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Home My WebLink AboutSPAC.2016.0623.Agenda THE TOWN OF FOUNTAIN HILLS 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: p sPA Commission Meeting Date o • 4JyLQ—t b ❑ Other: The above ref renced post meeting action notice was posted: ([m-12-. 0?3 , 20`4 at 1/4512.a.m./4111, (Fill in date and ._ L2._(2 ,, BY: SI ATURE SUBSCRIBED AND SWORN to me this day of 90-4 , 20/6 . JENNIFER LYONS `N �IT"1 % : Notary PubliaState of Arizona ( Maricopa County N ary P lic ), My Commission Expires ATTACH A COPY OF THE POST MEETING ACTION AGENDA NOTICE TO THIS AFFIDAVIT C:\Users\NWaIter\AppData\Local\Microsoft\Windows\Temporary Internet Files\Content.IE5\v9DBIPYB\Individual_Affidavit_of Web_Posing_the_Post_Meeting_Action_Notice.doc 2/09 POST ACTION AGENDA NOTICE o''cs><N*,. NOTICE OF THE REGULAR MEETING t° 11, OF THE TOWN OF FOUNTAIN HILLS sg STRATEGIC PLANNING ADVISORY COMMISSION TIME: 4:00 P.M. WHEN: THURSDAY,JUNE 23, 2016 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 @ 4:00 p.m. 2) ROLL CALL NO ACTION TAKEN 3) CALL to the PUBLIC NO ACTION TAKEN 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 April 28,2016 Meeting Minutes APPROVED 5) REPORT from Vision Fountain Hills NO ACTION TAKEN 6) DISCUSSION of volunteer work groups NO ACTION TAKEN 7) CONSIDERATION of Adjournment APPROVED @ 4:46p.m. Dated this 16th day of June 2016 By: '` ( 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. Vision FH.or9 Join the Movement.Be Heard. (SPONSORED BY FOUNTAIN HILLS CULTURAL AND CIVIC ASSOCIATION) Dear Workshop Participant: Thank you for volunteering to help define the future for our Fountain Hills community. This letter and ac- companying materials confirms your acceptance as a Workshop participant scheduled for Saturday, May 7th at the Fountain Hills Community Center. We ask that you review the attached information in advance and bring with you to the meeting for easy reference. Lfhe Workshop is a culminating activity that began last summer when the Fountain Hills Cultural and Civic As- sociation, in collaboration with the Town's Strategic Planning Advisory Commission, began a three phase pro- cess starting with an in-depth assessment of where we are today and followed by what we want to be in the future. The May 7th Workshop will help define how we get there. The following information includes a sum- mary of the community-wide survey, fact sheets on the 5 strategic priorities for our town and SWOT analyses (strengths—weaknesses—opportunities—threats) for the town and school district. It is vital that you plan to stay the entire day of the workshop. Lunch and refreshments will be provided. Please plan to arrive by 7:30 AM for registration and table assignments as we will be starting promptly at 8 AM. The workshop will adjourn at 4:30 PM. We look forward to your participation in this important event. Sincerely, VisionFH Advisory Team VisionFH. 1 TABLE OF CONTENTS INTRODUCTION 1 AGENDA 3 TOWN OF FOUNTAIN HILLS-S.W.O.T. ANALYSIS 4-5 COMMUNITY SURVEY RESULTS 6-9 FINANCIAL STABILITY FACTS 10 WORKSHEET 11 TOWN INFRASTRUCTURE FACTS 12 WORKSHEET 13 FOUNTAIN HILLS UNIFIED SCHOOL DISTRICT FACTS 14- 15 WORKSHEET 16 ATTRACTING NEW FAMILIES FACTS 17 WORKSHEET 78 ECONOMIC GROWTH FACTS 19 WORKSHEET 20 DECISION MATRIX 21 VISIONFH COMMUNITY WORKSHOP AGENDA FOUNTAIN HILLS COMMUNITY CENTER 7:30 Registration begins — coffee and pastries available CHAIR: JAY SCHLUM 8:00 Begin Workshop 8:00 — 8:20 Introduction of Committee and Dignitaries "Where Are We?" 8:20 — 9:00 Present THE CHALLENGES in Fountain Hills Today By Dr. Patrick Sweeney for School District Education By Grady Miller for Town Services By Scott Cooper for Business and Economic Vitality CHAIR: DANA SAAR "What Do We Want To Be?" 9:00 — 9:50 Present SUMMARY OF COMMUNITY SURVEY RESULTS "How Do We Get There?" 10:00 — 11:00 Debate / Determine Solutions for Financial Sustainability 11:00 — 12:00 Debate / Determine Solutions for Infrastructure 12:00— 12:30 Lunch 12:30 — 1:30 Debate / Determine Solutions for School District 1:30 — 2:30 Debate / Determine Solutions for Attracting Families 2:30-2:40 Break 2:40 — 3:40 Debate / Determine Solutions for Economic Growth CHAIR: MIKE SCHARNOW 3:40 —4:30 Closing Remarks: Present Workshop Solutions for Five Strategic Priorities 4:30 End Workshop (Vision:: 3 TOWN OF FOUNTAIN HILLS S .W.O .T. ANALYSIS Strengths • 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. • Safe community—Low crime rate. Responsive emergency services. • Abundant amenities—The arts,theatre, recreation, sports, medical services etc. • Proximity to Phoenix Sky Harbor Airport—30 minute drive. • Data infrastructure—Connectivity for