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HomeMy WebLinkAboutSPAC.2017.0427.Agenda , THE TOWN OF FOUNTAIN HILLS tkor AFFIDAVIT OF WEB POSTING OF THE POST MEETING ACTION NOTICE STATE OF ARIZONA } } ss COUNTY OF MARICOPA } The affiant, after first duly sworn deposes and says: That the Fountain Hills Town Clerk, personally posted or had posted a copy of the attached post meeting action notice(s) on the Town's website: ❑ Town Council Meeting Date of: ❑ Town Council Work Study Meeting Date of: ❑ Town Council Special Meeting Date of: ‘SPf}- - y� Commission Meeting Date of: • a / 21 L Other: � a _ . -0,1 The above ref d post meeting action notice was posted: , 20 /? at 57 a.m 11. ill in date and time) . BY: d511-41 --_______. SIG TURF SUBSCRIBED AND SWORN to me this (9 n� day of r l , 20 fl. JENNIfER IY , .- ) Nota ! zona0 - Not Public u ^ := My Commission Expires April 09, 2019 Expiration Date ATTACH COPY OF THE POST MEETING ACTION AGENDA NOTICE TO THIS AFFIDAVIT 41Sw C:\Users\NWalter\AppData\Local\Microsoft\Windows\Temporary Internet Files\Content.IE5\RXZWNHJI\Individual+Affidavit+of+Web+posing+the+Post+Meeting+Action+Notice.doc 2/09 POST ACTION AGENDA NOTICE o nw yr NOTICE OF THE REGULAR MEETING o gm 5 OF THE TOWN OF FOUNTAIN HILLS - STRATEGIC PLANNING ADVISORY COMMISSION TIME: 4:00 P.M. WHEN: THURSDAY,APRIL 27, 2017 WHERE: FOUNTAIN HILLS COUNCIL CHAMBERS 16705 E. AVENUE OF THE FOUNTAINS, FOUNTAIN HILLS, AZ A majority of the Council members may be in attendance. No official action will be taken. Strategic Planning Commissioners will attend either in person or by telephone conference call. PROCEDURE FOR ADDRESSING THE COMMISSION Anyone wishing to speak before the Commission must fill out a speaker's card and submit it to the Executive Assistant prior to Commission discussion of that Agenda item. Speaker Cards are located in the Council Chamber Lobby and near the Executive Assistant's position near the dais. Speakers will be called in the order in which the speaker cards were received either by the Executive Assistant or the Commission Chair. At that time,speakers should stand and approach the podium. Speakers are asked to state their name and whether or not they reside in Fountain Hills(do not provide a home address)prior to commenting and to direct their comments to the Presiding Officer and not to individual Commission members. Speakers' statements should not be repetitive. If a speaker chooses not to speak when called, the speaker will be deemed to have waived his or her opportunity to speak on the matter. Speakers may not(i)reserve a portion of their time for a later time or(ii)transfer any portion of their time to another speaker. If there is a Public Hearing,please submit the speaker card to speak to that issue during the Public Hearing. Individual speakers will be allowed three contiguous minutes to address the Commission. Time limits may be waived by (i) discretion of the Town Manager upon request by the speaker not less than 24 hours prior to a Meeting, (ii) consensus of the Commission at Meeting or(iii) the Chair either prior to or during a Meeting. Please be respectful when making your comments. If you do not comply with these rules,you will be asked to leave. Notice is hereby given that pursuant to A.R.S. §1-602.A.9 , subject to certain specified statutory exceptions, parents have a right to consent before the State or any of its political subdivisions make a video or audio recording of a minor child. Meetings of the Town Council are audio and/or video recorded, and, as a result, proceedings in which children are present may be subject to such recording. Parents in order to exercise their rights may either file written consent with the Town Clerk to such recording, or take personal action to ensure that their child or children are not present when a recording may be made. If a child is present at the time a recording is made,the Town will assume that the rights afforded parents pursuant to A.R.S. §1-602.A.9 have been waived. The agenda for the meeting is as follows: 1) CALL TO ORDER @ 4:12 p.m. 2) ROLL CALL 3) CALL to the PUBLIC a) Pursuant to A.R.S. §38-431-01(G),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 Commissioner 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. CONSIDERATION of Approving the March 23, 2017 Meeting Minutes APPROVED 5) REVIEW and APPROVE the final draft of the Strategic Plan APPROVED, AS AMENDED 6) CONSIDERATION of Adjournment APPROVED @ 4:50 p.m. Dated this 19th day of April, 2017 By: 4 (4/ (� Nancy Walter, Executive Assistant Pursuant to Title II of the American with Disabilities Act(ADA),Strategic Planning Advisory Commission does not discriminate on the basis of a disability regarding admission to public meetings. Individuals with disabilities who require auxiliary aids or services for effective communication in this meeting may contact 480-816-5100 (voice) or 1-800-367-8939 (TDD), 72 business hours prior to the meeting start time. 1.1sr w° o that is AO Town of Fountain Hills Strategic Planning Advisory Commission 2015 Five-Year Strategic Plan April 20, 2017 v3.1 Contents Mayor's Message/Chair's Message 2 Abstract 2 Vision 2 Values 2 Background 2 Partnerships 3 Core Responsibilities of the Town 3 How the Plan will be Used 4 Communication Plan 5 How We Prioritized the Goals and Objectives 6 Strategic Goals 6 Appendix A:Town of Fountain Hills Updated SWOT Analysis 12 Appendix B: Source Materials and Brainstorming Ideas 14 2015 Fountain Hills Strategic Plan Draft Mayor's Message/Chair's Message To be written. Abstract The Fountain Hills Strategic plan is designed to empower every Town staff,Town Council, and Strategic Advisory Planning Commission member to ensure that efforts to complete and track progress of the Strategic Plan continue over its five-year life span regardless of position changes, elections, etc.This is a living document, intended to endure in principal and evolve in goals, objectives, and approach. Vision Fountain Hills is a distinctive community with long term-economic sustainability and vitality anchored with an active and vibrant town citizenship that serves to invigorate a rich cultural, social and economic quality of life. Values The following core values are a set of important and lasting beliefs and ideals shared by the members of our community. Our stated values influence and serve as broad guidelines in all situations to determine if we are on the right path and fulfilling our strategic goals; creating an unwavering and "mid unchanging guide. • Preserve the health, well-being and safety of all our residents and visitors; • Champion the diversity of experiences our residents bring to our community and rely on this depth of experience to innovatively address our challenges and continually improve our community; • Take responsibility for our Town's success by building partnerships and investing in our talent and resources; • Steward this unique enclave, dedicated to preserving the environment and visual aesthetic and to living in balance with the Sonoran Desert. • Encourage a strong community that meets the needs of a growing, balanced demographic. Background This is the third major revision of the Fountain Hills Strategic Plan.The plan is substantially revised every five years, and for the 2015 refresh cycle, the Strategic Planning Advisory Commission departed from the historical structure and tone of the previous two revisions; opting instead to focus on specific, measurable goals and objectives. Confidential Page 2 4/19/2017 2015 Fountain Hills Strategic Plan Draft At the onset of the development of this plan, the Strategic Planning Advisory Commission facilitated a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis report. That report helped provide context and focus for the resulting content. A full copy of that report is included in Appendix A of this document. Every goal and objective in this document is the result of numerous forums, engagements, discussions, polls, and presentations—all designed and intended to have this plan be the product of the community. The Strategic Planning Advisory Commission worked closely with a number of community organizations to facilitate input from the residency on priorities and goals. The Vision FH organization in particular provided enormous support and partnership, also serving as liaison to many other local organizations and groups. Partnerships A key success criteria to fulfilling the vision of the 2015 Fountain Hills Strategic Plan is the Town's long- term collaboration and partnership with those whom the goals and objectives were developed. Many local groups and organizations directly and indirectly contributed to this content. Significant contributors included: • Vision Fountain Hills • Fountain Hills Chamber of Commerce • Fountain Hills Business Alliance • JumpStart Business Incubator • Fountain Hills Civic and Culture Association • Fountain Hills Unified Schools District • Town of Fountain Hills Department Heads. Core Responsibilities of the Town In the context of this Strategic Plan it's important to note that the Town Government has a number of specific, adjudicated core responsibilities: • Administration • Infrastructure • Public Safety • Parks and