HomeMy WebLinkAboutSPAC.2015.1022.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:
0 $pC _ Commission Meeting Date of: /Q " ' .2a_/ S-
20 Other: PR - ftL fYY Z / ---,
L.
The above referenced p9 1.rg a Liotice was posted:
l! 1� , 20 /5"--at, 35. ./#1,
(Fill in date and ti " )
BY:
SI ATU E
SUBSCRIBED AND SWORN to me this day of n�U -„, , 20 IS
JENNIFER LYONS �t
Public.State of Arizonaotary blic
)Notary
Maricopa County.
tr`�
My Commission Expires
ATTACH A COPY OF THE POST MEETING ACTION AGENDA NOTICE TO THIS AFFIDAVIT
L
C:\Users\NWalter\AppData\Local\Microsoft\Windows\Temporary Internet 2/09
Files\Content.IE5\PLQITG2S\Individual_Affidavit_of Web_Posing_the_Post_Meeting_Action_Notice.doc
POST ACTION AGENDA NOTICE
. IN at NOTICE OF THE REGULAR MEETING
x i OF THE TOWN OF FOUNTAIN HILLS
STRATEGIC PLANNING ADVISORY COMMISSION
•
0
that is my'
\._.r
TIME: 4:00 P.M.
WHEN: THURSDAY,OCTOBER 22, 2015
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
Cir 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 September 24, 2015 Meeting Minutes APPROVED
5) REPORT from Vision Fountain Hills NO ACTION TAKEN
6) DISCUSSION of the SWOT presentation to Council NO ACTION TAKEN
7) UPDATE on the budget NO ACTION TAKEN •
8) CONSIDERATION of Adjournment APPROVED @ 4:37p.m.
Dated this 15h day of October 2015
By: 4
Nancy Walter, Executive Assistant
Pursuant to Title II of the American with Disabilities Act(ADA),McDowell Mountain Preservation 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.
n THE TOWN OF FOUNTAIN HILLS
3�
9,, v rhat `�oo
• AFFIDAVIT OF
is
ESTABLISHING POSTING NOTICE
STATE OF ARIZONA I
} 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:
S?Ae'_, Commission Agenda Packet: /0 — c -
❑ 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 CENTE ' 3001 N. La Montana, Fountain
Hills, A at / ;l err/p.m. on theme day of
U e�e , 20 .
SECOND PLACE: TOWN OF FOUNTAIN HILLS WEBSITE:
www.fh.az. at S. a.m.110 on the l? day of
06710- . , 20%
THIRD PLACE: TOWN OF FOUNTAIN HILLS OFFICES, 16705 E.
Aven • s the Fountains, Fountain Dills, AZ at S.
a.m. op on the l`f day of
O c- ,� , 20tr.
BY:
GN T
SUUSC I.BED,4 D �•LW1R# e. a-skis o7� '' day of Ot9-C , 20 15.
tx; JENNIFER LYONS
C
Notary PubIlo,State of Arizona ;/�
Maricopa County
(seaq .� .y My Commission Expires jVOIQP Public
»/ April 09, 2019
(iiir
Notary Expires
c:\users\nwalter\appdata\local\microsoft\windows\temporary internet
files\content.ie5\jdogkx9t\afdavit_of establishing_posting_notice.doc
Nancy Walter
From: Leigh Heise
Sent: Tuesday, October 20, 2015 10:14 AM
rfo: Nancy Walter; Customer Service Reps (CC)
Cc: Kelley Fonville
Subject: RE: SPAC agenda 10.22.15 posting
Posted 10/20/15 at 10:14am
From: Nancy Walter
Sent: Monday, October 19, 2015 5:22 PM
To: Customer Service Reps (CC)
Cc: Kelley Fonville
Subject: SPAC agenda 10.22.15 posting
Good afternoon all!
Please post the attached agenda today and respond to this e-mail as confirmation of compliance.
Nancy Walter
Executive Assistant
to the Town Manager,
Z AIN 4, Mayor and Council
i�`' k,. Town of Fountain Hills
a 16705 E. Avenue of the Fountains
•yO
_"� Fountain Hills, AZ 85268
4�•�
P.480.816.5107
F. 480.837.3145
www.fh.az.gov
1
o�I^�r� NOTICE OF THE REGULAR MEETING
� � OF THE TOWN OF FOUNTAIN HILLS
STRATEGIC PLANNING ADVISORY COMMISSION
0
r6at is No.
TIME: 4:00 P.M.
WHEN: THURSDAY, OCTOBER 22,2015
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 September 24, 2015 Meeting Minutes
5) REPORT from Vision Fountain Hills
6) DISCUSSION of the SWOT presentation to Council
7) UPDATE on the budget
8) CONSIDERATION of Adjournment
Dated this 151 day of October 2015
By: �Q�GC(� a T
Nancy Walter, Executive Assistant
Pursuant to Title II of the American with Disabilities Act(ADA),McDowell Mountain Preservation 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.
Town of Fountain Hills
Council - November 5, 2015
Strengths
Environmental setting—Lush suburban setting with mountain views.
4 Community brand—World famous fountain. Recognized as one of the most livable
communities in Arizona.
44 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.
4, Proximity to Phoenix Sky Harbor Airport—30 minute drive.
N4 Data infrastructure—Connectivity for local business and homes.
4, Numerous special events—Art fairs, concerts, community gatherings.
mik Robust volunteer program—Active and organized community-wide.
NIB Available office space— *
4 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.
*�. Derhographic imbalance—The age group 65—74 years has increased by nearly 50%
eifa
from 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.
N4 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.
4L 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
‘W.• 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.
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.
Nit 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.
,k 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.
NI. Future technology preparedness—*
'stow {�' 0, �' kfll Pa+v
Threats =1,f '. r
General resistance pAi changes/investments proffered by local
government. ii1,01y �ir.
• 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. *
• Sustainability of our school system with continued declining enrollment. *
L
Strategic Plan Update 11.05.15
Council Agenda Item Speaking Points
• Available office space
According to CoStar we have just over 128,000 SF of available office space. They range in size
from 360 SF to just over 25,000 SF. When office and retail space are combined (commercial)the
total is just over 300,000 SF.
• Town government is understaffed
FY14-15: 52.32
FY09-10: 81.0
FY04-05: 74.0
FY00-01: 107.5
• Seasonal residents
It is estimated that between 20-25%of Fountain Hills residents live in town on a part-time basis.
During the peak season, this influx of residents contributes to the local economy which can be
seen and felt in the retail, dining, hotel, and tourism sectors. The downside is that it appears
that the number of part-time residents is increasing which affects the local economy by less
spending on these sectors during the off-season when part-time residents leave.
• Future technology preparedness
Numerous studies have shown that businesses that provide W-Fi on their premises have
measured increases in business foot traffic and in customer loyalty.
Blogger Victoria Jeffrey- Municipal WiFi is one of the best ideas connected with internet
computing today. It can make a city a very attractive,sophisticated place which can draw more
professionals, entrepreneurs, creatives and many others to the city.This in turn brings rich
economic benefits to the city. In the future it will be the sign of a sophisticated, evolving,
forward thinking city.
And from Mike Luzio is the Co-Founder, Chief Executive Officer and President of Industry Retail
Group, Inc.
Experience has shown that offering Wi-Fi results in higher store traffic, higher customer loyalty,
and higher per-ticket sales. Not offering Wi-Fi is equivalent to a retailer having a no returns
policy for fear of the few customers who may abuse it.