local business and homes. • Numerous special events—Art fairs, concerts,community gatherings. • Robust volunteer program—Active and organized community-wide. • Available office space • 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 com- munity amenities,schools and non-retail business operations. • 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. • Lack of available industrial space—Limits our town's ability to attract employers.to the area. '.. VisionFH.4 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 • Town government is understaffed—* With so much of the town's revenues committed to funding emergency ser- .r vices,other department staffs have been seriously cut back. • 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. • 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. * L • Lack of funds to address the town's aging infrastructure. * • Sustainability of our school system with continued declining enrollment. * L YVksion,F,I-1 5 2016 FOUNTAIN HILLS COMMUNITY SURVEY RESULTS COMMUNITY-DRIVEN VALUES ,,,,,,,r In 2010 the Town's Strategic Plan was made up of eight Community-Driven Values and in 2016,the question was asked how relevant are the following today. SOMEWHAT SO a SOMEWHAT SOMEWHAT SOMEWHAT RELEVANT . RELEVANT RELEVANT RELEVANT 12. 0 16.9% 22.94 25.2% '. w _ Y RELEVA RELEVA '° RELEVANT RELEVANT RELEVAN 85.4% 81.e 71.0% 66.7 #2 .u� #3 : . . #4 #5 PUBLIC SAFETY, INFRASTRUCTURE BUSINESS AND ECO- EDUCATION, RECREATIONAL HEALTH AND WEL- NOMIC VITALITY LEARNING, OPPORTUNTIES FARE AND CULTURAL OPPOR- TUNIIES SCHOOLS In 2016 Schools were included in the Community Survey because of the influence (negatively and positively)the sys- tem has on local property values, community reputation and the Town's ability to attract and retain families.The fol- lowing chart reflects answers to public concerns about declining enrollment. I AM I AM SOME HAT CONCERNED CONCIRNED 63.9% 84.1% FOUNTAIN HILLS UNIFIED SCHOOL DISTRICT VisionFH 6 QUALITY OF LIFE The Community Survey included ten major components that impact the Quality of Life of resi- dents and the following reflect answers regarding their importance today. Importjt , 86.3 0 Less Important I #1 -The Fountain 0 500 1000 1500 2000 85.7V° #2 -Street Maintenance 0 500 1000 1500 2000 82.4t/0 #3 - Park Maintenance 0 500 1000 1500 2000 77.3 0 I #4-Sustain Youth Recreation -200 300 800 1300 1800 Programs 64.3 0 -�---s #5 - Improve Fountain Lake -200 300 800 1300 1800 Water Quality 64.10/0 #6 - Expand Events to Attract -200 300 800 1300 1800 Visitors 1 _ I 63.3$ #7 - Make Fountain Park more -200 300 800 1300 1800 Attractive 58.9¢/0 #8 -Sustain Senior Recreation -200 300 800 1300 1800 Programs 53.3% ---�� f- #9 - Maintain Dams/Washes -200 300 800 1300 1800 ` 1 0 32.3r0 #10 - Maintain Public Buildings -200 300 800 1300 1800 risionFH 7 MOVING FORWARD The following chart reflects agreement with the Town's 2014 Economic Development Plan that states "business growth is critical to creating community wealth..." Agree Strongly Agree 93.7% Support The following types of developments are what residents would like to see in the Town's future. Entertainment I I 73.41% 1111111111111111111111111111111111111 Retail _ 71.7% 1111111111111111 Services ilia MIN 7.0% ..� Tourism 11.111111111111 Small Industry 40.9% (tie) Residential 31.5% Offices 8.2% 0 200 400 600 800 1000 1200 1400 1600 The following is in response to the type of community Fountain Hills should be in the future. A residential community with a diverse compliment of families,seniors and businesses ai An adult community comprised mostly of jaw 94.2% seniors (Rio Verde model) VisionFH4 8 STRATEGIC PRIORITIES '2esidents rank-ordered the importance of the following strategic priorities. (First and second rankings shown in red.) 1st IIIIIIININININININ 642 #1 (966 = top 2) 2nd 324 3rd _ Invest in the Town's 4th -.. . 5th (966 = Top 2 Rankings) Long-term Economic Growth o 100 200 300 400 500 600 700 1st 3515 #2 (797 = top 2) 2nd - 442 Attract More Families 3rd 4th and Working Profession- 5th als as Full Time Residents O 100 200 300 400 500 1st - 375 #3 (761 = top 2) 2nd � 386 Expand Enrollment and 3rd - IMIIIIIIIIIIIIIIIMIIIIIIIIIIMMI Quality of the Fountain fir. 4th _ 1 Hills School District 5th O 100 200 300 400 500 15t - 283 1 #4 (656 = top 2) 2nd - i 373 Ensure Maintenance of 3rd the Town's Infrastruc- 4th _ 5th EMI ture 0 100 200 300 400 500 1st - 210 340 #5 (550 = top 2) 2nd - Preserve the Financial 3rd - 4th Sustainability of Town 5th Services O 100 200 300 400 500 600 yVisionFH 9 FINANCIAL STABILITY FACT SHEET Arizona State Law mandates that all Towns and Cities must operate with balanced Budgets, which means