Recreation And, while the community input for the content of this plan included a very broad and rich source of information and priorities, the goals and objectives included in this plan have been distilled from that input such that they are within the legal and logistical scope of the core responsibilities of the Town. A large part of the balance of the input we received from the community has been shared and taken on by our partner organizations. Appendix B includes a summary of that collateral. Confidential Page 3 4/19/2017 2015 Fountain Hills Strategic Plan Draft How the Plan will be Used In a municipal setting, staff and partner organizations use the strategic plan to develop proposals and initiatives that implement elements of the strategic plan; Council uses the strategic plan to evaluate all proposals. While a full update of a Strategic Plan is recommended periodically (every five years), the Strategic Plan should be reviewed annually and adjustments made as necessary. The following cycle outlines the annual use of the Strategic Plan: Fall • SPAC reviews previous fiscal year achievements, recommends any potential Strategic Plan revisions to Council, and provides recommendations for future goals/action plan • Council considers revisions to Strategic Plan • Council sets annual goals Winter • Staff outlines annual action plan based on Council goals Spring • Council passes budget based on action plan Summer • Staff monitors implementation of Strategic Plan • Staff develops annual achievements report reflecting implementation of the Strategic Plan (based on previous year budget/action plan/goals) Review/Revise Strategic Plan • Monitor Plan and Anneal Set Annual Accomplishments fi t Goals Strategic Planning 3 Process Develop and 41 Outline Action Adopt Budget Plan \*•.. Confidential Page 4 4/19/2017 2015 Fountain Hills Strategic Plan Draft Communication Plan The Communications Plan for the 2015 Fountain Hills Strategic Plan is designed to empower SPAC Commissioners, town staff members and Town Council members to ensure that efforts to complete the Strategic Plan continue over the five-year scope regardless of position appointment changes, elections, staff changes, etc. The Strategic Planning Advisory Commission applied significant focus and effort to methods and modalities of communicating the overall plan and reporting the regular and specific progress of each goal and objective. At the time of the writing of this plan, specific communication methods and modalities are still being evaluated and will be presented to the Town Council for consideration and approval. Following are the elements of the communication framework to be finalized. Our Commitment Our commitment to communication is intended to ensure transparency and accountability for the goals and initiatives within the plan, as well as to help in identifying possible course corrections, as we analyze where efforts are being taken and document results or lack thereof. Status Updates We will communicate progress and status of the Plan's goals, milestones, and initiatives, on a regular basis in clear, easy-to-understand language and easily accessible methods. Audience—Who is the Strategic Plan Written for? • Town Council and Mayor • Fountain Hills Residents • Our Local Partner Groups Modalities— Methods We Will Use to Communicate The Strategic Planning Advisory Commission recommends the Town present status updates in a variety of ways. Specifically, we suggest a mixture of traditional and online modalities that include: • Published and downloadable documents: o Word Document o PowerPoint o Executive Summary document • Online/web version: o Mobile Application o Social media o Fountain Hills Town website • In print— Fountain Hills Times • Public forums Confidential Page 5 4/19/2017 2015 Fountain Hills Strategic Plan Draft Content - What We Will Communicate • Near term outcomes (Plan launch thru first 12 months) • Long term outcomes (13 months—year 5) • Metrics/milestones for monitoring and reporting Guidelines - How Will it be Communicated? Presentation of updates regarding progress of the Strategic Plan should meet the following requirements: • Easy to read and understand at a short glance (dashboard). • Include an easy guide on how to read the status updates. • Visually consistent between and among all Strategic Goals and Objectives. • Presentable in a variety of mediums such as online, published in hard copy, etc. • Should include detailed data behind a summary view so the viewer may choose to "drill down" into the details behind that summary view. • Tasks/Milestones should be refreshed/updated as required by the milestone completion date. How We Prioritized the Goals and Objectives Every strategic goal and objective included in this Strategic Plan is important and considered achievable by the Strategic Planning Advisory Commission, Town Council, and Town Manager. Having stated that, the Strategic Planning Advisory Commission, together with the Town Manager, assigned high-level priorities to each of the objectives within the strategic goals. This prioritization process is intended to reflect a narrow set of operating constraints and assumptions. The priorities: • Reflect the voice of the residents that participated in the groups and public forums and their view of importance, • Offer a potential context for funding prioritization, • Are not "set in stone", i.e., the dependency among items may shift or influence the stated priorities, • Do not necessarily imply a chronological order of completion. Strategic Goals The following section presents the specific target strategic goals and objectives of the 2015 Fountain Hills Strategic Plan. For every strategic goal, the individual objectives each include the high-level priority, task description, lead responsible resource and project completion date. Confidential Page 6 4/19/2017 2015 Fountain Hills Strategic Plan Draft Goal # 1 —Economic Growth: Maximize Economic Development Opportunities in Fountain Hills Objective#1—Create or Utilize Tools to Help Market Fountain Hills for Economic Development Opportunities Tasks Lead Responsibility Protected Completion Date ❑ Develop a community brand/vision/marketing plan for Fountain Hills Scott Cooper ❑ Develop a new business resource package Scott Cooper June 2017 ❑ Increase funding for business accelerator programs Scott Cooper July 2018 Objective#2—Increase Population and Residential Densities to Sustain Existing and Future Commercial Businesses in Town Tasks Lead Responsibility Projected Completion Date ❑ Rezone undeveloped commercial property to residential where feasible Scott Cooper/ Bob Rodgers ❑ Adopt a text amendment that allows residential uses on commercially Bob Rodgers June 2017 zoned properties ❑ Rezone unplatted land for greater density and affordable family homes Bob Rodgers Objective#3—Market/Promote Tourism to Generate Hotel Stays and Higher Dollar Expenditures During Visits to Fountain Hills Tasks Lead Responsibility Projected Completion Date ❑ Create and expand destination events Rachael Goodwin/Grace Rodman-Guetter Confidential Page 7 4/19/2017 L 2015 Fountain Hills Strategic Plan Draft Goal # 2 — Infrastructure Maintenance and Evolution: Ensure the Infrastructure in Fountain Hills is Well-Maintained and Safe Objective#1 —Invest in and Maintain the Community's Infrastructure Tasks Lead Responsibility Projected Completion Date ❑ Develop and implement an investment plan to bring streets,buildings, Grady Miller and parks up to established standards ❑ Commission a study to identify gap between actual and subdivision Bob Rodgers ordinance specifications and determine cost of meeting ordinance specifications Objective#2—Promote Environmentally Friendly Initiatives Tasks Lead Responsibility Projected Completion Date ❑ Develop and adopt a comprehensive environmental plan Paul Mood June 2019 for Fountain Hills ❑ Research and report on economic and logistic feasibility of Paul Mood June 2019 electric car charging stations Confidential Page 8 4/19/2017 L 2015 Fountain Hills Strategic Plan Draft Goal #3- Demographic Balance: Attract Families and Working Professionals to Fountain Hills Objective#1—Utilize Landuse Planning to Attract Families to Fountain Hills Tasks Lead Responsibility Projected Completion Date ❑ Work with State Land Trust to increase residential density Council/Staff Objective#2—Market and Promote Fountain Hills as a Unique Place for Families and Working Professionals Tasks Lead Responsibility Projected Completion Date ❑ Collaborate with businesses in promoting town's marketing plan Scott Cooper ❑ Expand use of Social Media and on-line messaging Grace Rodman-Guetter ❑ Include family branding in marketing plan Grace Rodman-Guetter/ Scott Cooper ❑ Organize a young professionals group or organization Scott Cooper ❑ Organize specialty youth camps(robotics,coding,arts,etc.) Mark Mayer/ Rachael Goodwin ❑ Support youth club sports Mark Mayer Confidential Page 9 4/19/2017 L 2015 Fountain Hills Strategic Plan Draft Goal #4— Financial Stability and Sustainability: Ensure the Town's Finances are Stable and Sustainable Objective#1—Identify Sustainable Sources of Revenue to Sustain Funding of Town Core Services Tasks Lead