It's proven that a better customer experience increases revenue. (My advice is to)view Wi-Fi as
a revenue generator—because it is—rather than a line item expense
L
• Impact of certain legislation by state on local government's ability to manage the
community's evolving needs
The Arizona State Legislature passes legislation that negatively impacts cities and towns.
Examples of this include changes in the state shared revenue distribution percentage and
changes in how the Transaction Privilege Tax(sale tax) is to be calculated on certain building
activities. The State Legislative also is known to pass costly mandates to cities and towns
without the funding to go along with the mandates. While local government with charters have
the ability to help fend off mandates and other pre-emptive actions of the legislature through
Home Rule, even those charter governments have had costly battles to challenge state laws.
• Lack of funds to address the town's aging infrastructure
Like most cities and towns,the Town of Fountain Hills is challenged to fund and maintain its
aging infrastructure. Currently, the town does not set aside funding in a reserve fund
specifically for the replacement of big ticket items such as roofs, heating and ventilation
systems, park facilities, and other items. The town is currently undergoing an infrastructure
review to determine the lifecycle and replacement costs of major capital items for buildings,
parks, and other town assets. Once this has been completed the town will have a plan and will
try to fund a capital replacement reserve based on the lifecycles of these items. As an example,
the lake liner that was replaced in 2002 would need to have approximately$100,000 annually
set aside per year for the next 20 years to fund the replacement when it is 35 years old.
• Sustainability of our school system with continued declining enrollment
The overall enrollment in FHUSD in 2015 has declined by 23.4% since 2010. Enrollment declined
consistently from the previous year for the past 5+years (current 2015 enrollment reflects only
the first 3 months of this year).
L
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NEIGHBORHOOD REPORT
Fountain Hills, Arizona
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Arizona Real Estate License:SA656134000
CPL
Properties
Mobile: (480)773-5735 I Fax: (480)212-5960
gseimon@gmail.com
CPL properties
16858 E Avenue of the Fountains
suite 106
Fountain Hills,AZ 85268
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•RPF Copyright 2015 Realtors Property Resource®LLC.WI Rights Reserved. /�
T[T�TZ Information is not guaranteed.Equal Housing Opportunity. u 9/24/2015
AWLS® 1
Neighborhood Report Fountain Hills,Arizona
Neighborhood: Housing Stats and Charts
Fountain Hills Maricopa County Arizona United States
Median Estimated Home Value $362K $210K $184K $319K
Estimated Home Value 12-Month Change 2% 5.7% 4.9% —
Median List Price $359K $240K $210K $89.9K
List Price 1-Month Change —1.7% 0.4% 0.2% —
List Price 12-Month Change 4.1% 14.2% 10.3% —
Median Home Age 22 27 28 —
Own 83% 64% 66% 66%
Rent 17% 36% 34% 34%
$Value of All Buildings for which Permits Were Issued — $1.46B $2.42B $102B
%Change in Permits for All Buildings — —12% —16% 2%
%Change in$Value for All Buildings — —10% —11% 7%
Median Sales Price vs. Sales Median Sales Price
Volume $400K
This chart compares the price trend and $300K
sales volume for homes in an area. Home $200K
prices typically follow sales volume,with a
time lag,since sales acti ity is the drier $100K
behind price movements.
Data Source:Public records data $0
Update Frequency:Monthly Jan Jul Jan Jul Jan Jul Jan Jul
'12 '12 '13 '13 '14 '14 '15 '15
Nbdian Sales Price
MI Sales Volume Sales Volume
200
150
100
0 IIIII.IIIIIIIOhIIIiupiiuiIIIfli.iilipllllh 0.
Jan Jul Jan Jul Jan Jul Jan Jul Jan
'12 '12 '13 '13 '14 '14 '15 '15 '16
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Neighborhood Report Fountain Hills,Arizona
Median Listing Price vs. Listing Median List Price
Vr' -me $400K
Th:,.,dart compares the listing price and $300K
listing volume for homes in an area. Listing $200K
prices often follow listing volume,with a
time lag, because supply can drive price $100K '
movements. S0
Data Source:On-and off-market listings Jan Jul Jan Jul Jan Jul Jan Jul Jan
sources '12 '12 '13 '13 '14 '14 '15 '15 '16
Update Frequency: Monthly
NEdian List Price Listing Volume
•Listing Volume 800
600
400
200
0.
Jan Jul Jan Jul Jan Jul Jan Jul Jan
'12 '12 '13 '13 '14 '14 '15 '15 '16
Price Range of Homes Sold > $500K 104
This chart shows the distribution of homes $450K-$500K 34
reported sold in the past six months within $400K $450K 32
different price ranges in the area of your
search.The amount shown for the subject $350K-$400K 57
pror"'ty is sold data where available,or the
pr ,'s estimated value when sales data $300K-$350K 50
ard'besavailable(such as a non-disclosure
state)or provided in range format. $250K-$300K 46
Data Source: Public records data $200K-$250K 57
Update Frequency: Monthly $200K 122
MI Sales Count By Price Range
Price per Square Foot of > $250 30
Homes Sold $225-$250 23
This chart shows the distribution of homes $2Q0-$225 68
reported sold in the past six months at
different prices per square foot in the area $175-$200 102
of your search.
$150-$175 110
Data Source: Public records data
Update Frequency:Monthly $125-$150 88
1. Sales Count By Price Per Sq Ft $100 $125 47
< $100 19
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Neighborhood Report Fountain Hills,Arizona
Size of Homes Sold 2600 -2800 sq. ft. iii
This chart shows the distribution of homes 2400 -2600 sq. ft. 17
reported sold in the past six months of .d►'
different sizes in the area of your search. 2200 -2400 sq. ft. 28
Data Source: Public records data 2000 -2200 sq. ft.
Update Frequency: Monthly
1800 -2000 sq. ft. 48
•Sales Count By Living Area 1600 - 1800 sq. ft. 64
1400 - 1600 sq. ft. 51
< 1400 sq. ft. 130
Age Range of Homes Sold 40 -50 27
This chart shows the distribution of homes 30 -40 87
reported sold in the past six months of
different age ranges in the area of your 20 30 134
search. 10 -20 210
Data Source: Public records data
Update Frequency: Monthly 10 24
Sales Count by Age of House
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Neighborhood Report Fountain Hills,Arizona
eighborhood: People Stats and Charts
Fountain Hills Maricopa County Arizona United States
Population 22.7K 3.84M 6.41M 309M
Population Density per Sq Mi 1.12K 418 56.4 —
Population Change since 2000 12.3% 25% 25% 9.8%0
Median Age 53 35 36 37
Male/Female Ratio 49% 50% 50% 49%
High School Graduate 19% 23% 24% 28%
2-Year Degree 34% 34% 34% 29%
Bachelor Degree 29% 19% 17% 18%
Post-graduate Degree 15% 10% 10% 11%
Population of Children by Age Toddlers 691
Group Elementary School 656
This chart shows the distribution of the Middle School 1,077
population of children by age range—from
birth to 17—in the area of your search. High School 712
Data Source: U.S.Census
Update Frequency:Annually
•Fountain Hills
Population of Adults by Age 18-20 618
Group 21-24 642
This chart shows the distribution of the 25-34 1,531
population of adults by age range—from
18 to 75-plus—in the area of your search. 35-54 6,132
Data Source: U.S.Census 55-64 4,562
Update Frequency:Annually
65-74 3,821
II Fountain Hills 75 or Olde
rIEMMIENIMI
Households With Children Married with Children 1,194
This chart shows the distribution of Married without Children 4,872
households with children,categorized by Single with Children 532
marital status, in the area of your search.
