed International Dark Skies Discovery Center; huge draw into community
for visitors (another environmental initiative)
• Ongoing migration to Arizona can be enticed by views, office space and
educated work force, as well as a Town focus on health/wellness/environmental
programs.
• Strategic partnerships with ASU/NAU
• Shea Blvd/Target corridor redesign/redevelopment
• Future technology down Avenue of the Fountains
• Continue to encourage increasing the rental market
• Continue reworking Town website to assist with rebranding and reputation
management
• Address absentee landlord/tax write-off issue
• With recent surge in housing development, continue to include State Trust Land
in "back pocket".
Threats
• Potential challenges during economic downturns with sustainable revenue
• Opportunities to improve revenue increasingly limited by state
• Residents defeated property tax option three times in past
• Some residents are outside of workforce (over 65) and may not have as much
disposable income to feed the local economy.
• Population surge from outside of Arizona driving up home prices.
• Can recent population growth be met by current Town budget?
• Lack of current attractive Town branding (other than "retirement community").
• Town website does not offer attractive options for relocation of business or
family.
• School population declining despite high marks/realtor discouragement
• Retail dependence on seasonal residents
• Economic downturn can more adversely impact Fountain Hills since it is
dependent on outflow workers to feed the local economy.
16
Threats (cont.)
• Timely infrastructure maintenance potentially inhibited by lack of sustainable
revenue source
• Vacant buildings/absentee landlords create town blight.
17
APPENDIX C
Strategic Priorities Aligned with Revised SWOT Analysis, with
Emphasis on Threats and Weaknesses being Addressed
FINANCE
Weakness/Threats: Revenue/fiscal sustainability
• Promote long term financial health and stability by:
• Producing a feasibility study for the Town Council to evaluate a two-year budget
cycle
• Producing a five-year financial plan that incorporates fiscally responsible revenue
and expenditure forecasts
• Conducting a facilities reserve fund study that provides funding strategies for the
repair, replacement of existing facilities and infrastructure
• Establishing a grant researcher/writer position as a permanent function
• Increase transparency and public communication of town finances by:
• Conducting twice-yearly public meetings to review the Town's financial health
with the public and demonstrating continuous monitoring and internal controls of
Town's finances
• Administering a regularly occurring satisfaction survey to understand satisfaction
re: Town services
• Review the provision of governmental services by:
• Identifying opportunities for increased efficiency and economies of scale
• Conducting an analysis of government services for opportunities to achieve
efficiency and flexibility through additional outsourcing
• Increase public access to self-service options that improve payment methods,
access and security.
ECONOMIC DEVELOPMENT
Weaknesses/Threats: Retail space greatly outpaces what residents can support;
brand image is "retirement community"; lack of industrial space to attract large
employers; retail dependence on seasonal residents
• Identify Economic Development as a major strategy to support financial stability
• Attract businesses compatible with FH economic, space, environment and
demographics
• Develop a Town brand image that appeals to the "right" businesses
• Create and maintain an economic development website, a one-stop-shop to help
businesses
• Streamline the permitting process
• Form an economic development coalition between the Town, Chamber of
Commerce, and Yavapai Nation, to expand business/tourism opportunities
18
• Create an Economic Development Task Force, encourage ongoing collaboration
between public and private town sectors using volunteers from the schools,
businesses, property owners, developers, retired executives
PUBLIC HEALTH, WELL-BEING, AND SAFETY
Weaknesses/threats: Retirement Image not a draw; Residents want more
connection to environment and open space; more activities for children
• Create awareness of Fountain Hills as a community focused on public health,
well-being, and safety (aka "branding").
• Create and publicize a Town Environmental Plan
• Promote, expand, and connect open space and recreational facilities to create
safe opportunities for physical activities/more activities for children
• Work with local environmental organizations to guide and synchronize their
efforts in strengthening the community's connection with its natural surrounding
• Centralize information to manage unexpected occurrences such as fire, flood,
and storms; publicize such information to residents on a regular basis
• Support the new Master Plan for parks and recreation, including new programs
for children
• Promote awareness of vehicle, pedestrian and bicycle rights to help reduce
conflicts and accidents
19
INFRASTRUCTURE, (Public Parks, Roads, and Broadband)
Weaknesses/Threats: Aging infrastructure falling behind; road maintenance far
short of recommendations; residents uninformed re our technological
capabilities
• 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.