Responsibility Projected Completion Date ❑ Adequately fund all identified reserve funds Town Council/Town Manager ❑ Identify revenue options Town Staff/Town Manager/Town Council ❑ Increase revenues to meet community needs including Town Manager/Town Council addressing projected operating shortfall Confidential Page 10 4/19/2017 L 2015 Fountain Hills Strategic Plan Draft Goal # 5 - Community: Focus on Strengthening the Community and Improving Town's Quality of Life Objective#1—Partner with the Fountain Hills Unified School District to Promote FH Education System Tasks Lead Responsibility Projected Completion Date ❑ Include local school strengths in marketing plan Scott Cooper/Grace Rodman-Guetter ❑ Work with FHUSD to maximize their property values Town Staff/Council/FHUSD ❑ Explore selling/leasing unused properties Town Staff/Council/FHUSD Objective#2—Utilize Intergovernmental Relations to Achieve Fountain Hills Priorities Tasks Lead Responsibility Projected Completion Date ❑ Increase community efforts to lobby for municipal issues Town Manager/Town Council Objective#3—Leverage the Talents of Residents to the Advantage of Fountain Hills Tasks Lead Responsibility Projected Completion Date ❑ Utilize effective volunteer skills and talents Heather Ware Confidential Page 11 4/19/2017 L 2015 Fountain Hills Strategic Plan Draft Appendix A: Town of Fountain Hills Updated SWOT Analysis Strengths 1 Environmental setting—Lush suburban setting with mountain views. 4- Community brand—World famous fountain. Recognized as one of the most livable communities in Arizona. 4- Operationally lean local government— Efficient and within budgetary constraints. 4- Safe community— Low crime rate. Responsive emergency services. 4- Abundant amenities—The arts, theatre, recreation, sports, medical services etc. Proximity to Phoenix Sky Harbor Airport—30-minute drive. 4- Data infrastructure—Connectivity for local business and homes. 4- Numerous special events—Art fairs, concerts, community gatherings. 4- Robust volunteer program—Active and organized community-wide. 4- Available office space 4- Collaboration and support from local civic and fraternal groups. Weaknesses 4- Fiscal sustainability—Sales and income tax revenues have been declining while operating costs, particularly for emergency services, continue to increase. 4- Demographic imbalance—The age group 55—74 years saw the biggest increase since 2005 and now represents the largest age group in town. Almost 2/3 of the local households have only two (2) persons in residence. Enrollment in our schools is declining. Ideally there should be balance among the age groups in order to sustain and support community amenities, schools and non-retail business operations. 1 Aging infrastructure— Resulting in most of our roads, Fountain Park and government buildings facing increased maintenance and repair costs. 4- Land locked— Limited room for new home or industrial space expansion. Presently only 2000 remaining plats for home sites. Future revenue growth from traditional sources will therefore be limited. 4- Limited youth programs- By comparison with other bedroom communities, FH has a shortfall in youth programs and services. Coupled with housing costs and schools, youth programs are critical factors among young families considering relocation to an area. 4- Lack of available industrial space— Limits our town's ability to attract employers. 4- Affordable housing—The median value home is now $363,000 compared to $248,000 in 2004. Affordable housing is critical to attracting young families to the area. 4- Town government is understaffed Confidential Page 12 4/19/2017 2015 Fountain Hills Strategic Plan Draft With so much of the town's revenues committed to funding emergency services, other department staffs have been seriously cut back. 4- Seasonal residents—Significant number of winter visitors who require local services and utilize local amenities, but not 'invested' in Fountain Hills' future. Opportunities 4- Rebrand the community—Would require local support in identifying, developing and promoting a unique niche that would attract visitors and/or new residents. 4- Extend residential density— New, affordable family housing. 4- Focused economic development program —To increase use of available commercial space and increase revenues to the town. 4- Future technology preparedness Threats 4- General resistance by community to changes/investments proffered by local government. 4- Impact of certain legislation by state on local government's ability to manage the community's evolving needs. 4- Lack of funds to address the town's aging infrastructure. # Sustainability of our school system with continued declining enrollment. Confidential Page 13 4/19/2017 2015 Fountain Hills Strategic Plan Draft Appendix B: Source Materials and Brainstorming Ideas ''' Following is the raw material produced from various workgroups and brainstorming sessions during the development of this plan. Economic Growth Consider: • Floor space • IT Infrastructure • Location • Employees • Public transportation (?) • Tax breaks, incentives (?) • Volunteer organizations • Part time residents (services/needs) view seasonal residents as benefit Resources for support: (organizations already meeting with range of talent) • Vision FH • Chamber of Commerce • Tourism/marketing effort • FH Economic Dev (Scott Cooper) • Realtors association • Kiwanis/Rotary/AMVets, etc • Yavapai Nation—Casino & We Ko Pa resort/conference center • Association of Mayors (is there one?) • Men's/Women's clubs Identify target business opportunities—products& services • Call Centers and/or remote office work facilities, web hosting • Camps & retreats (big in Prescott, Sedona) • Variety of medical needs continue—building more "senior"facilities- Concern about becoming Sun City"East" • Medical, and possible recreational marijuana sales/production • Auditorium mixed use facility similar to Highland Church (www.songkick.com) -Schools, community concerts, name entertainers, theater performances, etc Seek out private/public partnerships: • Peaks Athletic for"community pool", YMCA, shuttle transportation • School programs, competitive training (triathlon) • Theater Confidential Page 14 4/19/2017 2015 Fountain Hills Strategic Plan Draft • Dinner theater options • Adult education, partnerships with extended campus ASU, UA, tech & others • Negotiations with EVIT • Focus on specialty: Business, Music, Resource Conservation, Wildlife Management • Could FH become a 15t class destination in one of these areas—what would it take • Work with Hot Rod fabrication shop, body shops, bike shops (what else do we already make in FH) - Idea is to teach skills • Golf cart public transportation for local errand support (Scottsdale model, tips?) - Start part time, weekends, special events Review the Fountain Hills Visitors Guide • Does it match what expected • Improved, some disconnects, update .pdf not fully automated, Grab a Bite needs work • Improve/increase multimedia marketing efforts, social media, and "other AZ and Phoenix guides" Activities/events, some missed opportunities to grow revenue: food, t shirts, mugs, posters, pins, etc • Silver Car Auction —link up related or partnership events • Phil's weekly car show • The Concours • Tour de Scottsdale, Cyclo Mesa & other events transiting FH (Bikefest step in good direction) • Artists series at several Churches—could benefit from larger venue (Auditorium) • Several nearby lakes (day at the Lake activities), we reference the lakes, but how about a boat show... • McDowell Mt Park events, better coordination, they have multiday events Park Place is on the way, need to help reduce the negative comments and try to determine positive benefits to the community. There doesn't appear to be a consolidated effort to fill the business space. Brokers Alliance is a prime example of how things "can" work, yet there are still challenges o first being affordable housing as stated by employees and potential new hires. o other challenge is finding the required IT savvy workforce locally to grow the companies Communications and Social Media, increased attention to the visitor guide & tourism with marketing. Scottsdale, Phoenix, Los Angeles provide most access to town site, followed by FH residents. Town working position description for full time equivalent be Public Info Officer. New business, Lai Mai Thai restaurant doing well by all reports (may be too small) and Dead Heat Brewery approved for location near Fry's to open in December. Develop a community brand o adventure center- natural environment o fine arts center ■ arts Confidential Page 15 4/19/2017 2015 Fountain Hills Strategic Plan Draft • music • theater ,,.10) o environmentally conscious Retain current business o showcase o business specific • financial • training • increased traffic Create comprehensive resources package o town, county, state... o consolidation effort and content currency Develop a business accelerator • financial incentives or services discounts Showcase successful businesses • marketing-visibility inside & outside community • linking on social media Re-development o impact of latest development projects on Ave of Fountains o town parking plan -vertical vs