Expenses cannot exceed Revenues EXPENSES REVENUES Town Management Sales Taxes Public Safety State-Shared Funds Streets Franchise Taxes Parks& Recreation User Fees Infrastructure Highway Users Funds Construction Oversight New Construction Fees Contracted Services Secondary Property Taxes ISSUES AFFECTING A BALANCED BUDGET • The Town's population growth is slower than what occurred 10-years ago, and in the last 3-years, it may have decreased even though more homes have been built. • The median age of residents has increased nearly 9-years from that of 10-years ago, which means that once peo- ple move in, many do not move out. • Public school enrollments are down almost 29%from 10-years ago,which reveals Fountain Hills may have be- come less attractive to young families. • New construction revenues that have traditionally paid for many previous capital improvement projects have decreased significantly during the last 10-years and reserves have diminished,which means future improve- ments will have to be borne by residents. • Approximately 40%of current Town revenues come from volatile State-shared sources; have decreased about 20%during the last 10-years; and should reductions continue, cuts will need to be made to Town expenditures, or new revenues found. • Over 50%of Town revenues come from its 2.6% local sales tax that have decreased 24%during the last 10-years (decreased 5%on a per capita basis); and should this continue, cuts will need to be made to Town expenditures, or new revenues found. • Public Safety Services (police,fire and emergency medical) now consume 52%of the Town's Operating Budget; have increased 26%since 2005; and are expected to increase annually for the foreseeable future,which means cuts will need to be made to Town expenditures, or new revenues found. CHALLENGES • A$5.9 million operations deficit is forecast to occur in the next 5 years (In FY20-21 the shortfall is expected to reach$2,000,000) • The Town's Facility Replacement Reserve account is underfunded (Accumulative shortfall through 2030 is estimated to average$1,000,000 per year) • State-shared Highway User Funds are relied on to maintain streets (Revenue shortfall for Residential Street pavement management is estimated at$1,000,000 per year) • The Town's main financial source for capital improvements is Bonds (Capital Improvement reserve funds paid by developers are diminishing; interest paid on Voter-approved Bonds has been$7,900,000 in last 10 years) VisionFH 10 WORKSHEET: FINANCIAL STABILITY Development General ',"` Services Government $1,800,000 $2,700,000 ANNUAL TOWN Community SERVICES ervices $ ,300,000 $14,000,000 Public Safety $7,200,000 A$5.9 million operations deficit is forecast to occur in the next 5 years and the costs of Public Safety services are expected to increase annually for the foreseeable future. Which of the following Services do you believe should be reduced to overcome the deficit? (Since 2008, Town staff has been cut 54%and operating costs have been reduced 52%.) ❑ General Government (Town Manager, Clerk, Finance, Economic Development, Municipal Court) ❑ Public Safety (Police, Fire, Emergency Medical) ❑ Community Services (Parks, Recreation,Senior Services,Community Center,Open Spaces) ❑ Development Services (Engineering, Planning, Building Safety, Code Enforcement, Environmental) If you are not sure enough cuts can be made in existing Services to overcome the forecasted operations deficit,which of the following revenue sources will you support? ❑ Increase existing 2.6% Sales Taxes on some or all tax categories (Town Council sets rates; no public vote is required;each 0.1%increase=$340,000 new revenues) (Scottsdale sales tax=1.7%;Mesa=1.8%;Phoenix=2.3%;Carefree and Cave Creek=3.0%) ❑ Implement a Public Safety 'Fee'for police,fire and emergency medical services (Town Council sets fees; no public vote is required;$62.50 fee per year per parcel=$1M new revenues) ❑ Implement a Primary Property Tax (Property Tax requires Voter approval;3%increase=$1M new revenues) (Town's FY15-16 Assessed Total Property Valuation=$402,135,304) Home Sale Price $300,000 $500,000 $800,000 $1M new revenues $50/yr. (14c/day) $80/yr. (22c/day) $130/yr. (36c/day) $2M new revenues $100/yr. (27c/day) $160/yr. (44c/day) $260/yr. (71c/day) $4M new revenues $200/yr. (55c/day) $320/yr. (88c/day) $520/yr. ($1.42/day) Other Sources of Revenues: VisionFH., 1 1 INFRASTRUCTURE FACT SHEET ANNUAL MAINTENANCE COSTS AND FUNDING SOURCES (LISTED IN ORDER OF COMMUNITY SURVEY QUALITY OF LIFE PRIORITIES) #1 - MAINTAIN THE FOUNTAIN Annual Fountain Operations= $205,000 40-year old facility—No reserve funds #2— MAINTAIN THE STREETS Utilities Repairs 6% 11% Annual