• Update condition report annually and make available to Town citizens
• Identify roads where lack of a safe and interconnected sidewalk system
increases risk to pedestrians
• Produce a corrective action plan for roads including a remedy schedule
• Support local Broadband strategic build-outs while ensuring the preservation of
conduit and right-of-way for future technologies
• Make co-location of broadband a requirement with existing or new infrastructure
planning a condition of permit use or where public funding is provided
• Enact and enforce codes and standards to ensure utility poles and other 4G/5G
structures and future telecommunications equipment are structurally sound,
reliable, resilient
20
APPENDIX D
Fountain Hills Infrastructure
Technical Infrastructure
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.
Challenges to the Mission
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, but
the maintenance costs are also relatively higher per capita. 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 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
21
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.
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 regularly
experience service quality issues.
Fountain Hills is exploring ways to improve broadband services within the community,
while these services are being explored residents can look to Elon Musks' Startlink
service is which soon to exit its beta test program. Starlink satellite service could prove
to be a solution for many town residents. In 2021 SpaceX's Starlink service should
come online 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.
l00% �n
'��� Snartphcne
80% CenM.rne
Headband
60%
40%
ic"
?v
20%
0%
1900 1920 1940 1960 1980 2000
"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
Physical Infrastructure & Vacancies
Residents have commented about the large number of office/retail vacancies around
town as well as challenges getting some landlords to rent retail spaces. Anecdotes
captured while talking with local business owners revealed a similar theme. Landlords
22
opted to use vacant properties as a write-off or asked for rental rates in line with North
Scottsdale markets. This priced out some new businesses looking to start in our
community.
There is more to the story to understand vacancies around town. Businesses will often
do studies to see a population base within 3-5 miles of their operation and use national
averages to calculate the number of likely consumers for the service. For example, if a
town has 30,000 people in a 3-mile radius of a store front, it is possible to review what
share of the population base may be interested in the business. If the business idea
was a martial arts studio, only 1% of the population is interested in martial arts, meaning
the potential customer base is 300 residents. A restaurant might have a potential
market share of 2,400 residents divided by the number of competing restaurants within
the potential market share radius. These competing forces within a market share radius
and residents' seasonality greatly impact what the town can sustain.
Fountain Hills has an abundance of space available for retail usage, currently 2.3 million
square feet of it. Leading demographics include a median household income of
$80,464 and 55.1% educational attainment of an Associate degree or higher.
According to data captured by Retail Square Feet per Capita
Statistica, in 2018 retail space in the 600
USA is, on average, 23.5 square feet
per person. More affluent !l1.7MSgtt Excess RetailSpace 11
neighborhoods can support more retail 450
space per capita, however the level of
fidelity in the data was not available to 300
identify a community in line with
Fountain Hills.
150
The population of Fountain Hills based
on the V2019 estimates shows that o
25,200 people call Fountain Hills their USA Average Fourier Hills
home. Using the number of residents, we can calculate the square feet of retail space
the town would support on average as 592,200sq ft (25,200 x 23.5= 592,200).
This seems to indicate the town has roughly an excess of 1.7 million square feet of retail
space. These are of course estimates based on averages. It is probable to assume
under a more micro lens that the average income and disposable income of a town
would indicate it can support more retail space per capita. However, it is a data point to
keep in mind as store fronts receive building permits for more retail spaces. The data
suggest local government cannot develop business and use of retail space beyond what
the population can sustain.
23
24
TOWN OF FOUNTAIN HILLS
Strategic Plan 2022
Strategic Planning Advisory Commission (SPAC)
January 2022 4,,,,„S AIN 9
.„ r•° ---- - WWW.FH.AZ.GOV
•
I
TOWN OF FOUNTAIN HILLS ,7a`' •� . , ,-�, {-� -4w e,'4 �'> '.'.. "
35kt A .r r �VeL l� a 'ir r x y1 y 7
•�a3J fitelio v. C• '4 l ' e14 a� •fie "4". , 1. 4y'5.may .9
•
e
Guiding Principles " T'
Manageable �, e x .
R +A 4 d
Measurable
lmpactful . -
r,{ .fir _
3
,.,,,z,-,,,,,,s„..,it.if ,,- t-llok ' a,'t"..,-'',' ...a.