horizontal o town efficiency, use of solar and other energy saving actions Measurements of success • jobs created • capital investment • revenue generated Strategy, milestones (PERT/Gant), return on investment (dollars/benefits) hard/soft • Jobs created • Capital invested • Revenue generated Demographic Balance • need for better child care options • recreation -wide variety from adult leagues to family oriented functions,typical sports to sand volleyball, kite flying, robot competition, drone flying competition, paint ball, battle zone, laser tag. • socializing for young mothers-exercise with strollers like Mall walking (our daughter-in-law had a jogging stroller) might work around the fountain Confidential Page 16 4/19/2017 2015 Fountain Hills Strategic Plan Draft • entertainment-feedback from ballet was great performance, but mixed with little children and glow sticks was very distracting (we were at the HS football game and they had a special family carnival type event before the game - seemed well attended), nice comments about theater & youth theater • FH Village concept for living - separate apartments linked up with community center, dining area, etc. Somewhat a professional dorm approach with privacy. • Access to public transportation, limited use of motor vehicles, rent cars like Zip, and even rent bikes • More purchases of hybrid or electric vehicles - look for charging stations near a Starbucks • Recycle and renewable energy continues to grow - Facebook last week, where do I take recyclables since our condo doesn't do it • Trend toward living in smaller square footage • Live music ' there are a lot of bands, plus ASU has an outstanding school of music & ensembles • Restaurants with "natural foods" - One input requested late night - date night dining Relative to announcement about new micro brewery • Micro brewery&wine bars (sort of removed from center of town by being near Fry's) spin off could be golf cart provided transportation to/from the brewery so folks • don't drive or have to call Uber (carts for tips in old town Scottsdale) • Cart idea might even work for assisted living for those that want to get out additional background notes: Input on the environment from the community center planning workshop, contacts in FH, plus our own adult children with families: environmentally conscious, drive hybrids, eat from farmers market coop, rent vs buy housing, into triathlons, if possible -go wireless. Grandkids are growing up with iPads and Kindles. We text first, then email, then FaceTime, finally talk on phone. Favorite media sites, Facebook minimal use. • Link up with McDowell Mountain Park events • Spartan Races (multi day MTB events) • Multi day music festival • Mountain to Fountain 5K race • Fountain Hills Bike Fest (Apr 2017), bringing in support from CA for drag races o That was original plan, found out the drag race event was going to be too expensive o trying to find another contractor • Increase events for town family gatherings like: • Chili/bbq cook off • Taste of Fountain Hills • A real Art Gallery, revolving exhibits, etc. • Movies in the park, nice idea • Better environment needed beyond popcorn and blanket • Restaurant—at least one Fire Rock type, but available to the public in town • Casablanca Rooftop, Grass Roots, Culinary Drop Out (examples) • Tough to get nice glass of wine or a craft beer after 9:00 pm • Young professionals... (5th and Camelback area), socializing spot • Old Town Scottsdale in general social mix of college and young professionals Confidential Page 17 4/19/2017 2015 Fountain Hills Strategic Plan Draft • Irish Pubs, Scottsdale/Tempe • International or theme other than pizza ...re • Social atmosphere—micro brewery,joint wine tasting w/several vineyards participating • Rotate hosting wine pairing meals • Takes business investment • Progressive dinner party hosted by local restaurants • Multimedia marketing (current/correct information) everything on the net • Put all government services on the net • Slide the city is one day per year, need a CrackerJax like facility • Skate board park, BMX bike park • Copper Wynds international tennis (should have related activities in town) • Hold invitational tournaments—golf, softball, soccer, pickelball, etc • School age travel teams,track meets, swim meets • Sponsor science fair with a focus—water/solar/renewable energy • Regional, state, South West... science/technology fairs can be a draw • Solar powered vehicles (ASU & UofA), be great to see them tackle these hills • Move beyond two art fairs as the main draw and short term money maker for non-profits • Name performers in the fountain park • Generate atmosphere leaning towards innovation, students left area for robot competition • How about drone competition • Host a real "farmers market" • Segway touring, Zip car location, Zip type bike location (rentals) • Day care, child care services/facilities • How to better engage numerous resources associate with local churches Demographic balance (residential full/part time, tourism) o Build upon commute/accessibility to surrounding communities o Increase awareness of current assets o Family oriented o active Boys& Girls club o Work environment o assisted living advantages/convenience Contributing factors for attracting younger residents/visitors o housing environment (not just affordable -own/rent) o transportation around town (sidewalks, bike lanes, walking corridors) • walking • bikes • skate boards • hiking • neighborhood playgrounds • child care Increase Fountain Hills as "destination" Confidential Page 18 4/19/2017 2015 Fountain Hills Strategic Plan Draft Dining experiences Recreational activities o professional sports o car shows o school aged tournaments Cultural activities o arts o sister cities o library, kid's museum or activity center Entertainment • participative and spectator Schools/education/training o advanced or unique programs o recruit talent for leadership credentials o facilities (pool, auditorium, sound/tv studio) o key sports teams Measurement and KPIs Measurement Terms Defined: • Strategic Goals—these are the stated desired end state condition over the 5-year strategic plan; e.g., demographic balance will be... • Tasks/Milestones—These are specific measurable actions to be taken to reach the Strategic Goals.They should be granular, tactical steps each with a specific "by when" completion date. • State desired Strategic Goals—what is the end game over 5 years? What does it "look like" in 5 years. • Strategic Goals—these are the specific stated desired end state conditions/results for the 5- year strategic plan that support the overriding Strategic Priorities developed in collaboration with VisionFH. Consider; o What is the end game over 5 years? o What does it "look like" in 5 years—what has changed and what has been created? You should create two to four Strategic Goals for each Key Strategic Priority: Economic Growth, Infrastructure Maintenance and Evolution, Demographic Balance, Financial Stability and Sustainability, and Community. • Outcomes—These are indicators of progress toward the Strategic Goals and will help determine whether the subsequent tasks/milestones are on track to achieving the Strategic Goals or if the tasks/milestones should be adjusted (course correction). You can create several of these over the five-year plan at different intervals. There are essentially markers of success, over a period of time, toward the strategic goals. One or more Outcomes should generally be provided for the following periods: Confidential Page 19 4/19/2017 2015 Fountain Hills Strategic Plan Draft o Short-term (1 year or less) o Mid-term (2 to 3 years) o Long-term (3 to 4 years) • Tasks/Milestones—These are specific, measurable actions to be taken to reach the Strategic Goals.They should be granular, quantifiable tactical steps; each with the following specific attributes: o What, specifically, is the task?