Budget= $2,626,000 (Funded by HURF-No local monies) Landscape Contracts }' The Highway User Revenue Fund(HURF)is 7% funded by State Shared Revenues collected from motor fuel taxes and a variety of fees Pavement Management and charges relating to the registration and No, 76% operation of vehicles. This fund may only be used for street purposes. #3 — MAINTAIN THE PARKS Mtn. Preserve Annual Budget= $981,000 Avenue 9% (Annual Budget does not include the Fountain) • 116 Acres of Developed Parks Desert Golden Eagle • 740 Acres of Mountain Preserve 120 38% ,../ • 59 Acres of Lake Overlook Trail Preserve • 10.43 Miles of Hiking Trails • Annual Athletic Field Four Peaks • Preparation/Maintenance=$138,000 14% Park • Annual Landscape Maintenance =$114,000 ' ° Botanical Gar'e #4— MAINTAIN DAMS AND WASHES Annual Budget = $639,000 (Funded primarily by Annual $36 Fee per Parcel) • Wash Maintenance (686 acres total) • Seven Dams • Street Sweeping(2,682 lane miles) #5 — MAINTAIN TOWN BUILDINGS Kiwanis 1% Theater 1% Annual Budget = $753,000 Physical Plant 6% • 122,300 sq. ft.total Fire Stations (2) Town • 1.3 custodial staff 9% Hall Library Museum Corn ; , ty Center 25% Nape VisionFH 12 • WORKSHEET: TOWN INFRASTRUCTURE Buildings The Fountain $753,000 $205,000 Dams and INFRASTRUCTURE Washes $6 ,000 ANNUAL MAINTENANCE Streets Parks $2,626,000 $5/200,000 $981,000 Do you believe more investments should be made to enhance the Town's infrastructure? The Fountain (Such as,replace the pumps and electrical system to reduce operating costs;run three pumps several times each day;restore the Fountain to being the highest in the world.) Yes_ No— Streets (Such as,restore residential pavement management program to a five-year cycle;or create improvement districts and let each area decide timing, with costs borne by each district.) Yes_ No Parks (Such as, improve irrigation water quality;improve turf conditions;spend funds to annually overseed,fertilize, and control weeds;add more playgrounds/walkways.) Yes_ No Dams&Washes +,,,Such as,reduce 9-year wash maintenance cycle to seven years;establish Primary Property Tax to fund maintenance and eliminate Existing Environmental Fee.) Yes— No — Town Buildings If you answered yes to any of the above,which revenues sources will you support? Increase existing 2.6%Sales Taxes on some or all tax categories Yes_No (A 0.1%increase in sales taxes will produce approximately$340,000 in new revenues.) Increase park and building User Fees Yes_No Fully fund a Facility Replacement Fund(a dedicated property tax) Yes_No— (Accumulative shortfall through 2030 is estimated to average$1,000,000 per year.) Implement a Primary Property Tax Yes—No— (A 3%increase in property taxes will produce approximately$1M in new revenues.) Other Sources of Revenues: VisionFH 13 FHUSD DISTRICT FACT SHEET Superintendent: DR. PATRICK SWEENEY Four schools located on three sites: District Staff: •McDowell Mountain Elementary District Office and Learning Center building adjacent (K-3`d enrollment 370 plus 54 preschoolers) Avg class size<25 to High School Campus •Four Peaks Elementary Certified Teachers: 91 Grades 4-5 enrollment 248)Avg class size<31 Other Certified Staff: 11 •FH Middle School Classified Support: 83 (Grades 6-8 enrollment 354)Avg class size<31 Administrative: 8 •FH High School TOTAL 193 (Grades 9-12 enrollment 558) Payroll: Approximately$350,000 per pay period Enrollment Trends: 2005-2006 2010-2011 2015-2016 Total Enrollment 2355 2062 1530 Total High School 842 733 558 Total Elementary 932 839 618 State Base Support $3,039 per pupil $3,309 per pupil $3,525 per pupil *Arizona provides less state funding per student than any state in the nation, according to data from the U.S. Census Bu- reau's "Public Education Finances:2013" • Three vacant land sites at Hawk/Arroyo Vista Dr., El Lago Blvd/Cavern,Aspen/N Eagles Nest Dr. and former Four Peaks Ele- mentary School building at Calaveras and El Sobrante. Valuation of these properties is:$3.6m-$5.6m;sale of properties must be voter approved with use of proceeds strictly limited by state statute(funds may not be used for Maintenance and Operations i.e.salaries) • Arizona Public schools have restrictions on how funds from designated budgets may be spent. Maintenance and Operations dollars are used for employee salaries, programs,supplies, utilities,and other day to day operation expenses. Capital dollars are used for items such as buildings,computers,textbooks,software,etc. In most instances,districts cannot move funds from one budget to another. • Community Support:Voter approved capital override currently in place provides funds for technology,textbooks,furniture, equipment,etc.. M&O