Data Source: U.S.Census
Update Frequency:Annually
Fountain Hills
•>RFR Copyright 2015 Realtors Property Rea uroe®LLC.All nghtsReserved. 9/24/2015
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Neighborhood Report Fountain Hills,Arizona
Household Income Brackets >$150K 1,990
This chart shows annual household income $125K-$150K 712
levels within an area. 3
Data Source: U.S. Census $100K-$125K 879
Update Frequency:Annually $75K-$100K 1,541
Fountain Hills $50K-$75K 2,139
$35K-$50K 987
$25K-$35K 769
<$25K 1,100
Presidential Voting Pattern Votes Democrat 43.6%
This chart shows how residents of a county Votes Republican 54.3%
voted in the 2014 presidential election.
Data Source: USElectionAtlas.org
Update Frequency:Annually
•}RPf Copyright 2015 Realtors Property ReTurce®LLc.All Rghts Reserved. ^ 9/24/2015
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Neighborhood Report Fountain Hills,Arizona
illinso 1
Neighborhood: Economic Stats and Charts
Fountain Hills Maricopa County Arizona United States
Income Per Capita $48,244 $27,552 $25,571 $28,051
Median Household Income $75,718 $54,385 $50,256 $53,046
. ... . . .. .. ...... ... .
Unemployment Rate 5% 5.7% 6.8% 5.3%
Unemployment Number 587 113K 215K —
Employment Number 11.2K 1.88M 2.93M —
Labor Force Number 11.8K 2M 3.15M —
Median Sales Price vs. Median Sales Price
Unemployment $500k
This chart shows the relationship between $375k
employment and home prices in a metro $250k
area. Employment is a good measure of
the strength of the local economy. $125k
Generally speaking,the better the job
market,the more likely home prices are $0k
rising. Jan Jan Jan Jan Jan Jan Jan
Data Source: Moody's Analytics: '06 '08 '10 '12 '14 16
economy.com
Update Frequency: Monthly Unemployment
1k
El Ivbdian Sales Rice
Unemployment 1k
Ok
`.. Ok
Ok
Jul Jan Jul Jan Jul Jan Jul Jan
'12 '13 '13 14 14 '15 '15 '16
Unemployment Rate 10.0%
This chart shows the unemployment trend 9.0%
in the area of your search.The 8.0%
unemployment rate is an important driver
behind the housing market. 7.014
Data Source: Bureau of Labor Statistics
Update Frequency: Monthly 6.0% y ••'tis++��
5.0% �/ �,+.r ... y
Fountain Hills 4.0%
Nbricopa County Jul Jan Jul Jan Jul Jan Jul Jan
IIII Arizona '12 '13 '13 '14 '14 '15 '15 '16
United States
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Anima
Neighborhood Report Fountain Hills,Arizona ,
Occupational Categories Health Care and Social Assistance 1,672
This chart shows categories of employment Retail Trade 1,115
within an area.
Data Source: U.S.Census Finance and Insurance 902
Update Frequency:Annually Professional,Scientific and Technical 887
III
Fountain Hills Education 805
Other 770
Manufacturing 636
Construction 504
Accommodation and Food 496
Arts,Entertainment and Recreation 460
Administrative Support and Waste Management 447
Public Administration 359
Real Estate,Rental and Leasing 359
Transportation and Warehousing 341
Information 270
Wholesale TradeI
Mining 123
Utilities' 10
Business Management 0
Agriculture, Forestry, Fishing and Hunting 0
•}RPR Copyright 2015 Realtors Property Resource®LLC.All Rights Reserved. 9/24/2015
Informatinn knot rniarantaari Fnu d al i-hunn/k,nnrtunih, 1 1
ARIlLso 1 Neighborhood Report Fountain Hills,Arizona
Neighborhood: Quality of Life Stats and Charts
Quality of Life in 85268
Fountain Hills Madcapa County Arizona United States
Bevation(in feet) 1,667 1,639 — —
Annual Rainfall(in inches) 11.89 10.06 13.1 —
Annual Snowfall(in inches) 0.95 0.74 13 —
Days of Full Sun(per year) 180 180 172 —
Travel lime to Work fin minutes) 28 25 25 25
Water Quality-Health Violations — 0.03 — —
Water Quality-Monitoring and Report Violations — 3.75 — —
Superfund Sites 0... 7 12 1,779
Brownfield Sites No Yes Yes Yes
Average Commute Time <15 Minutes 26.9%
This chart shows aeerage commute times 15-30 Minutes 25.9%
to work, in minutes, by percentage of an 30-45 Minutes 28.0go
area's population.
Data Source: U.S.Census 45-60 Minutes 15.4%
Update Frequency:Annually >1 Hour 3.8%
Fountain Hills
How People Get to Work Drove Alone/Carpool/Motorcycle 8,887
This chart shows the types of Work at Home 1,381
transportation that residents of the area you Public Transit) 95
searched use for their commute.
Data Source: U.S. Census Walk' 34
Update Frequency:Annually Bicycle) 8
Average Monthly Temperature Avg. January Min. Temp 36
This chart shows average temperatures in Avg. January Max. Temp 65
the area you searched. Avg. July Min. Temp 70
Data Source: NOAA
Update Frequency:Annually Avg. July Max. Temp 100
.1 RPD Copyright 2015 Realtors Property Resouroe®LLC.All Rghts Reserved. 1—f 9/24/2015
r Tt I T rnfnrmatinn is not rn iarantPari i ni ial -t- id nn(]innrti inity 1
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L
TOWN OF FOUNTAIN HILLS, ARIZONA
CITIZEN-DRIVEN STRATEGIC PLANNING PROCESS
vc„
o z
o
40
• Fix 190
What is Ar
Our Town. Our Choices.
a Road Map to the Future
Where We are mow
Strategic Position Report
.Iprit 12, 2005
This report was compiled and prepared by:
BLACKERBY
I) III 9911911
21L411.000 qie WO" III
01041,
*# t' t* +* '
ASSOCIATES
Transforming Organizations
BLACKERBY ASSOCIATES, (NC.
5402 East Exeter Blvd. • Phoenix, Arizona 85018
Tel 602-908-1082 • Fax 602-952-1310
info@BlackerbyAssoc.com • www.BlackerbyAssoc.com
Where We Are Now April 12, 2005
TOWN OF FOUNTAIN HILLS, ARIZONA
CITIZEN-DRIVEN STRATEGIC PLANNING PROCESS
Our Town. Our Choices
Where We Are Now;
Strategic Position Report
Table of Contents
Page
Preface iii
What Is Strategic Planning? iii
Citizen-Driven Strategic Planning Process iii
Purposes of this Where We Are Now; Strategic Position Report v
Setting the Scene 1
Modern History 1
Population, Demographics and Housing 2
Demographics 2
Income 4
Employment and Labor 4
Housing 6
Economy: Commerce, Tourism and Economic Development 7
Commerce and Tourism 7
Downtown 8
Economic Development 8
Town Finances 9
Sales Tax 9
Property Tax 9
Income Tax and Other Shared Revenues 10
Residential and Commercial Development Impact Fees 10
Expenditures 10
Infrastructure 10
Physical Plan; Land Use 11
State Trust Lands 12
Amenities 13
Parks 13
Other Recreational Facilities 14
Cultural Facilities 14
Public Safety 15
L
Where We Are Now - i - April 12, 2005
Page
Environment and Resources 16 Nord
Water and Waste 16
Air Quality 17
Energy 17
Transportation 17
Neighboring Jurisdictions 18
Key Challenges Ahead 19
Vision of Fountain Hills 19
Transportation 19
Town Government Financial Stability 19
State Trust Lands 19
Amenities 20
Housing 20
Youth Participation 20
Natural Resources 20
Collaboration with Neighboring Jurisdictions 20
Appendix A: Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis 21
Services and Infrastructure 21
Business and Tourism Development 23
Community Culture and Amenities 25
Appendix B: Citizen-Driven Strategic Planning Process 26
Appendix C: Frequently-Asked Questions 27
Where We Are Now - ii - April 12, 2005
TOWN OF FOUNTAIN HILLS, ARIZONA
CITIZEN-DRIVEN STRATEGIC PLANNING PROCESS
Out Town. Our Choices.