—must be measureable as completed or not. o Who is responsible for the task? o By when will it be complete? o What other resources are required? o Is there a risk or mitigating circumstance? o What is the cost/price of completing the task/milestone? o Prioritizing is extremely important when creating tasks/milestone. Confidential Page 20 4/19/2017 MAYOR'S MESSAGE On behalf of the citizens and the Fountain Hills Town Council, I am pleased to introduce the Town of Fountain Hills 2017 Strategic Plan. The Town of Fountain Hills utilizes the strategic plan to provide guidance on a variety of town activities including policy recommendations, town operations, and even capital improvement projects. From its earliest beginnings, Fountain Hills has grounded the vision for its future on the input and aspirations of its citizens. In 2004-2005 the first Strategic Plan was crafted over an 18- month process involving thousands of hours of work with volunteer professionals and the input of more than 2,000 residents and stakeholders. This first formal Plan for the future of Fountain Hills called for the creation of the Strategic Planning Advisory Commission to assure that the annual goals and priorities set by Council and Town staff were consistent with the Strategic Plan, and to provide ongoing education and public dialogue opportunities. Prior to drafting the current strategic plan, Strategic Planning Advisory Commission members worked closely with the Fountain Hills Cultural and Civic Association on a community survey and the Vision Fountain Hills community event that took place in May 2016. The goals or strategic priorities outlined in the new plan were the direct result of the Vision Fountain Hills visioning process that included more than one hundred residents participating in the program. The Strategic Planning Advisory Commission also conducted a SWOT Analysis of the previous 2010 Strategic Plan and determined which actions and tasks were still relevant in the new plan. This coupled with the strategic priorities from the 2016 Vision Fountain Hills process form the basis of the 2017 Fountain Hills Strategic Plan. The 2017 Fountain Hills Strategic Plan is based on the following key goals or strategic priorities: ■ Maximizing Economic Development Opportunities in Fountain Hills ■ Ensuring that Infrastructure in Fountain Hills is Well-Maintained and Safe ■ Attracting Families and Working Professionals ■ Ensuring that Fountain Hills Finances are Stable and Sustainable ■ Focusing on Strengthening the Community and Improving the Town's Quality of Life The 2017 Strategic Plan honors and continues the Fountain Hills tradition of citizen-involved planning. Fountain Hills is truly the best place to live in Arizona, and we are confident that the 2017 Strategic Plan provides the roadmap for an even brighter future for our Town. Thanks to all who participated in this important planning process and for their efforts to help ensure a brighter future for the Town of Fountain Hills. Mayor Linda M. Kavanagh Fountain Hills Strategic Plan 2017 Statr COMMISION'S MESSAGE On behalf of hundreds of involved citizens and the Fountain Hills Strategic Planning Advisory Commission (SPAC), I am pleased to provide the Town of Fountain Hills 2017 Strategic Plan. As with the original 2000 Strategic plan and its subsequent revisions,this 2017 version provides a destination as well as the road map to that destination. However,this plan was derived with far greater community input.SPAC joined forces in 2016 with a concerned group of community volunteers who formed what became Vision FH.This partnership enabled SPAC to benefit from a much more comprehensive set of survey and workshop data from which to author this 2017 Strategic Plan. Over 2,000 residents took part in a community wide survey conducted by Vision FH whose leadership included three SPAC members.The survey was followed up with a full-day workshop focused on each of the five Strategic Priorities: 1. Economic Development 2. Town Infrastructure 3. Attract Families and Working Professionals 4. Financial Stability and Sustainability 5. Community/Quality of Life That group of 100+citizens along with the survey results guided SPAC's development of this Strategic Plan. It differs from previous plans in that it is much more prescriptive and contains specific outcomes for the Town Council and staff to work toward as they implement the details of the plan. The time and dedication of SPAC members has been outstanding. Even though the process exceeded our original 2016 timeframe, the results from the additional time have significantly enhanced the value of this document. On behalf of the SPAC members below, I wish to thank the thousands of Fountain Hills residents who helped in this process and hope that we witness the fruits of that labor over the coming years. It is our hope that the investment SPAC members have provided will result in a community that each of us envision as the best place in Arizona to call home. Dana Saar, Chairman Town of Fountain Hills Strategic Planning Commission Members: ‘.1•1 AIN 4lIn THE TOWN OF FOUNTAIN HILLS �-- � `� AFFIDAVIT OF it is Aaiti ESTABLISHING POSTING NOTICE STATE OF ARIZONA } } ss COUNTY OF MARICOPA} The affidavit, after first duly sworn deposes and says: That at the request of the Town Clerk of the Town of Fountain Hills, I personally posted or had posted a copy of the attached notice subject(s): ❑ Town Council Agenda Packet: ❑ Town Council Work Study Agenda Packet: ❑ Town Council Special Agenda Packet: 7/R C___ Commission Agenda Packet: El Other(i.e. approved minutes): / At each of the following places pursuant to The Town of Fountain Hills Town Code Chapter 2, Section 2-4-3: FIRST PLACE: COMMUNITY CENTER, 13001 N. La Montana, Fountain Hills, AZT at /'O 5' a.m./eb on the /J day of SECOND PLACE: TOWN OF FOUNTAIN HILLS WEBSITE: www.fh.az.gov at 2.'Y7 tall on the /Y day of 142-PA:CL , 20 . THIRD PLACE: TOWN OF FOUNTAIN HILLS OFFICES, 16705 E. Aven • t f the Fountains, Fountain Hills, AZ at /,'a d on iy the l day of , 20�7 • BY: SG A SUBSCRIBED AND SWORN to me this tci y of , 20 rrT JENNIfER 1YONS // co, Notary public5tate of Arizona ��A.t4�/�`--d' a., Maricopa County / My Commission Expires NotaryPublic rri2• April 09, 2019 Notary Expires c:\users\nwalter\appdata\local\microsoft\windows\temporary internet files\content.ie5\g68rfgdx\affidavit+of+establishing+posting+notice.doc 0 .7.k AIN tC� NOTICE OF THE REGULAR MEETING z OF THE TOWN OF FOUNTAIN HILLS STRATEGIC PLANNING ADVISORY COMMISSION "7,1: •9'�'hat is my'�c TIME: 4:00 P.M. WHEN: THURSDAY, APRIL 27, 2017 WHERE: FOUNTAIN HILLS COUNCIL CHAMBERS 16705 E. AVENUE OF THE FOUNTAINS, FOUNTAIN HILLS, AZ A majority of the Council members may be in attendance. No official action will be taken. Strategic Planning Commissioners will attend either in person or by telephone conference call. PROCEDURE FOR ADDRESSING THE COMMISSION Anyone wishing to speak before the Commission must fill out a speaker's card and submit it to the Executive Assistant prior to Commission discussion of that Agenda item. Speaker Cards are located in the Council Chamber Lobby and near the Executive Assistant's position near the dais. Speakers will be called in the order in which the speaker cards were received either by the Executive Assistant or the Commission Chair. At that time,speakers should stand and approach the podium. Speakers are asked to state their name and whether or not they reside in Fountain Hills(do not provide a home address)prior to commenting and to direct their comments to the Presiding Officer and not to individual Commission members. Speakers' statements should not be repetitive. If a speaker chooses not to speak when called, the speaker will be deemed to have waived his or her opportunity to speak on the matter. Speakers may not(i)reserve a portion of their time for a later time or(ii)transfer any portion of their time to another speaker. If there is a Public Hearing,please submit the speaker card to speak to that issue during the Public Hearing. Individual speakers will be allowed three contiguous minutes to address the Commission. Time limits may be waived by (i) discretion of the Town Manager upon request by the speaker not less than 24 hours prior to a Meeting, (ii) consensus of the Commission at Meeting or(iii)the Chair either prior to or during a Meeting. Please be respectful when making your comments. If you do not comply with these rules,you will be asked to leave. Notice is hereby given that pursuant to A.R.S. §1-602.A.9 , subject to certain specified statutory exceptions,parents have a right to consent before the State or any of its political subdivisions make a video or audio recording of a minor child. Meetings of the Town Council are audio and/or video recorded, and, as a result, proceedings in which children are present may be subject to such recording. Parents in order to exercise their rights may either file written consent with the Town Clerk to such recording, or take personal action to ensure that their child or children are not present when a recording may be made. If a child is present at the time a recording is made,the Town will assume that the rights afforded parents pursuant to A.R.S. §1-602.A.9 have been waived. The agenda for the meeting is as follows: 1) CALL TO ORDER 2) ROLL CALL 3) CALL to the PUBLIC a) Pursuant to A.R.S. §38-431-01(G),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 Commissioner 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. 