override in place of 13%(max 15%)goes to salaries and programs. A voter approved Bond is also in place for large projects such as field construction, building repairs and plant systems. • The FHUSD budget for next year is somewhat uncertain. The state intends to change funding to a "current year enrollment "formula instead of the"previous year enrollment"formula that has been in place for years. In addition, Proposition 123 is on the ballot in May which will provide additional dollars to schools if it passes.These funds will be used to increase the FHUSD salary schedule for teachers. In the event that Proposition 123 does not pass,the new salary schedule and the "reset"will not be possible,and all employees will be compensated at their current levels • FHUSD current teacher salaries are below most neighboring and peer districts in the state.The proposed salary increases (dependent on Prop 123)are intended to make FHUSD more competitive in this area. YNT6' ionFH. j 4 FHUSD DISTRICT FACT SHEET QTRENGTHS • FHUSD Preschool & K-12 located within FH community • Small school/class size; straight line feeder system • Many teachers live in FH and are vested in the town and school district • FHUSD is the largest employer in Fountain Hills • Well maintained school facilities and athletic fields/facilities;Technology equipped campuses • Honors classes in elementary through High School;AP and dual enrollment classes offered at HS • Music,Art and PE offered at all grade levels; Band offered MS- HS • Free full day Kindergarten offered • Variety of extracurricular activities, clubs and sports offered • History of community support through Bonds and Capital Overrides WEAKNESSES/ THREATS • Demographic shift-older population and fewer families • Declining enrollment over past 10 years • Funding reductions (from State Education cuts; declining enrollment) and restrictions • Teacher salaries not competitive-statewide teacher shortage • Teacher turnover/retirement • Competition from SUSD, Charter and Private schools • Community's perception of school quality • Limited electives compared to larger schools (foreign languages, drama,yearbook, etc) • Lack of affordable housing options for families and staff 41101. YVision,,FH, 15 WORKSHEET: FHUSD What potential solutions do you think warrant further efforts by community leaders and volunteers? Reevaluate District wide school/instruction improvement plans Yes No Establish sustainable community financial support (i.e. FHUSD Foundation? GEEF?) Yes No Assemble a community advisory council(s) Yes No Community think-tank/education summit Yes No Mobilize parents and community members to lobby state leaders re: Education funding Yes No Sell or utilize School District owned land Yes No Expand community volunteer programs i.e. Junior Achievement and Mentoring Yes No Community/School collaboration Yes No Utilize resources within FH community in areas of knowledge/experience/resources Yes_ No Explore alternative funding sources or reallocation to increase teacher pay Yes No Explore options to utilize or sell vacant school property (land and buildings) Yes No Explore options to increase rigor; develop specialty or magnet programs Yes No Other ideas or potential solutions: VisionFH 1 6 ATTRACTING NEW FAMILIES FACT SHEET # 1 DEMOGRAPHIC SHIFTS IN FOUNTAIN HILLS • 17%of the town's population is under the age of 55 years. • 1 in 4 households have children • The age group 65+had the largest increase in the last 10 years 2004 2014 Median Age(Years) 47 54 Population 22,863 23,573 %under age 18 19% 14% %age 65 plus 19% 28% # 2 SCHOOLS •Fountain Hills offers a close proximity to several great public and private school organizations, Fountain Hills Unified School District and nearby Charter and Scottsdale Unified education options. •Arizona State University and Scottsdale Community College are in close proximity for both Educators and Students. #3 HOUSING ATTRACTIVE TO NEW FAMILIES •Housing markets that are closest in proximity and direct competition for Fountain Hills Age of Sold Home Beds Baths Levels Size Sold Price $/ft. Size Fountain Hills 23.7 3.2 2.5 1.2 2,332 $430,066 $184 15,242 Scottsdale 30.1 3.5 2.4 1.2 2,339 $470,787 $201 12,826 Mesa 24.1 3.6 2.4 1.3 2,211 $269,276 $122 9,796 **All numbers for housing are statistical averages Population Median Household Income Median Age of Residents Fountain Hills 23,051 $72,462 55.9 Scottsdale 223,519 $72,455 44.7 Mesa 452,091 $49,223 35.50 FAMILY FRIENDLY EVENTS *Special events like Oktoberfest, Fourth of July,and The Semi-annual Great Fair are ideal for local family outings. •Young leaders can become part of the Mayors Youth Council and become directly involved