Where We Are Now;
Strategic Position Report
Preface
What Is Strategic Planning?
Strategic planning is a decision-making process. It involves asking and answering key questions:
Where are we now? How did we get here? Where are we going? and How will we get there? In
this process,people come together to identify the common ground on which they can agree about
the answers to these questions. The strategic plan will address the vision and values of the people
who participate in the process, and will identify the big issues that the community should address
over the next several years.
The strategic planning process has two primary outcomes. One is a strategic plan document. This
document may be used as a reference when making policy decisions in the future. If parties dis-
agree about a policy, they may refer to the principles in the strategic plan. By starting from the
agreed common ground developed through the strategic planning process, they may more easily
find ways to agree on policies to implement the strategic direction that the plan describes.
The second outcome of the strategic planning process is the process itself. In this process,
citizens come together to make consensus decisions. Consensus is based on the principle that
each person has some part of the truth and that no one has all of it. It is also based on respect for
everyone involved in the process. In this use of the term, every participant may not agree with
every part of the decision, but every participant's position has been fully heard, and every parti-
cipant is able to live with group's decision. Independent facilitators help the participants focus on
the issues, ensure that every voice is heard, and work toward finding common ground.
In Fountain Hills, the citizenry will convene in a Town Hall meeting April 15-16, to begin
developing consensus about the Fountain Hills strategic plan. All citizens are urged to participate
in this process. A follow-up Town Hall will be held August 12-13. These Town Hall meetings
are the places where the strategic planning process will develop consensus decisions. The next
section describes the Fountain Hills Citizen-Driven Strategic Planning Process in more detail.
Citizen-Driven Strategic Planning Process
In September 2004, the Town of Fountain Hills hosted a meeting for citizens to discuss creating
a strategic plan for the Town. About 45 citizens joined the discussion. A consensus among the
Cr. participants emerged: to undertake a strategic planning process; to make it citizen-driven; and to
Where We Are Now -ill- April 12, 2005
focus on a vision for the Town, values the Town should express and key issues the Town should
address, rather than just create a list of amenities to be built with public funds.
About six weeks later, the Town hosted another meeting, with a similar-sized crowd. A group of
volunteers—residents who are also specialists in strategic planning, organizational development
and human resources—facilitated a process to identify the Town's internal strengths and weak-
nesses and its external opportunities and threats (a "SWOT" analysis). This exercise demon-
strated the kind of participatory activities that a citizen-driven process would entail. The discus-
sions were animated, the participants were fully-engaged and the process generated valuable
information(see Appendix A for the SWOT analysis).
The volunteer facilitators comprised an informal Technical Advisory Committee' (TAC) that
came together to design and kick-off the Town's Citizen-Driven Strategic Planning Process.
They created a public involvement plan and a step-by-step process, and submitted them to the
Town Council for review. The Town Council voted to adopt the strategic planning process on
December 16, 2004. Appendix B shows a graphical description of the strategic planning process.
The Town engaged an independent group2 to manage the project, facilitate the process and con-
duct focus groups to gauge public opinion. The Town also engaged a communications team3 to
assist with public relations, marketing and document design.
The strategic planning process is based on the principle of citizen participation. Several steps in
the process are designed to hear the Town's citizenry's opinions about the strategic direction the
Town should take. The principle of citizen participation is critical to the success of the strategic
planning process because people tend to own what they create. The resulting strategic plan
stands a greater chance of being implemented if it is based on widespread public participation
and consensus.
The TAC and its support team have met regularly to plan ways to engage the public in this citi-
zen-driven strategic planning process. The first steps have included:
• Extension of the SWOT analysis started by the Town's citizens in the Fall of 2004 (see
Appendix A).
• 15th Anniversary Celebration and Strategic Plan Kickoff event January 29.
• A series of Speakers Bureau presentations to clubs and organizations about the citizen-driven
strategic planning process.
• A series of approximately 35 interviews with elected officials and other community leaders.
Janice Abramson,Curt Dunham,Peggy Fiandaca,Jim Hamblin,Henry Leger,Mike Tyler and Bob Yordy are prin-
cipal citizen volunteers; Roger Riggert represents the Civic Association. Town Councilmembers Ed Kehe and
Kathleen Nicola represent the Town Council. Tim Pickering is a member as Town Manager,and Shaunna Williams
of the Town staff provides administrative services.
2 Blackerby Associates,Inc., Phillip Blackerby, Project Manager,with Lynne Brown, Facilitator, and O'Neil Asso-
ciates, Inc.,public opinion researchers. Mr. Blackerby gratefully acknowledges the helpful comments and editing of
this Report by members of the Technical Advisory Committee and Image Weavers,but takes sole responsibility for
errors and omissions this Report may contain.
(I)
3 Image Weavers:Francesca Carozza,Project Manager,and Charlotte McCluskey.
Where We Are Now -iv- April 12, 2005
• Youth Visioning Institute (March 16), provided high school students an opportunity to
envision the Town they will inherit, express their vision and be a part of the citizen-driven
strategic planning process.
• This Where We Are Now; Strategic Position Report.
The next steps include a Town Hall meeting (April 15-16), at which participants will envision
the future of Fountain Hills, develop statements of values they want Fountain Hills to express,
identify priorities they want the Town to address over the next several years and develop a set of
strategies to accompany them. Town staff will then analyze the implications the Town Hall
recommendations, and develop cost estimates and financing alternatives to implement the
recommendations.
This summer, a series of focus groups made up of a demographic distribution of residents will
discuss the recommendations in the context of their financial implications. The focus groups will
provide qualitative insights about citizens' willingness to commit the Town's resources to
implementing the consensus vision, values and focus areas.
A second Town Hall event (August 13) will focus more directly on implementation strategies,
and the financial resources to make the recommendations reality. The result will be a preliminary
action plan and a draft of a Town of Fountain Hills Strategic Plan.
This draft Strategic Plan is planned to be validated through a statistically valid sample survey, to
make sure that the consensus recommendations are widely shared throughout the community.
The final draft Strategic Plan is planned to be considered by the Town Council for approval late
in 2005. Anticipating Town Council approval, a celebration of the strategic plan's adoption is
scheduled at the beginning of 2006, and the Town will begin to implement the plan at that time.
Purposes of the Where In.1r+e.Vow Report
This Where We Are Now; Strategic Position Report, provides a snapshot of the Town of
Fountain Hills, to describe it in factual terms, and to characterize it as the Town's opinion leaders
see it. It is intended to be a common set of facts and starting point for Town Hall participants.
Citizens should consider this report when they deliberate their vision for the Town, and the
values they want the Town to express.