4) CONSIDERATION of Approving the March 23, 2017 Meeting Minutes -) REVIEW and APPROVE the final draft of the Strategic Plan '1104r) CONSIDERATION of Adjournment Dated this 19th day of April, 2017 By (Ve-e/ ____ Nancy Walter, Executive Assistant J Pursuant to Title II of the American with Disabilities Act(ADA),Strategic Planning Advisory Commission does not discriminate on the basis of a disability regarding admission to public meetings. Individuals with disabilities who require auxiliary aids or services for effective communication in this meeting may contact 480-816-5100 (voice) or 1-800-367-8939 (TDD), 72 business hours prior to the meeting start time. Nancy Walter From: Leigh Heise Sent: Wednesday, April 19, 2017 1:06 PM `r..To: Nancy Walter; Customer Service Reps (CC); Mike Fenzel Subject: RE: SPAC 042717A posting Posted 4/19/17 1:05pm Leigh Heise Town of Fountain Hills Community Center 13001 N. LaMontana Drive Fountain Hills, AZ 85268 lheise(thfh.az.gov 480-816-5200 Original Message From: Nancy Walter Sent: Wednesday, April 19, 2017 12:13 PM To: Customer Service Reps (CC); Mike Fenzel Subject: SPAC 042717A posting ood afternoon! Please post the attached agenda today and respond to this e-mail as confirmation of compliance. Thanks so much for your time and help! Nancy Walter Executive Assistant to the Town Manager, Mayor and Council Town of Fountain Hills 16705 E. Avenue of the Fountains Fountain Hills, AZ 85268 P. 480.816.5107 F. 480.837.3145 www.fh.az.gov Monday-Thursday 7:00 a.m. - 6:00 p.m. Closed Fridays L i o\STAIN • �l k4 11)1 t 0� t7 *that is AO" Town of Fountain Hills Strategic Planning Advisory Commission 2015 Five-Year Strategic Plan April 20, 2017 v3.1 Contents Mayor's Message/Chair's Message 2 Abstract 2 Vision 2 Values 2 Background 2 Partnerships 3 Core Responsibilities of the Town 3 How the Plan will be Used 4 Communication Plan 5 How We Prioritized the Goals and Objectives 6 Strategic Goals 6 Appendix A: Town of Fountain Hills Updated SWOT Analysis 12 Appendix B: Source Materials and Brainstorming Ideas 14 2015 Fountain Hills Strategic Plan Draft Mayor's Message/Chair's Message To be written. Abstract The Fountain Hills Strategic plan is designed to empower every Town staff, Town Council, and Strategic Advisory Planning Commission member to ensure that efforts to complete and track progress of the Strategic Plan continue over its five-year life span regardless of position changes, elections, etc. This is a living document, intended to endure in principal and evolve in goals, objectives, and approach. Vision Fountain Hills is a distinctive community with long term-economic sustainability and vitality anchored with an active and vibrant town citizenship that serves to invigorate a rich cultural, social and economic quality of life. Values The following core values are a set of important and lasting beliefs and ideals shared by the members of our community. Our stated values influence and serve as broad guidelines in all situations to determine if we are on the right path and fulfilling our strategic goals; creating an unwavering and vgd unchanging guide. • Preserve the health, well-being and safety of all our residents and visitors; • Champion the diversity of experiences our residents bring to our community and rely on this depth of experience to innovatively address our challenges and continually improve our community; • Take responsibility for our Town's success by building partnerships and investing in our talent and resources; • Steward this unique enclave, dedicated to preserving the environment and visual aesthetic and to living in balance with the Sonoran Desert. • Encourage a strong community that meets the needs of a growing, balanced demographic. Background This is the third major revision of the Fountain Hills Strategic Plan. The plan is substantially revised every five years, and for the 2015 refresh cycle, the Strategic Planning Advisory Commission departed from the historical structure and tone of the previous two revisions; opting instead to focus on specific, measurable goals and objectives. Confidential Page 2 4/18/2017 2015 Fountain Hills Strategic Plan Draft • At the onset of the development of this plan, the Strategic Planning Advisory Commission facilitated a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis report. That report helped provide `tew context and focus for the resulting content. A full copy of that report is included in Appendix A of this document. Every goal and objective in this document is the result of numerous forums, engagements, discussions, polls, and presentations—all designed and intended to have this plan be the product of the community. The Strategic Planning Advisory Commission worked closely with a number of community organizations to facilitate input from the residency on priorities and goals. The Vision FH organization in particular provided enormous support and partnership, also serving as liaison to many other local organizations and groups. Partnerships A key success criteria to fulfilling the vision of the 2015 Fountain Hills Strategic Plan is the Town's long- term collaboration and partnership with those whom the goals and objectives were developed. Many local groups and organizations directly and indirectly contributed to this content. Significant contributors included: • Vision Fountain Hills • Fountain Hills Chamber of Commerce • Fountain Hills Business Alliance • JumpStart Business Incubator • Fountain Hills Civic and Culture Association • Fountain Hills Unified Schools District • Town of Fountain Hills Department Heads. Core Responsibilities of the Town In the context of this Strategic Plan it's important to note that the Town Government has a number of specific, adjudicated core responsibilities: • Administration • Infrastructure • Public Safety • Parks and Recreation And, while the community input for the content of this plan included a very broad and rich source of information and priorities, the goals and objectives included in this plan have been distilled from that input such that they are within the legal and logistical scope of the core responsibilities of the Town. A large part of the balance of the input we received from the community has been shared and taken on by our partner organizations. Appendix B includes a summary of that collateral. sir Confidential Page 3 4/18/2017 2015 Fountain Hills Strategic Plan Draft How the Plan will be Used In a municipal setting, staff and partner organizations use the strategic plan to develop proposals and -40 initiatives that implement elements of the strategic plan; Council uses the strategic plan to evaluate all proposals. While a full update of a Strategic Plan is recommended periodically (every five years), the Strategic Plan should be reviewed annually and adjustments made as necessary. The following cycle outlines the annual use of the Strategic Plan: Fall • SPAC reviews previous fiscal year achievements, recommends any potential Strategic Plan revisions to Council, and provides recommendations for future goals/action plan • Council considers revisions to Strategic Plan • Council sets annual goals Winter • Staff outlines annual action plan based on Council goals Spring • Council passes budget based on action plan Summer • Staff monitors implementation of Strategic Plan • Staff develops annual achievements report reflecting implementation of the Strategic Plan -.r (based on previous year budget/action plan/goals) my Review/Revise Strategic Plan mow,. gym,. MoaitorKan snd Annual Set Annual At r ocsipl•hs••cnt, ( Goals Strategic Planning Process 4 ; Develop and Outline Action 41 Adopt Budget Plan vi41144144,6,. \444*. wall Confidential Page 4 4/18/2017 2015 Fountain Hills Strategic Plan Draft Communication Plan `,., The Communications Plan for the 2015 Fountain Hills Strategic Plan is designed to empower SPAC Commissioners,town staff members and Town Council members to ensure that efforts to complete the Strategic Plan continue over the five-year scope regardless of position appointment changes, elections, staff changes, etc. The Strategic Planning Advisory Commission applied significant focus and effort to methods and modalities of communicating the overall plan and reporting the regular and specific progress of each goal and objective. At the time of the writing of this plan, specific communication methods and modalities are still being evaluated and will be presented to the Town Council for consideration and approval. Following are the elements of the communication framework to be finalized. Our Commitment Our commitment to communication is intended to ensure transparency and accountability for the goals and initiatives within the plan, as well as to help in identifying possible course corrections, as we analyze where efforts are being taken and document results or lack thereof. Status Updates We will communicate progress and status of the Plan's goals, milestones, and initiatives, on a regular basis in clear, easy-to-understand language and easily accessible methods. Audience—Who is the Strategic Plan Written for? • Town Council and Mayor • Fountain Hills Residents • Our Local Partner Groups Modalities— Methods We Will Use to Communicate The Strategic Planning Advisory Commission recommends the Town present status updates in a variety of ways. Specifically, we suggest a mixture of traditional and online modalities that include: • Published and downloadable documents: o Word Document o PowerPoint o Executive Summary document • Online/web version: o Mobile Application o Social media o Fountain Hills Town website • In print— Fountain Hills Times • Public forums Confidential Page 5 4/18/2017 2015 Fountain Hills Strategic Plan Draft Content- What We Will Communicate • Near term outcomes (Plan launch thru first 12 months) mid • Long term outcomes (13 months—year 5) • Metrics/milestones for monitoring and reporting Guidelines- How Will it be Communicated? Presentation of updates regarding progress of the Strategic Plan should meet the following requirements: • Easy to read and understand at a short glance (dashboard). • Include an easy guide on how to read the status updates. • Visually consistent between and among all Strategic Goals and