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HomeMy WebLinkAboutSPAC.2022.0120.Minutes TOWN OF FOUNTAIN HILLS MINUTES OF THE REGULAR MEETING OF THE FOUNTAIN HILLS STRATEGIC PLANNING ADVISORY COMMISSION JANUARY 20, 2022 1. CALL TO ORDER— Chairman Craft Chair Craft called to order the meeting of the Strategic Planning Advisory Commission at 4:04 p.m. 2. ROLL CALL—Chairman Craft Present: Chairman John W. Craft, Jr.; Vice Chairman Patrick Garman; Commissioner Cynthia Magazine; Commissioner Bernie Hoenle Absent: Commissioner Chad Bernick; Commissioner Gerard Bisceglia; Commissioner Mary Edman Staff Town Manager Grady Miller; Executive Assistant Angela Padgett-Espiritu 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. The following individuals addressed the Commission: • Larry Meyers • Ed Stizza Comments included: • The town ignores the strategic plans over the years • Natural beauty has been in the town strategic to take advantage of the town's natural beauty • Recommendation from staff to blow the top off of a mountain and allow a bunch of crappy apartments for some temporary residents •We are missing the boat on several different entities as far as taking care of our town •The detox issue has proliferated from one drug house in our residential neighborhoods to six with always the same comment, there's nothing we can do • I came here to thank you and to point out that I wish you all had some teeth toward town staff 4. CONSIDERATION AND POSSIBLE ACTION Approval of the Minutes of the Regular Meeting of November 17, 2021. MOVED BY Commissioner Cynthia Magazine, SECONDED BY Commissioner Bernie Hoenle to APPROVE the meeting minutes of the November 17, 2021, Strategic Planning Advisory Commission. Vote: 4 - 0 - Unanimously 5. CONSIDERATION AND POSSIBLE ACTION Approval of the Strategic Planning Advisory Commission Meeting Schedule of 2022. Vice Chair Garman recommends for consideration have a meeting every month. He said that if for some reason we don't have a quorum, we don't have to have a meeting, but otherwise, he would say on behalf of the town the commission just meets every month. Commissioner Hoenle agreed that putting the months of July and August on the schedule for monthly meetings will get the commission into a routine by staying engaged instead of taking a break for two months. MOVED BY Commissioner Cynthia Magazine, SECONDED BY Chairman John W. Craft, Jr. to APPROVE the 2022 Strategic Planning Advisory Commission meeting schedule to form with an amendment of adding the months of July and August 2022 into the meeting schedule. Vote: 4 - 0 - Unanimously 6. UPDATE ON New Strategic Plan 2022 Chair Craft reported that there are some minor points that need clarification for members of the Council. He said that he met with the Mayor and Town Manager and requested that Town Manager Miller give an update. Town Manager Miller reported that he had a chance to follow up with a couple of the Council members. He found that the issues were not in the strategic priorities but in the details and pointed to the SWOT Analysis that was attached and that had not been previously part of the packet. He recommended not having the SWOT analysis attached and wordsmith some items. He said that he did not want to change the intent of the plan. Town Manager recommended rewording the task " building safe sidewalks" which sounds like the town has been building unsafe sidewalks to "ensure that all sidewalks constructed, improve safety or construct sidewalks to improve safety". He said that he does think it is going to take some effort, but not going to be a lot of work. He said that the revised plan and recommended changes will be brought back to the commission for their review and consideration. Vice Chair Garman commented that he thinks that they need to give the Council a streamlined efficient plan and not everything that was used to produce the plan and agreed with removing the appendix. 7. CONSIDERATION AND POSSIBLE ACTION Selecting a Communication Liason. Chair Craft said that assuming we get council approval in March, the commission can then begin the discussion with regards to the Communication Liaison. He suggested additional discussion before they ask for a volunteer or impose that responsibility on someone in terms of what that role entails. Chair Craft pushed further discussion on this item to the commission meeting in March. 8. CONSIDERATION AND DISCUSSION OF Communication and Monitoring Plan. Chair Craft gave an overview of the Strategic Plan 2022 Progress Report Workbook (see attached). He said that each page is for a specific strategic priority and the tasks that go along with that priority. He said that Town Manager Miller and the Department Directors would establish ownership and their own priority for each task, as well as, the start date and the effective date of achieving that task, and then they would give periodic updates on the progress. The Progress Report would be maintained by Town Manager Miller and Executive Assistant Angela Espiritu and then placed on the town's website. Chair Craft reported that further discussion on this item is to be continued at the March meeting, pending Council approval of the Strategic Plan. 9. REPORTS BY COMMISSIONERS AND TOWN MANAGER No reports were given by the Town Manager and the Commissioners. 10. ADJOURNMENT MOVED BY Commissioner Bernie Hoenle, SECONDED BY Commissioner Cynthia Magazine to ADJOURN the meeting of the Strategic Planning Advisory Commission at 4:53 p.m. Vote: 4 - 0 - Unanimously STRATEGIC PLANNING ADVISORY COMMISSION ,•Pri— /hn W. Craft, Jr., ',airman ATTEST AND PREPARED B : Angela piritu, xecutive sistant 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 20th day of Janaury, 2022, and I further certify that the meeting was duly called and that a quorum was present. DATED this 16th day of February, 2022. ser Angela spiritu, xecutive Assistant 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 ITEM 6. J�1AIN t eg TOWN OF FOUNTAIN HILLS G y STAFF REPORT avt Meeting Date: 01/20/2022 Meeting Type: Strategic Planning Advisory Commission Agenda Type: Submitting Department: Administration Prepared by: Angela Padgett-Espiritu, Executive Assistant to Manager, Mayor/Council Staff Contact Information: Request to Strategic Planning Advisory Commission (Agenda Language): UPDATE ON New Strategic Plan 2022 Staff Summary (Background) Attachments Strategic Plan 2022 Complete Strategic Plan 2022 Presentation Strategic Plan 2022 Progress Report Workbook Form Review Form Started By:Angela Padgett-Espiritu Started On:01/13/2022 08:47 AM Final Approval Date:01/13/2022 TOUT OF FOUNTAIN lia.LS 46 Town of Fountains Hills Strategic Plan 2022 FOREWORD BY THE MAYOR 1 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: fr Targeted Collaborative Economic Development fr Promote the Long-Term Financial Sustainability of Town Infrastructure, Environmental and Social Resources y Improve Public Health, Well-Being, and Safety of our Town r 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. • 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.g. 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