All Town citizens are encouraged to review this report, especially if they intend to participate in
the April and August Town Hall meetings It provides a common foundation of information to
inform the process, so that the discussions can focus on vision and values, rather than the basic
facts of the Town.
This Where We Are Now; Strategic Position Report, is also available on-line at the Fountain
Hills Strategic Planning web site: www.fh.az.gov/ourtownourchoices/, or by calling the Strategic
Plan Update line at(480) 816-5295.
Where We Are Now -v- April 12, 2005
TOWN OF FOUNTAIN HILLS, ARIZONA
CITIZEN-DRIVEN STRATEGIC PLANNING PROCESS
Our Town. Our Choices.
Where We Are Now;
Strategic Position Report
Setting the Scene
The Town of Fountain Hills is situated in the McDowell Mountains foothills, in Maricopa
County, Arizona, northeast of the Phoenix-Mesa metropolitan area. Straddling Shea Boulevard,
it is bounded on the north by state lands and the 21,099-acre McDowell Mountain Regional Park,
on the east by the Fort McDowell Yavapai Nation, on the south by the Salt River Pima-Maricopa
Indian Community and on the west by the City of Scottsdale. The Town is land-locked, except
for a 1,276-acre state-owned parcel that is planned for development.
The land is hilly Sonoran desert, with temperate weather in winter, hot summers and just seven
inches of average rainfall per year. Steep slopes guard deep washes, which are preserved open
spaces. The area boasts magnificent mountain views to the north and east, and broad cityscapes
to the south and west. Fountain Park lake in the downtown area features the tallest fountain in the
world, at 560 feet with all pumps running.
Modern History
In 1968 Page Land and Cattle Co. sold 4500 acres of the P-Bar Ranch to McCulloch Oil Corp.
(later MCO), developers of Lake Havasu City. Through other purchases, the Fountain Hills pro-
ject grew to just over 12,000 acres. Early grading began in 1969 in Fountain Park and the lake
area, and on December 15, 1970, the fountain was turned on.
Many people first saw Fountain Hills through a unique "fly to see" sales program. McCulloch
flew clients to the Valley, and salesmen drove potential buyers to properties in white Jeeps.
Many seniors moved to Fountain Hills because of the climate, amenities and low housing prices.
A mid-1980s building boom brought an influx of younger families, and the Town's population
doubled from 1985 to 1990 to 10,000 people. Fountain Hills gained a reputation as a place for
families. In 1993 it was listed in the book 50 Fabulous Places to Raise Your Family. In 1997,
Parenting magazine named Fountain Hills one of 10 "great"places in the U.S. to raise families.
The past 35 years have brought modern services and conveniences: shopping centers, Town
government, special districts for other government services, recreational and cultural opportuni-
ties, a complete school system and much more. In late 1989 voters approved self-government.
The first elected Town Council members took their seats in June 1990.
Cr'
Where We Are Now - 1 - April 12. 2005
Population, Demographics and Housing
The 2004 estimated population of the Town is 22,8634, an increase of 13 percent since the 2000
Census, and 128% since the 1990 Census level of just over 10,000. The Town's General Plan
projects an ultimate build-out population at 29,256, a 28% increase over 2004. The Maricopa
Association of Governments projects ultimate build-out a bit higher, about 30,700, in a projected
2012-2015 time-frame.5
Dentograp1t2c8 Fig. 1. Fountain Hills Age Distribution
4,000
The population is overwhelmingly White (95%), 3,500 -
including 3.6% Hispanic. No other racial or ethnic Z —
group registers more than 1.3%. 3,000
; 2,500
re
The population is relatively older than the surroun- 0 2,000
ding Phoenix area, with an estimated median age ,500 _ _
of nearly 47 years (Fig. 1). Projections indicate that z' 1,000 -- —
the median age will increase over the next five 500 — —
years, to nearly 48 years. In comparison, the o —' ——T
rn v o v v v rn et' rn v v +
median ages of: Phoenix is 31; Scottsdale is 41; o (1N M I. 19
au. LO CO 1.0 CDCave Creek is 45; Paradise Valley is 46; another Age Group N N co �, �, co
MCO-planned town, Lake Havasu City, is 48; arts
community Sedona is 51.
The Town's parent-age population, age 18-44, is significantly larger than its number of children.
As the fig. 2 shows, the Town has a large number of people in the 35-44 age group (15% of the 41
population). This group—and older groups of working age (up to 64 years old)—comprise 62%
of the population, and include many two-person households.
Fig. 2. Fountain Hills Age Nearly one in five (19%) Fountain Hills residents is a senior, age 65 and
Groups older, a testament to Arizona's good weather, scenic environment, wide
variety of cultural amenities, abundant recreational resources. (several
Youth golf courses, ample tennis courts and walking and hiking paths are in the
Seniors 0-17 immediate area), and other reasons.
65+ 19%
19%
These demographic patterns point to a diversity in the purposes of Foun-
Middle Young tain Hills, or why the Town exists.
Aged Adult-u.,
45-64 18 Nearly half(47%) of the Town's population is adults of parent age (28%
34% 28%` are 18 to 44) and their children (19% are 17 and younger). For these
people, Fountain Hills is a safe, quiet, beautiful, "small town" atmo-
sphere in which to raise a family. The pressures of career, commuting,
4 All Fountain Hills data in this section are estimates for 2004 by Claritas, Inc.,Site Report, February 4, 2005. The
estimates are based on 2000 and 2002 Census data and other information.
5 These projections do not include any potential development on State Trust lands.
6"Median"means middle; half the population is younger than the median age, and half the population is older than
the median age.Median is a measure that is well-suited to describing distributions such as age and income.
7 Comparison city data are from 2000 Census.All comparison cities are in Arizona.
Where We Are Now -2- April 12, 2005
child-raising, school involvement and home-making limit many of these families' participation
in the Town's political arenas; anecdotally, policy makers find it difficult to hear from these
young families in decision-making processes outside the school system;just 69% are registered
to vote. Many of these families commute to Scottsdale or Phoenix, which may be a cost of
raising a family in a small-town environment.
Fig.3. Percentage Age Distribution 1990 and 2004
18.0% The population distribution has changed since 1990,
• 1s.o°o _ as shown in fig. 3. In general, relatively more of the
12.0% 2004 population is in the 45-64 category (34%
a 12.0%
1o.o%° - compared to 26% in 1990), and relatively less of the
46
s.0% population is in the younger 18-44 category (28%
• 4.0°%° compared to 36% in 1990).
a- 2.0% {iD m
m RI M V N r o0 U' Escalating housing values will make growth of this
N N
a 6 .- N NMd CD CD group difficult, as many young families are priced
D 1990 Census IN 2004 Estimated out of Fountain Hills housing market. Housing costs
may explain the relatively high proportion of people aged 35-44 (see fig. 1), as younger adults
(ages 18-34)may not have incomes sufficient to purchase a home in Fountain Hills.
Over a third of the population is age 45 to 64, typically Fig. 4. Voter Registration by Age Group
"two-person" families, working couples whose grown too°r°
children have left home. With more time and higher discre wFor
-
So°i° 111!
tionary incomes, they love Fountain Hills for its beauty andrecreational opportunities. If they are in finance or business m so%services, they may commute no further than north Scotts-
. 4o°ro •dale, and many may work from their homes or localoffices. For them, Fountain Hills is a beautiful bedroom a 20%suburb with recreational facilities. Other needs may be met 0% .
in neighboring Scottsdale, or occasional trips to Phoenix. 18-44 45-64 65+
Anecdotally,people in this group may take an active role in Age Group
local policy issues when their interests are affected, but their time is often committed to
professional and recreational activities; 88% are registered to vote (see fig. 4).