Objectives. • Presentable in a variety of mediums such as online, published in hard copy, etc. • Should include detailed data behind a summary view so the viewer may choose to "drill down" into the details behind that summary view. • Tasks/Milestones should be refreshed/updated as required by the milestone completion date. How We Prioritized the Goals and Objectives Every strategic goal and objective included in this Strategic Plan is important and considered achievable by the Strategic Planning Advisory Commission, Town Council, and Town Manager. Having stated that, the Strategic Planning Advisory Commission, together with the Town Manager, assigned high-level priorities to each of the objectives within the strategic goals. This prioritization process is intended to reflect a narrow set of operating constraints and assumptions. The priorities: • Reflect the voice of the residents that participated in the groups and public forums and their view of importance, • Offer a potential context for funding prioritization, • Are not "set in stone", i.e., the dependency among items may shift or influence the stated priorities, • Do not necessarily imply a chronological order of completion. Strategic Goals The following section presents the specific target strategic goals and objectives of the 2015 Fountain Hills Strategic Plan. For every strategic goal, the individual objectives each include the high-level priority, task description, lead responsible resource and project completion date. 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LL ƒ - . f a 0 g o C ? / ƒ 2 2 § > b - > > f 7 1 c 0 I / >, ƒ •k § E C u 2 c o 0 7.73 0 •& < 2 » \ / 4 El o 0 % 0 d 0 £ ° £ _ % n Q c Q 7 \ \ -4 a ® § § § U U U .o V 2 2 L. 0. \ C. Cd 0 c c n 0 0 ■ = m i § i E w k c - - k / k - Q x ■ Q E § § d § § 9 _ •- ••- o ƒ § § 6 0 § « @ § o 0 0 § k I 2 \ U cl el ao .E - 3 0 2 al V 2 - K \ \ © 3 ° _ c ' . § w w 2 H u Q U q ■ c c 2 \ § § 7 c C V 2 ° C C O 0 _ / 3 •• 4. § ' t { ./ © © 0 0 7 % E \ a u c LL ƒ �k kra - 2 § k71 C « E § % § q o E 2 ■ •• . V) CO ° 2 ( § 2 2 E § R b \ cu co / E 1.) N q ƒ 2 •§ k \. ƒ 4. '/ a) ® 2 § .> v 2 w 2 ± 0 a oq „ E . CD I & R I ] ) 7 C g % N a ƒ W ƒ - V t 2 o o o t O V - O q O H O H U O 2015 Fountain Hills Strategic Plan Draft Appendix A: Town of Fountain Hills Updated SWOT Analysis .0100 Strengths t Environmental setting—Lush suburban setting with mountain views. • Community brand—World famous fountain. Recognized as one of the most livable communities in Arizona. • Operationally lean local government— Efficient and within budgetary constraints. milw Safe community—Low crime rate. Responsive emergency services. 4. Abundant amenities—The arts, theatre, recreation, sports, medical services etc. Ali Proximity to Phoenix Sky Harbor Airport—30-minute drive. 146. Data infrastructure—Connectivity for local business and homes. • Numerous special events—Art fairs, concerts, community gatherings. • Robust volunteer program—Active and organized community-wide. 16- Available office space 746. Collaboration and support from local civic and fraternal groups. Weaknesses • Fiscal sustainability—Sales and income tax revenues have been declining while operating costs, particularly for emergency services, continue to increase. • Demographic imbalance—The age group 55—74 years saw the biggest increase since 2005 and now represents the largest age group in town. Almost 2/3 of the local households have only two (2) persons in residence. Enrollment in our schools is declining. Ideally there should be balance among the age groups in order to sustain and support community amenities, schools and non-retail business operations. 4. Aging infrastructure—Resulting in most of our roads, Fountain Park and government buildings facing increased maintenance and repair costs. • Land locked—Limited room for new home or industrial space expansion. Presently only 2000 remaining plats for home sites. Future revenue growth from traditional sources will therefore be limited. • Limited youth programs - By comparison with other bedroom communities, FH has a shortfall in youth programs and services. Coupled with housing costs and schools, youth programs are critical factors among young families considering relocation to an area. 16 Lack of available industrial space— Limits our town's ability to attract employers. Confidential Page 12 4/18/2017 2015 Fountain Hills Strategic Plan Draft • Affordable housing—The median value home is now$363,000 compared to $248,000 in 2004. Affordable housing is critical to attracting young families to the area. *a{► Town government is understaffed With so much of the town's revenues committed to funding emergency services, other department staffs have been seriously cut back. 14 Seasonal residents—Significant number of winter visitors who require local services and utilize local amenities, but not 'invested' in Fountain Hills' future. Opportunities • Rebrand the community—Would require local support in identifying, developing and promoting a unique niche that would attract visitors and/or new residents. ✓ Extend residential density—New, affordable family housing. 14, Focused economic development program—To increase use of available commercial space and increase revenues to the town. • Future technology preparedness Threats General resistance by community to changes/investments proffered by local government. • Impact of certain legislation by state on local government's ability to manage the community's evolving needs. . Lack of funds to address the town's aging infrastructure. 11111, Sustainability of our school system with continued declining enrollment. Confidential Page 13 4/18/2017 2015 Fountain Hills Strategic Plan Draft Appendix B: Source Materials and Brainstorming Ideas .. Following is the raw material produced from various workgroups and brainstorming sessions during the development of this plan. Economic Growth Consider: • Floor space • IT Infrastructure • Location • Employees • Public transportation (?) • Tax breaks, incentives (?) • Volunteer organizations • Part time residents (services/needs) view seasonal residents as benefit Resources for support: (organizations already meeting with range of talent) • Vision FH • Chamber of Commerce • Tourism/marketing effort • FH Economic Dev (Scott Cooper) .r004 • Realtors association • Kiwanis/Rotary/AMVets, etc • Yavapai Nation—Casino & We Ko Pa resort/conference center • Association of Mayors (is there one?) • Men's/Women's clubs Identify target business opportunities—products & services • Call Centers and/or remote office work facilities, web hosting • Camps & retreats (big in Prescott, Sedona) • Variety of medical needs continue—building more "senior" facilities- Concern about becoming Sun City "East" • Medical, and possible recreational marijuana sales/production • Auditorium mixed use facility similar to Highland Church (www.songkick.com) - Schools, community concerts, name entertainers, theater performances, etc Seek out private/public partnerships: • Peaks Athletic for "community pool", YMCA, shuttle transportation • School programs, competitive training (triathlon) • Theater Confidential Page 14 4/18/2017 2015 Fountain Hills Strategic Plan Draft • Dinner theater options • Adult education, partnerships with extended campus ASU, UA, tech & others • Negotiations with EVIT • Focus on specialty: Business, Music, Resource Conservation, Wildlife Management • Could FH become a 1st class destination in one of these areas—what would it take • Work with Hot Rod fabrication shop, body shops, bike shops (what else do we already make in FH) - Idea is to teach skills • Golf cart public transportation for local errand support (Scottsdale model, tips?) - Start part time, weekends, special events Review the Fountain Hills Visitors Guide • Does it match what expected • Improved, some disconnects, update .pdf not fully automated, Grab a Bite needs work • Improve/increase multimedia marketing efforts, social media, and "other AZ and Phoenix guides" Activities/events, some missed opportunities to grow revenue: food, t shirts, mugs, posters, pins, etc • Silver Car Auction —link up related or partnership events • Phil's weekly car show • The Concours • Tour de Scottsdale, Cyclo Mesa & other events transiting FH (Bikefest step in good direction) • Artists series at several Churches—could benefit from larger venue (Auditorium) • Several nearby lakes (day at the Lake activities), we reference the lakes, but how about a boat show... • McDowell Mt Park events, better coordination, they have multiday events Park Place is on the way, need to help reduce the negative comments and try to determine positive benefits to the community. There doesn't appear to be a consolidated effort to fill the business space. Brokers Alliance is a prime example of how things "can" work, yet there are still challenges o first being affordable housing as stated by employees and potential new hires. o other challenge is finding the required IT savvy workforce locally to grow the companies Communications and Social Media, increased attention to the visitor guide & tourism with marketing. Scottsdale, Phoenix, Los Angeles provide most access to town site, followed by FH residents. Town working position