4
,15
r`
' R
j (lt r1,1,i
VII
L‘ a ,. 0!0'10 7
n ,,
.5�, .:.• - -- ------ -. -_._ _.-----. .. WWW.FH.AZ.GOV
± x. / . ;`fir
PLANNING ACKNOWLEDGEMENTS
✓ Town has limited resources
✓ Economic seasonality
✓ Strong, talented volunteer base
Revenue variability
✓ Limited residential growth
r Unmatched natural beauty
at AI
WWW.FH.AZ.GOV
COMMUNITY & STAKEHOLDER INPUT
The Strategic Planning Advisory Commission's Approach:
• Engaged local business, civic, education and government leaders for inputs, observations and
experiences.
• Collaborated with Vision Fountain Hills to survey over 900 local residents.
• Assessed the impact of the 2017 strategic plan
• Reviewed developing strategic plans of the Town (i.e., General Plan — Parks & Rec)4q AI.V,
N
?
i
i
4.t.00 WWW.FH.AZ.GOV
VISION FOUNTAIN HILLS - Survey Results *
Respondents' Primary Community Interests:
• Business Development
• Technology Services
• Town's Condition
• Environment
• Town Finances
• Safety
«Reflecting highest levels of importance from 900 respondents
1y1 AIAyI
C
4 eJ
•
{
WWW.FH.AZ.GOV
KEYNOTE THEMES IN THE PLAN ' S
DEVELOPMENT
Collaborative Transparency& Stewardship ofLocal
Partnering Ownership Environment
4.v y
+,,,._ 51 WWW.FH.AZ.GOV
PROPOSED STRATEGIC PRIORITIES-2022
*Targeted collaborative economic development
*Promote the long-term financial sustainability of Town
infrastructure, environmental and social resources
*Improve public health, well-being, and safety of our Town
*Maintain current infrastructure while preparing the Town for
emerging trends that increase public safety and quality of life
"4._ , WWW.FH.AZ.GOV
TARGETED COLLABORATIVE ECONOMIC
DEVELOPMENT
Signature Strategy #1
Retain existing businesses & attract new ones
Supporting Tasks
• Develop & promote an effective brand image that emphasizes FH livability, highly rated school district,
healthfulness, and safety to prospective businesses and residents.
• Develop industry-specific action plans for retaining existing businesses and recruiting new ones for the following
sectors: health & wellness, professional services, and S.T.E.M.
• Develop and maintain an economic development webpage and business metrics database as part of its existing
Town website.
• Streamline the business building permit process in high priority locations.
Signature Strategy #2
Lead the formation of collaborative economic development groups
Supporting Tasks
• Coordinate meetings between FH Town Government, Chamber of Commerce, Ft McDowell Yavapai Nation.
• Form a business professional advisory group
wT.,H
J
,,
�'• �� WWW.FH.AZ.GOV
PROMOTE LONG-TERM FINANCIAL SUSTAINABILITY OF TOWN
INFRASTRUCTURE, ENVIRONMENTAL, AND SOCIAL RESOURCES
Signature Strategy #1
Increase transparency and communication with the public regarding continuous monitoring and internal controls of
town finances
Supporting Tasks
• Hold public meetings twice a year, separate from council meetings, to review the Town's financial health.
• Conduct a regularly occurring community survey in order to track satisfaction levels over time on the provision of Town services
Signature Strategy #2
Promote long-term financial health and stability of the Town as responsible and accountable stewards of the
community's fiscal resources
Supporting Tasks
• Research the potential advantages and disadvantages of enacting a biennial budget.
• Produce and publish a 5-year financial plan that incorporates fiscally responsible revenue and expenditure forecasts.
• Conduct a facilities reserve study that evaluates funding strategies for the repair or replacement of existing facilities and
infrastructure.
• The Town will establish a permanent role for an experienced grant researcher and writer.
qT ALV�
•'%o.T,.i - _ _ www.FH.AZ.GOV
Promote Long-Term Financial Sustainability of Town
Infrastructure, Environmental, and Social Resources (cont.)
Signature Strategy #3
Review the provision of governmental services to identify opportunities for increased efficiency and economies of
scale
Supporting Tasks
• Conduct a feasibility analysis of government services provided by the Town.