Seniors, 65 and older, make up 19% of the population. Anecdotally, many of these residents
have lived in Fountain Hills since their "empty nest" years; others came here to retire. For this
age group, Fountain Hills is a retirement community or a "home base" from which to travel.
They are attracted to the Town by its beauty, isolation and recreation. They also bring time and
affection, which they express through a long tradition
Fig.5. Educational Attainment
40% of volunteerism to build a new community. This
35% - group is most active in local political decision-
30% -. making, evidenced by their participation in local
25% political activities, and their nearly 100% voter
20%
15% — _ registration rate.
10% --
5% t, - - The Town's population is highly educated (see fig.
°°r° r
No HS HS Some Bachelor's Master's or Doctorate 5). Of adults 25 and older, 95% have a high school
`"... Dipl. Graduate College, Degree Prof.Deg. Degree
no deg.
Where We Are Now - 3 - April 12, 2005
diploma. Nearly 38%have a college degree, including 14% who also hold an advanced degree.
Over two-thirds of the population 15 and older are married(70%);just 15%have never married. •
In 2004 Fountain Hills had an estimated 9,961 households, averaging 2.3 people per household.
Nearby Phoenix has 2.7 people per household. Nearly three-quarters (74%) are "family house-
holds,"with either related adults or one or more children. In Phoenix,just 64% are family house-
holds. Nearly half of households (47%) are married couples with no children. Nearly 22% of
households are single residents. Fewer than one in five (18%) is a "traditional" married couple
with children.
Income
Fig. 6. Fountain Hills Household Income
Median household income in Fountain Hills is 25.0% -
$66,492, (compared to $42,721 in Phoenix). Fig. 6 20.0%
shows the distribution of household income. The
bottom fifth (21%) earns $35,000 or less. The top 15.0% - -
fifth (22%) earns $150,000 or more. The income 10.0% _ -
distribution is skewed so that relatively more peo-
ple earn higher incomes than earn lower incomes. 5.0%
Family households, with a median income of 0.0%
householdse Just 2 5%of families arer below the `5s, 6,��6,, 6,, o,� 4\ ��,o ��,o ca(0 <0Q
federal poverty level. Thousands ❑All Households ❑Family Households
Employment and Labor
Of the population 16 years and older, 40% are not in the labor force. Over half of this group
(56%) is 65 or older, The remainder are students, child-raisers, other non-working spouses and
people who have retired"early." Only 1.3% is unemployed.
Fig. 7. Occupation Nearly three-fourths (73%) of residents work in for-profit companies; 10%
Classification are self-employed; 10% work for federal, state or local governments; and
8% are in the not-for-profit sector.
Svc & Blue
Farm
Coll
13/° 13/.ar Nearly three-fourths (74%) of residents work in white-collar professions
(see fig. 7), such as Sales and Office (32%), Professional and Related Occu-
pations (21%) and Management, Business and Financial Operations (21%).
White
While Fountain Hills has 11,194 residents 16 years and older, just 6,422
Collar
74% jobs are in the Town. The largest sector is Services, accounting for nearly a
third(33%) of all jobs (see fig. 8).
The largest employing industry (within sectors) is construction, with over 10% of all jobs. With
the Real Estate-Trust-Holding Co. industry (part of the Finance-Insurance-Real Estate sector),
the combined real estate and construction complex accounts for over 18% of all jobs. This
combined industry also provides significant tax revenues to the Town in the form of construction
materials; as the Town approaches build-out status, this sector may be expected to decline in •
Where We Are Now -4- April 12, 2005
relative importance. In the Town's 2004-2005 budget, approximately Fig.8. Business
4;
20% of the Town's general fund operating revenue derives from Employment Types
Oe
construction-related activity. 13jr
Govern-
The second-largest employment industry is Eating and Drinking ment
Places (10% of jobs, part of the retail sector), reflecting a wide 5%
Service
selection of restaurants. While many of these establishments serve Con- 34%
primarily local residents, many also serve tourists who visit the struction
Fountain, shop, play golf at the local courses, attend community 10%
theater performances, visit the River of Time Museum and nearby Retail
casinos. Few jobs (33) are in hotel and lodging services, but a new Fin-Ins- 25%
hotel is under construction in the downtown area, and another has RE .
long been proposed along Shea Boulevard. 13%
The next-largest employment industry is Business Services (9% of jobs, part of the services
sector), including a cluster of marketing and business consulting firms (nearly 8% of workers
work at home), and shops providing copies, mail services, signs, computer services, etc.
In spite of the high median age, health services (in the services sector) account for fewer than 5%
of jobs in the Town. Fountain Hills has a local health care center, a residential independent living
and skilled nursing center, and many private medical, dental, chiropractic and other specialized
doctors. While the Town has no hospital, the Mayo Clinic facility is just one mile west, and a
Scottsdale Healthcare hospital is about eight miles west on Shea Boulevard.
The Retail Trade sector accounts for a quarter (25%) of all jobs in the Town, and generates
nearly $364 million in retail sales, dominated by automotive dealers accounting for 28% of sales.
The next-largest retail group is food stores, with 15% of retail sales; the Town has three gro-
ceries and several convenience stores. The
Fig 9. Approximate Commuting Distances third-largest sector is general merchandise,
' •••......., jA °H U ''''skmSmi with 13% of sales; the largest general
Cave c•rek •
} -t merchant is Target in the Shea corridor.
Carefree
i0min.{., /,' '`^
f`+ ;45 min. - \ \ Residents generally do not work in the
.:'Rota Pazs•.. ............. J e,
Rin li..de \. Town. 71% commute 15 minutes or lon-
= neaanH.9h,ar,da,:' ,30 min. ' 1
o _•. _�orn.rm „ ger from their homes, or outside the Town.
ID ab ra,n
• ❑ ❑ ❑ Park , Nearly 20% commute 15-29 minutes,
❑ i Parodist❑dy j ❑ fort Mcnawel, - t reaching much of north Scottsdale (see fig.
° o ,,,,•„•aounlainHills
ca=I= ❑ 9). Almost a third (31%) commute 30-44
o G.nayRa. Hotta NOS*° minutes, reaching all of Scottsdale and
8m8sdah Ranch B i
n °
z ` uValley �_ /T„t;,ia . parts of Paradise Valley, Tempe, Sky
o Parhd ise
° ° '•¢cottsdale �58) r o
❑ ... Harbor airport, northeastern Phoenix and
• ° Bgne P.chT.rra swahaea=rat the east Valley. Over 14% commute 45-59
Phoenix''• P ania,„ra
❑ * ❑ h, . ....aR>•� :1,• / minutes, reaching the Phoenix central
I,j`. n Mesa DreamlandV rWVoilaTempe yj Apa°he.unet101Y / business district. The average commute is
P�1 r,cY Part Sy+c O 8t-sP'..a f
""°Oq Fh'Y.'v.•❑ ❑ ❑❑ ❑°❑❑ ° ❑°�60� 4••d ❑ 'bo fr just over 30 minutes, and 80% of
Q' Pdarzm Gilbert f
commuters drive alone.