description for full time equivalent be Public Info Officer. New business, Lai Mai Thai restaurant doing well by all reports (may be too small) and Dead Heat Brewery approved for location near Fry's to open in December. Develop a community brand o adventure center- natural environment o fine arts center ■ arts Confidential Page 15 4/18/2017 2015 Fountain Hills Strategic Plan Draft • music • theater o environmentally conscious Retain current business o showcase o business specific • financial • training • increased traffic Create comprehensive resources package o town, county, state... o consolidation effort and content currency Develop a business accelerator • financial incentives or services discounts Showcase successful businesses • marketing-visibility inside & outside community • linking on social media Re-development o impact of latest development projects on Ave of Fountains o town parking plan -vertical vs horizontal o town efficiency, use of solar and other energy saving actions Measurements of success • jobs created • capital investment • revenue generated Strategy, milestones (PERT/Gant), return on investment (dollars/benefits) hard/soft • Jobs created • Capital invested • Revenue generated Demographic Balance • need for better child care options • recreation - wide variety from adult leagues to family oriented functions,typical sports to sand volleyball, kite flying, robot competition, drone flying competition, paint ball, battle zone, laser tag. • socializing for young mothers - exercise with strollers like Mall walking (our daughter-in-law had a jogging stroller) might work around the fountain yid Confidential Page 16 4/18/2017 2015 Fountain Hills Strategic Plan Draft • entertainment - feedback from ballet was great performance, but mixed with little children and glow sticks was very distracting (we were at the HS football game and they had a special family carnival type event before the game - seemed well attended), nice comments about theater & youth theater • FH Village concept for living - separate apartments linked up with community center, dining area, etc. Somewhat a professional dorm approach with privacy. • Access to public transportation, limited use of motor vehicles, rent cars like Zip, and even rent bikes • More purchases of hybrid or electric vehicles - look for charging stations near a Starbucks • Recycle and renewable energy continues to grow - Facebook last week, where do I take recyclables since our condo doesn't do it • Trend toward living in smaller square footage • Live music ' there are a lot of bands, plus ASU has an outstanding school of music & ensembles • Restaurants with "natural foods" - One input requested late night - date night dining Relative to announcement about new micro brewery • Micro brewery & wine bars (sort of removed from center of town by being near Fry's) spin off could be golf cart provided transportation to/from the brewery so folks • don't drive or have to call Uber (carts for tips in old town Scottsdale) • Cart idea might even work for assisted living for those that want to get out additional background notes: Input on the environment from the community center planning workshop, contacts in FH, plus our own adult children with families: environmentally conscious, drive hybrids, eat from farmers market coop, rent vs buy housing, into triathlons, if possible - go wireless. Grandkids are growing up with iPads and Kindles. We text first, then email, then FaceTime, finally talk on phone. Favorite media sites, Facebook minimal use. • Link up with McDowell Mountain Park events • Spartan Races (multi day MTB events) • Multi day music festival • Mountain to Fountain 5K race • Fountain Hills Bike Fest (Apr 2017), bringing in support from CA for drag races o That was original plan, found out the drag race event was going to be too expensive o trying to find another contractor • Increase events for town family gatherings like: • Chili/bbq cook off • Taste of Fountain Hills • A real Art Gallery, revolving exhibits, etc. • Movies in the park, nice idea • Better environment needed beyond popcorn and blanket • Restaurant—at least one Fire Rock type, but available to the public in town • Casablanca Rooftop, Grass Roots, Culinary Drop Out (examples) • Tough to get nice glass of wine or a craft beer after 9:00 pm • Young professionals... (5th and Camelback area), socializing spot • Old Town Scottsdale in general social mix of college and young professionals Confidential Page 17 4/18/2017 2015 Fountain Hills Strategic Plan Draft • Irish Pubs, Scottsdale/Tempe • International or theme other than pizza • Social atmosphere— micro brewery,joint wine tasting w/several vineyards participating valid • Rotate hosting wine pairing meals • Takes business investment • Progressive dinner party hosted by local restaurants • Multimedia marketing (current/correct information) everything on the net • Put all government services on the net • Slide the city is one day per year, need a Cracker-lax like facility • Skate board park, BMX bike park • Copper Wynds international tennis (should have related activities in town) • Hold invitational tournaments—golf, softball, soccer, pickelball, etc • School age travel teams, track meets, swim meets • Sponsor science fair with a focus—water/solar/renewable energy • Regional, state, South West... science/technology fairs can be a draw • Solar powered vehicles (ASU & UofA), be great to see them tackle these hills • Move beyond two art fairs as the main draw and short term money maker for non-profits • Name performers in the fountain park • Generate atmosphere leaning towards innovation, students left area for robot competition • How about drone competition • Host a real "farmers market" • Segway touring, Zip car location, Zip type bike location (rentals) • Day care, child care services/facilities • How to better engage numerous resources associate with local churches Demographic balance (residential full/part time, tourism) o Build upon commute/accessibility to surrounding communities o Increase awareness of current assets o Family oriented o active Boys & Girls club o Work environment o assisted living advantages/convenience Contributing factors for attracting younger residents/visitors o housing environment (not just affordable - own/rent) o transportation around town (sidewalks, bike lanes, walking corridors) ■ walking ■ bikes ■ skate boards ■ hiking ■ neighborhood playgrounds ■ child care Increase Fountain Hills as "destination" Confidential Page 18 4/18/2017 2015 Fountain Hills Strategic Plan Draft Dining experiences 4446. Recreational activities o professional sports o car shows o school aged tournaments Cultural activities o arts o sister cities o library, kid's museum or activity center Entertainment • participative and spectator Schools/education/training o advanced or unique programs o recruit talent for leadership credentials o facilities (pool, auditorium, sound/tv studio) o key sports teams Measurement and KPIs fir. Measurement Terms Defined: • Strategic Goals—these are the stated desired end state condition over the 5-year strategic plan; e.g., demographic balance will be... • Tasks/Milestones—These are specific measurable actions to be taken to reach the Strategic Goals. They should be granular, tactical steps each with a specific "by when" completion date. • State desired Strategic Goals—what is the end game over 5 years? What does it "look like" in 5 years. • Strategic Goals—these are the specific stated desired end state conditions/results for the 5- year strategic plan that support the overriding Strategic Priorities developed in collaboration with VisionFH. Consider; o What is the end game over 5 years? o What does it "look like" in 5 years—what has changed and what has been created? You should create two to four Strategic Goals for each Key Strategic Priority: Economic Growth, Infrastructure Maintenance and Evolution, Demographic Balance, Financial Stability and Sustainability, and Community. • Outcomes—These are indicators of progress toward the Strategic Goals and will help determine whether the subsequent tasks/milestones are on track to achieving the Strategic Goals or if the tasks/milestones should be adjusted (course correction). You can create several of these over the five-year plan at different intervals. There are essentially markers of success, over a period of time, toward the strategic goals. One or more Outcomes should generally be provided for the following periods: Confidential Page 19 4/18/2017 2015 Fountain Hills Strategic Plan Draft o Short-term (1 year or less) o Mid-term (2 to 3 years) o Long-term (3 to 4 years) •,r/� • Tasks/Milestones—These are specific, measurable actions to be taken to reach the Strategic Goals. They should be granular, quantifiable tactical steps; each with the following specific attributes: o What, specifically, is the task?—must be measureable as completed or not. o Who is responsible for the task? o By when will it be complete? o What other resources are required? o Is there a risk or mitigating circumstance? o What is the cost/price of completing the task/milestone? o Prioritizing is extremely important when creating tasks/milestone. Confidential Page 20 4/18/2017