in our Towns planning and manage- ment. *Many different outdoor family-friendly environments including 116 Acres of developed parks, 10.5 miles of hiking trails,athletic fields, and the McDowell Mountain Regional Park. •Low crime rate and small town environment with 'It takes a Village'attitude. ACCESIBILTY, COMMUTE, AREA ATTRACTIONS •PHX Sky Harbor Airport is close for picking up visiting Friends and Family. •Industry in Mesa and Scottsdale is close for executives/professionals. Example, Mayo Clinic, Banner MD,State Farm,Intel,and Caremark/CVS are notable employers. yV •Close proximity to Phoenix, Ballpark, Basketball,and Concert Venues. isionFH., 1 7 ATTRACTING NEW FAMILIES WORKSHEET What potential solutions do you think warrant further efforts by '400 community leaders and volunteers? Provide free WiFi access downtown and at the Fountain Park Yes No Extend and enhance the Neighborhood Watch program throughout Fountain Hills Yes No Organize a 'Young Professionals Business Group' locally for networking and strategy development Yes No Establish a collaborative effort between Town and Local Business Leaders to promote, market, and brand Fountain Hills as a community attractive to families Yes No Allocate a specific marketing budget for family branding to surrounding cities and states Yes No .r Identify and give resources to local ambassadors to spread brand message via Social Media and On-line Resources. Yes No Improve communication/ marketing of FHUSD strengths and boost reputation and local/nationals rankings Yes No Other ideas or potential solutions: -.1010 VisionFH. 18 ECONOMIC GROWTH FACT SHEET Fountain Hills has a population of 23,723 plus adjacent populations of Rio/Tonto Verde (1800), Goldfield Ranch/Fort f McDowell (1000)totals 26,500. Fountain Hills also is home to many part-time property owners and seasonal renters. It is estimated that during Summer months the population can drop below 15,000. Here are some quick facts to set the stage for economic growth.The Town of Fountain Hills has an extensive economic plan and employs a full time administrator. SHOPPING/ RETAIL Fountain Hills commercial space is more affordable than Scottsdale • Fountain Hills average$/ft. of office and retail ranges$12 to$15/Sq. Ft. (annually...$1.00 to$1.25/month). • Scottsdale average$/ft. of office and retail ranges avg. $20-$35/Sq. Ft. RESTAURANTS • Fountain Hills offers a small-town Mom-Pop dining experience. • There is further opportunity for fun,trendy, and diverse culinary experiences. ENTERTAINMENT C„• Live music and Concerts virtually year round ranging from small intimate venues like Sofrita and Saddle Bronc to the Fountain Park Amphitheater. • Local outdoor events create activity and stimulate local retail and dining businesses; Holiday Events, Halloween, Oktoberfest, Stroll in the Glow,Concourse in the Hills, Love in the Hills,Art Festivals. • Local Chamber of Commerce works with Business to boost marketing and provide resources. RECREATION • Fountain Hills is home to diverse amounts of outdoor activities, and accessible to more lakes,trails, mountains, and national parks than any of our surrounding cities. • There is further opportunity to promote FH for its lifestyle/recreation,and highly available hiking, biking, kayaking, boating, off-roading and touring experiences. RESIDENTIAL AND BUSINESS GROWTH • Fountain Hills has a very limited marketing budget for attracting full time residents, business owners and families. • There is further opportunity for collective marketing efforts,to even our demographics of seasonal visitors and full time residents. VisionFH: 1 9 ECONOMIC GROWTH WORK SHEET What potential solutions do you think warrant further efforts by communi- ty leaders and volunteers? Emulate financial models and practices of successful FH businesses that have created a local or national presence; like Prevco, Broker's Alliance, Wise Agent, Hummel Medical Center, and Fountain View Village. Yes No Showcase and celebrate examples of successful FH business that have created a local or national presence. Yes No Speed up Business Permit Process Yes No Encourage Town/Chamber to collaboratively create a Business Accelerator Yes No Use the strengths of FH to create a vision of businesses that can thrive here; (Outdoor/Adventure, Health/ Wellness/Lifestyle, proximity to valley, large population of entrepreneurs, former CEO's, "braintrust"). Yes No Focus directly on the available buildings, and consider "shared space" environments, business incubators, entrepreneurial activities Yes No Create an mini mall of like-minded businesses...artists, entrepreneurs, outdoor/adventure, and health/ wellness businesses Yes No Develop