Where We Are Now - 5 - April 12, 2005
Homing Fig 10.Owner-Occupied Housing Values
Fountain Hills is a Town of homeowners, with 35%
nearly 84% of housing units owner-occupied; the 3o%
remainder are rented. The median value of owner- 25%
occupied homes was $248,000 in 2004, a 14% 20% - — -
increase over the $217,200 measured by the 2000 15% -
Census. Anecdotally, the market is rising rapidly 10% —
and current values are no doubt significantly higher. 5% nn
0% T t l I-I
Over three-fourths (77%) of all housing is single- <$100 $100- $150- $200- $300- $400- $500- $750- z$1
family detached or single-family town homes. $149 $199 $299 $399 $499 $749 $999 million
About 3% are duplexes, and 18% are in complexes Thousands
of 3-19 units; a few are in larger complexes, and another large complex is under construction.
The median age of housing is 12 years (built in 1993; see fig. 11). Much of the housing stock
(46%) is less than ten years old, constructed since 1995. This statement implies that nearly half
the Town's population has never had an opportunity to participate in a Town Hall event, as the
last Town Hall was held in 1995.
Fig. 11.Year of Housing Construction Fig. 10 also shows that a large cluster (29%) of the
35% Town's housing was constructed during a 1980's
30% growth spurt. Much of this housing is now 15-25
25% years old and it is depreciating due to wear and obso-
20% pgiq lescence in the same cluster as it was constructed. In
15% — most cases, housing is expected to be fully depre-
10% - — ciated in about 30 years, or starting about 2010 for
5% — housing in this cluster. During this period of ad-
0% vanced depreciation, neighborhoods may start to de-
1950- lsso- 1970- 1980- lsso- ,ass- lass- cline unless homeowners reinvest substantially in re-
1959 1969 1979 1989 1994 1998 2004
modeling, refurbishment or replacement housing.
Fig. 12 compares the 2000 median house values for Fig.12.Median Owner-Occupied House Values-2000
the Phoenix-Mesa metro area, the City of Phoenix, $800,000
and east Valley suburbs. While Fountain Hills house $600,000
values are noticeably higher than Mesa, Chandler
and Gilbert, they are somewhat lower than Scotts- $400,000 -
dale and Cave Creek, and significantly less than $200,000
Carefree and Paradise Valley. Comparable estimates
for 2004 are not available, but a reasonable assump- so
tion is that east Valley housing prices have appre- c\Grl eye 5P eca\e` G�oe� �c�`\y�yaa`e G�e� ���ee 4pe�
ciated by similar percentages in all these areas. Qree 4se4 or oc'� co Ct Ga aye
Q.C+ F eta
Several civic leaders expressed concerns about the high cost of housing, and its effect on the
Town's demographic diversity. They note that high housing costs may price many young
families out of the Fountain Hills market. Several participants in the Youth Visioning Institute
noted that their teachers generally cannot afford to live in Fountain Hills.
Where We Are Now -6- April 12, 2005
If young families are priced out of the market, the Town may face some implications. Young
families tend to spend more than older couples, as they furnish their homes, buy food and
clothing for growing children and accumulate goods. In contrast, more mature couples typically
tend to save more of their income. Higher spending by young families stimulates local economic
vitality,produces jobs and generates sales tax revenues to operate the Town.
With fewer young families, the school system would have fewer students and suffer reduced
State funding, degrading the educational system and making the Town less-desirable. High
housing costs may also force the Town's existing young people to leave after high school gradu-
ation, disrupting the family-oriented small-town atmosphere that attracts people to Fountain
Hills. Lack of affordable housing would make hiring more difficult for local businesses, as
workers,unable to afford a Fountain Hills home, would have to commute into Town.
On the other hand, increasing the availability of affordable housing—given market-driven high
land prices—would likely imply an increase in housing density, such as apartments, condo-
miniums and town houses. Higher density housing may lead to more congestion, and possibly
blocked view corridors.
Economy: Commerce,Tourism and Economic Development
The Town has invested little in economic development, only recently hiring a staff member to
coordinate downtown economic development activities. Some civic leaders suggested that the
Town should support its small businesses by promoting and recruiting a better mix of businesses,
by providing transportation from resorts and hotels, or by making regulations more "business
friendly." This might be accomplished by focusing attention on a business vision for the Town,
and sustaining that vision with implementation strategies in place long enough to have an impact.
Commerce and Tourism
The Fountain Hills Tourism Bureau operates under the auspices of the Chamber of Commerce,
in cooperation with the Town and the Fort McDowell Yavapai Nation. The efforts of this Bureau
attracts visitors to tour, dine, shop and play in the area. The Fountain Hills Tourism Bureau is a
member of the Scottsdale Convention and Visitors Bureau, and taps in to a national and regional
hotel and visitor outreach through this association.
Fountain Hills has an active Chamber, with a total membership of about 600, and attracting 200
business people to its monthly breakfast meetings. A popular tourism activity is the Chamber-
sponsored Fairs in February and November each year. Over 500 artisans, merchants and crafts-
people show and sell wares to over 150,000 visitors during a three-day period at each Fair. The
events draw considerable attention, and generate significant sales tax revenue for the Town.
The Chamber sponsors three "Home Town"holiday traditions for the residents of Fountain Hills.
The only Thanksgiving Parade in the state of Arizona draws 5-6,000 residents and visitors, and
80-90 floats, groups and bands. The Chamber also sponsors the annual "Stroll in the Glow"
event during the December holiday season. Families walk down the Avenue of the Fountains,
visit Avenue merchants, enjoying the lighting displays, tethered hot air balloons and a visit from
Santa. The annual holiday display of miles of luminaries placed and lighted by hundreds of
ceChamber volunteers delights residents and draws visitors from throughout the Valley.
Where We Are Now - 7 - April 12, 2005
The Town initiated a "nocturnal farmers market" on Friday evenings, November through March,
starting in 2004. Coupled with new holiday lighting, these events bring people to the Avenue of •
the Fountains in early evenings and merchants stay open late to accommodate shoppers.
A new upscale art-and-wine event was held on the Avenue of the Fountains in March 2005, with
a view to becoming an annual event. The Arts Council stages a number of annual juried arts
events showcasing area artists, and the River of Time Museum has established a venue to feature
local Western artists and sculptors.
All of these events showcase the Town to visitors, and thereby attract repeat visitors for local
businesses and, potentially, new residents.
Downtown
The Avenue of the Fountains is scheduled to undergo a major facelift starting in late 2005, inclu-
ding resurfacing the sidewalks, installing streetlights, benches and shade elements, creating
crosswalks and traffic controls, and eventually refurbishing the median with new planting, public
restrooms, walkways and water features. This initiative is intended to revitalize the downtown
area, improve its functionality and set new standards governing Avenue development.
As of March 2005, the south side of the Avenue of the Fountains remains undeveloped. Various
proposals for this property have been reviewed during the last several years, and another has
recently been proposed. The downtown area does have several projects under construction,
including a hotel, a large condominium project and a new Town Hall building.
Several opinion leaders recommended expanding the Town's tourism potential, especially by
focusing on culture and arts, focusing on its "small town" character, developing the Avenue of
the Fountains and downtown shopping alternatives; developing cross-marketing relationships
with neighboring casinos and creating more recreation-oriented events. Other interviewees dis-
agreed with focusing on tourism. They said that Fountain Hills has little to offer tourists: after
they have photographed the Fountain, little else is left to do, and that the downtown area will
never have enough customers to support a major shopping destination.
Economic Development
Fountain Hills has managed to avoid many of the urban ills that face large metropolitan areas
such as Phoenix: congestion, pollution, illegal immigration, poor education and water shortages.
Other problems relate to state-wide issues, such as: low education funding; high drop-out rates;
low-wage job generation; difficult access to start-up business capital; low levels of research and
development; and other barriers to participating in the knowledge-based economy. Several civic
leader interviewees recognized that Fountain Hills is not immune from these difficulties.