• Promote staff efficiency by increasing the public's access to self-service options.
fl Al v
g
WWW.FH.AZ.GOV
IMPROVE THE PUBLIC HEALTH, WELL-BEING, AND SAFETY OF
OUR TOWN
Signature Strategy #1
Enhance the natural and built environment of Fountain Hills
Supporting Tasks
• Promote, expand, and connect open space and recreational facilities to create safe opportunities for physical
activities.
• Work directly with local environmental organizations to guide and synchronize their efforts in strengthening our
community's connection with its natural surroundings.
• Incorporate public health, well-being, and safety in all FH governmental policies.
• Create and publicize an environmental plan
Signature Strategy #2
Make Fountain Hills a community focused on public health, well-being, and safety
Supporting Tasks
• Support the expansion of preventive health and wellness access within FH.
• Create awareness of FH as a community focused on public health, well-being, and safety.
AIN fI
�t�
W.
WWW.FH.AZ.GOV
MAINTAIN CURRENT INFRASTRUCTURE WHILE PREPARING OUR
TOWN FOR EMERGING TRENDS THAT INCREASE PUBLIC SAFETY AND
QUALITY OF LIFE
Signature Strategy #1
• Develop an investment plan and schedule to maintain/bring FH's streets, medians, buildings, and parks to
established standards.
Supporting Task
• 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.
Signature Strategy #2
Support local broadband buildouts and deployment efforts while ensuring the preservation of conduit right of way for
future technologies.
Supporting Tasks
• Make co-location of broadband a requirement with existing infrastructure planning as a condition of permit use or where public
funding is provided.
• Enact and enforce codes and standards that utility poles and other structures that support 4G/5G and future
telecommunications equipment are structurally sound, reliable, and resilient.
MAINTAIN CURRENT INFRASTRUCTURE WHILE PREPARING OUR
TOWN FOR EMERGING TRENDS THAT INCREASE PUBLIC SAFETY AND
QUALITY OF LIFE (cont.)
Signature Strategy #3
Increase ease and safety of multi-use aspects of Fountain Hills roads.
Supporting Tasks
• The FH Town Council Subcommittee on Pedestrian &Traffic Safety will identify roads where lack of a safe and interconnected
sidewalk system increases risk to pedestrians and produce a plan and schedule to remedy.
• Develop a comprehensive bicycle master plan in combination with dedicated citizen and organizational support.
Signature Strategy #4
Partner with other government agencies and outside entities e.g., private companies, nonprofit organizations, and
volunteer groups, to evaluate and report on the health of FH parks and its asset maintenance/management system.
Supporting Task
• Complete a park metric scoring analysis using a nationally recognized system to benchmark Town's park system.
TOWN OF FOUNTAIN HILLS
I
Questions ?
y
te
•'Oa. _-_�:.------------------ - WWW.FH.AZ.GOV
Progress Report-2022 Fountain Hills Strategic Plan
(Strategic Priority 1-Collaborative Economic Development)
Tasks Priority A-C Ownership Start Date Updates and progress %completed
Brand Image
Industry specific
action plans
Econ Dev webpage/
Metrics database
Streamline
permit process
Mtgs w/CoC and
Fort McDowell
2X year
Business
Professional
Advisory group
Progress Report-2022 Fountain Hills Strategic Plan
(Strategic Priority 2-Promote Financial Sustainability)
ITasks Priority A-C Ownership Start Date Updates and progress %completed
Public meetings
Financial health
Regular community
surveys
Assess viability of
biennual budget
Produce/publish
5 yr.financial plan
Facilities reserve
study
Grant research
writer
position
Feasibility analysis
government services
Self service options
for the public
Progress Report-2022 Fountain Hills Strategic Plan
(Strategic Priority 3-Public Health,Well-Being and Safety)
Tasks Priority A-C Ownership Start Date Updates and progress SC completes
Connect open space
w/rec facilities
Work w/environ.
orgs.Locally
Include H,W,S in
govt policies
Publish an
environmental plan
Expand
preventive health/
wellness access
Create community
awareness of
H,W and S
Progress Report-2022 Fountain Hills Strategic Plan
(Strategic Priority 4-Maintain infrastructure)
Tasks Priority A-C Ownership Start Date Updates and progress %completed
Develop
infrastructure
condition report
Require co-location
of broadband
Enact/enforce
codes that support
4G/5G buildouts
Support pedestrian/
traffic safety plan
Develop a
bicycle master plan
Complete a
parks metric scoring
analysis