documentation and processes to ensure greater success with new business owners Yes No Provide a comprehensive and contemporary business package including demographics, medium income, available professionals (Attorney, CPA, Architect, Builder, Real Estate), and best practices,to further educate new business owners Yes No Other ideas or potential solutions: -4001 VisionFH 20 FOUNTAIN HILLS SERVICES AND AMENITIES DECISION MATRIX VIABLE AT RISK MUSTStreets and roads HAVEPublic safety (EMS, Fire, Police) Environmental services Sanitation Park services/facilities Water Town facilities/bldgs FHUSD K-12 NICEAdult services Retail/business services Medical services Youth programs TOArts/cultural events Recreation programs HAVEVolunteer network Hiking/biking trails C yrytsionst,„ 21 OovvAIN/fl ,. 1 c THE TOWN OF FOUNTAIN HILLS Z n `�-- 'ow ' AFFIDAVIT OF /4, opt that is 801 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: // y \'p Commission Agenda Packet. (JrnQ_-a3 ./So ❑ 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, AZ at 7:4S a.m/p.m. on the !lv day of , 20 SECOND PLACE: TOWN CLF FOUNTA HILLS EBSITE: 1.www.fh.az.go at 'OS. % 0 p.m. on the / day o f (1/n,a.-• , 20 /(. THIRD PLACE: TOWN FOUNTAIN HILLS OFFICES, 16705 E. • •ue of the Fountains, Fountain Hills, AZ at 9:3 r a.m. ..m. n the _� day o f , 201-b . BY: Zttd)_k_r I 1 //F SUBSCRIBED AND SWORN to me this pita day of 9 f, , 20 J(Q. W JENNIFER IYONS Notary public,State of Arizona clean m Maricopa County Not Publi My Commission Expires April 09, 2019 Notary Expires c:\users\nwalter\appdata\local\microsoft\windows\temporary internet files\content.ie5\jdogkx9l\afdavit_of establishing_posting_notice.doc ��T AIN qrt NOTICE OF THE REGULAR MEETING k° (/ OF THE TOWN OF FOUNTAIN HILLS STRATEGIC PLANNING ADVISORY COMMISSION ,t6et is Asti" TIME: 4:00 P.M. WHEN: THURSDAY,JUNE 23,2016 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. CONSIDERATION of Approving the April 28,2016 Meeting Minutes 5) REPORT from Vision Fountain Hills 6) DISCUSSION of volunteer work groups 7) CONSIDERATION of Adjournment Dated this 16th day of June 2016 By: V {�/� •�i 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. Nancy Walter From: Dominick LaBate "lent: Thursday, June 16, 2016 8:42 AM `'0■-To: Nancy Walter; Customer Service Reps (CC); Mike Fenzel Subject: RE: SPAC 6.23.16 Posted 06/16/2016 at 08:45 From: Nancy Walter Sent: Thursday, June 16, 2016 8:39 AM To: Customer Service Reps (CC); Mike Fenzel Subject: SPAC 6.23.16 Good morning all, Please post the attached agenda today and respond to this e-mail as confirmation of compliance. Thank you for your help! Nancy Walter Executive Assistant to the Town Manager, ,��,�„� Mayor and Council a`. `c, 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 L 1 VFH Worksheet Summaries FINANCIAL STABILITY(103 respondents) Which Town services should be reduced to overcome expected budget deficits? • General government: 1 vote in favor - 102 votes against • Public safety: 14 votes in favor - 89 votes against • Community services: 2 votes in favor - 100 votes against • Development services: 0 votes in favor - 102 votes against Which of the following revenue sources would you support? • Increase existing sales tax: 23 votes in favor 80 votes against • Implement a 'public safety fee': 65 votes in favor 38 votes against • Implement a primary property tax: 94 votes in favor 9 votes against Misc. comments: ✓ Institute a property rental tax ✓ Reevaluate cost of police services ✓ Park usage fee ✓ Emergency services fee ✓ Parcel fee ✓ Retail/businesses pay for fire protection TOWN INFRASTRUCTURE (103 respondents) Should there be more investment in the Town's infrastructure? • The Fountain: 80 votes in favor - 23 votes against • Streets: 83 votes in favor - 20 votes against • Parks: 79 votes in favor - 24 votes against • Dams/washes: 33 votes in favor - 70 votes against • Town buildings: 32 votes in favor - 71 votes against Which revenue sources will you support? • Increase the sales tax: 24 in favor - 79 against • Park/building user fees: 67 in favor - 36 against • Fund the facility replacement fund: 37 in favor - 66 against • Primary property tax: 97 in favor - 6 against Infrastructure Misc.comments: ✓ Research sale/leaseback options on buildings ✓ Sanitary district take over Fountain maintenance ✓ Reduce Fountain operating times ✓ Research use of solar power for Town buildings ✓ Organize 'Adopt a Wash' program for routine maintenance ✓ Explore private partnerships/name rights for selected structures ATTRACTING NEW FAMILIES/WORKING PROFESSIONALS (103 respondents) • Provide free WiFi access downtown. 33 in favor - 70 against • Extend the Neighborhood Watch Program citywide. 46 in favor—57 against • Organize Young Professionals Business Group. 73 in favor - 30 against • Collaborative between Town and Business to promote FH. 93 in favor— 10 against • Specific marketing budget for family branding. 77 in favor - 26 against • Identify local ambassadors to use social media marketing. 78 in favor—25 against • Improve/include communication of FHUSD strengths in marketing FH. 101 in favor Misc. comments: ✓ Realtors need to take a leadership role in promoting FH as family friendly ✓ Use social media aggressively and extend focus across US ✓ Clean up Google search for FH ✓ Establish a Community Branding Group ✓ Town and Cof C to collaborate to develop comprehensive visitor packets ECONOMIC GROWTH and SUSTAINABILITY (102 respondents) What potential solutions warrant further consideration by the community? • Showcase examples of successful FH businesses with regional presence. 85 in favor—17 against • Speed up business permit process. 70 in favor - 32 against • Encourage the Town and Chamber to support a Business Accelerator. 89 in favor - 13 against • Develop a community brand/vision that could thrive here (i.e. outdoors). 100 in favor • Focus on available spaces and possible 'shared environments'in recruiting. 100 in favor • Consider developing a mini-mall. 70 in favor -32 against • Develop a comprehensive resources package for new businesses. 93 in favor—9 against Economic Growth Misc. comments: • Leverage the medical/healthcare market for support services. • Establish a CEO-type conference and center for annual meetings(Copperwynd) • Promote an adventure outdoor package for visitors • We need a microbrewery(or two!) • Special tax incentives for new business types(tbd) SUSTAINING FOUNTAIN HILLS UNIFIED SCHOOL DISTRICT(102 respondents) What potential solutions warrant further consideration by the community? • Reevaluate school/instruction improvement plans. 43 in favor - 59 against • Establish sustainable local financial support. 85 in favor - 17 against • Assemble a community advisory council. 52 in favor - 50 against • Community think tank/education summits. 76 in favor - 26 against • Mobilize local efforts to lobby state govt leaders. 101 in favor • Sell or lease District-owned land. 84 in favor - 18 against • Expand community volunteer programs for kids. 79 in favor 23 against • Establish a more formal collaboration between FHUSD and Town. 92 in favor—10 against • Better utilize local talent/expertise whenever possible. 93 in favor - 9 against • Explore alternative funding sources or reallocation for teacher salaries. 93 in favor—9 against • Explore options for selling or leasing unused school buildings. 102 in favor • Increase rigor;develop specialty or magnet programs. 80 in favor - 22 against Misc. comments: ✓ Sell or utilize Four Peaks school ✓ Develop a speakers bureau ✓ Upgrade website for the district and tout successes. Use volunteers experienced in social media ✓ Integrate FHUSD info into the Economic Dev. Initiative by the Town ✓ Consider an EVIT satellite ✓ Merit pay for teachers ✓ Explore special relocation incentives for new teachers ✓ Be more aggressive in promoting the tax credit program ✓ Collaborate with Econ Dev efforts to promote healthcare companies by considering technical and vocational trainings. JC/May 10 2016 FOUNTAIN HILLS TOGETHER — 2021 A partnership of key stakeholders and residents committed to ensuring Fountain Hills'continued growth as a thriving and diverse community. The following table defines overarching priority actions as determined by results from the 2016 VisionFH Community Survey and Planning Workshop. Each priority action will have measurable components, timelines and accountabilities clearly defined over the course of this year. This table is merely a starting point for Town government (incl. SPAC), FH Unified School District, FH Civic and Cultural Association and the FH Chamber of Commerce to address concurrently the community's near term priorities and planning involvement. Priority Action Areas FH Gov't FHUSD FHCCA FHCoC ➢ Business development X X X ➢ Infrastructure improve/maintenance X X X X ➢ Primary property tax/user fees X X X X ➢ FH marketing/rebranding campaign X X X X ➢ Establish a business accelerator X X X ➢ Create a young execs business network X X ➢ Executive Retreat Center program X X X ➢ Develop a schools/educ. advocacy network X X X ➢ Vocational/technical training programs X X X X ➢ FH Leadership Academy X X X X Do the above-referenced Priority Action areas assigned to your organization conform and/or support your mission and purpose? To what extent are you available to support Priority Action planning efforts?