To address its long run problems, Phoenix has initiated several steps to develop the biotech
industry, with high wages and large capital investments. Scottsdale has joined the effort, suppor-
ting development of an ASU technology campus. Some of the civic leaders interviewed recog-
nize that Fountain Hills has been insulated from the benefits of these advances, as well as from
some of the problems of the metropolis. They suggested that Fountain Hills engage with state
legislators and the Congressional delegation for guidance and support in these issues.
Where We Are Now -8- April 12, 2005
Town Finances
The Town of Fountain Hills has corrected the financial difficulties it faced in 2001-2002, which
required significant expenditure and service cuts. The current budget, for 2004-2005, is balanced.
It increases reserves, and maintains them at policy levels, to preserve the Town's favorable Aa3
credit rating by Moody's. The new budget, for the 2005-2006 budget year, is in development,
and is scheduled for Town Council vote in June 2005.
The experience of 2001-2002 underscored a sense of concern voiced Fig. 13. General Fund
by many of the people who were interviewed. Several noted that Revenues 2004-2005
continuingto solidifythe Town's financial stability is an important Licenses Other
& Permits 5%
goal for the future. People looking for new homes would be unlikely 10% 1
to buy into a Town facing unpredictable financial conditions. Charges
for
Services State
Sale* Tax 2% Shared
Fountain Hills levies a 2.6% sales tax, including a special 0.4% Rev.
assessment to fund: downtown development (0.1%); payoff of Town 32%
Hall construction bonds (0.1%); and mountain land acquisition Local
Sales
bonds (0.2%). Local sales taxes generate approximately $7.25 mil- Tax
lion, or 51% of the Town's general revenues. Some of the key inter- 51%
viewees believe the Town is too dependent on this revenue stream.
In addition to the local levy, the Town receives another $1.75 million allocation of the State's
6.3% sales tax, based on population. The Town does not control this revenue source; the State
Legislature controls it, and the Legislature regularly considers changing the allocation, or using
this revenue for other purposes. This allocation makes up another 12% of general revenues.
The Town's sales tax rate is relatively high compared to neighboring jurisdictions, and although
not substantiated, some interviewees believe the high tax rate stifles business. Dependence on the
sales tax as a key revenue source also makes the Town's finances vulnerable to the ups and
downs of the general economy.
As the Town approaches build-out, the sales tax revenues from construction activity will drop
off. The Town's financial management staff is monitoring and analyzing this impact.
Sales tax abatement has been used as an economic development tool to lure new retail busi-
nesses. For example, the Town rebates half the local sales tax back to Four Peaks Plaza for a
limited time period, and subject to a maximum amount.8 The abatement is scheduled to end in
approximately two years,much sooner than expected.
Property Tax
Fountain Hills does not use property tax revenues to fund general expenses. Several civic leaders
interviewed suggested adopting a property tax to stabilize the Town's revenues and offset
corresponding reductions in the high and volatile sales tax.
Ce 8 A limited portion of sales tax revenue is rebated to a local retail development for a limited period of time,under a
development incentive package;this rebate obligation is projected to end in 2007,and not recur afterward.
Where We Are Now -9- April 12, 2005
A "secondary" property tax generates $1.45 million to pay for general obligation bonds issued to
finance the Town library and museum, street paving and land acquisition and preservation. The
Town has used well under half of its bonding capacity under State law.
Income Tax and Other Shared Revenues
Fountain Hills does not levy a personal or corporate income tax. Fountain Hills receives a popu-
lation-based share of State income tax collections, $1.86 million in 2004-2005, or 13% of the
Town's general revenues. Under State law, the Town's share of State income taxes is based on
actual collections during the 2002-2003 recession years. The current economic recovery will be
reflected in the Town's budget in 2006-2007.
The Town also receives a population-based share of State vehicle license taxes, totaling $0.82
million, or 6% of general revenues, and a share of fire insurance premiums taxes totaling less
than 1% of general revenues.
Like the shared sales tax, the Town does not control these shared taxes; the State Legislature
controls them, and it regularly considers changing the allocation, or reserving these funds for
State use. Total shared revenues—sales, income, vehicle license and fire insurance premium
taxes—are 32% of Fountain Hills' general fund revenues. Consequently, nearly a third of the
Town's general fund budget is outside its control.
Moreover, as surrounding cities and towns grow faster than Fountain Hills, and gain a larger
proportionate share of the State population, Fountain Hills actually loses revenue that is redistri-
buted to the faster-growing communities. Early estimates of the impact of the 2005 mid-decade
population update indicate that Fountain Hills will lose approximately $135,000 of state shared
revenues in budget year 2005-2006 because the Town has not grown at the dramatic pace of
other Arizona cities.
Residential and Commercial Development Impact Fees
Some key interviewees believe that Fountain Hills' development impact fees are too low,
particularly in comparison to other Valley jurisdictions. Fountain Hills impact fee for residential
development is $3,495; the average impact fee on residential development in the surrounding
communities is approximately $8,350 (2003 rates).
Expenditures
Some of the key interviewees also addressed Town expenses. One suggested increased reliance
on community organizations and volunteers, to maintain the small town atmosphere and to
reduce costs. Another recommended cautious, lean spending, with careful attention to residents'
priorities. One suggested a five-year financial plan synchronized with the strategic plan.
I1q frastructure
Several key interviewees pointed to a need to invest in infrastructure to maintain and keep it up
to date. A high level of maintenance is necessary to preserve the Town's image and
attractiveness to visitors and potential new residents. As the infrastructure ages, its depreciation
becomes a greater draw on limited Town financial resources.
Where We Are Now - 10- April 12, 2005
Fig.14.General Fund Expenses Examples of infrastructure include the 165 miles of Town streets. More
2004-2005 than half the Town's street surfaces are over 20 years old, which is the
Council normal life expectancy of asphalt without regular maintenance. Sufficient
Municipal
°% '"'°' maintenance programs over the last 12 years proved to be the right
Tech.
Z% Other A/::Ifbety
1% investment, as most of the streets are in good to fair condition today. The
ii• Town also maintains six jurisdictional earthen dams to prevent flooding.
ks,
:., .. ning, Inspected annually by the Arizona Department of Water Resources, the
dg. Town maintains these dams to rigorous State standards.
15%
Parks,
CoRec.,m ''-' In 2002-2003, the Town prepared a five-year Capital Improvement Plan
a'
Fire Dept. Ctr. ', that identified projects and associated costs to maintain and improve crucial
18% 13%
`a13 E"f. infrastructure and support the Town's continued growth and development.
The analysis revealed over $8 million in unfunded improvement projects
that will be necessary to maintain the streets over the next five years.
Physical Plan; Land Use Table 1. Land Uses
The zoning and land-use plan was originally Acres Percent of
created by Town developer MCO Properties long Use Type Developable Developable
before the Town of Fountain Hills incorporated in Single family 5,618 65%
1989. After incorporation, the Town enacted the Multi-family 632 7/o
1993 General Plan for the Town of Fountain Commercial 398 5%
Hills. In 2002, the Town updated the General Lodging 23 0%
Plan. Today, land use is governed by the 2002 Industrial 39 0%
C General Plan and the Zoning Ordinance. Town-owned 1,450 17%
Hillside Protection
According to the 2002 General Plan, the alloca- Easement 546 6%
tion of developable land is shown in Table 1. In Totals 8,706 100%
addition to the acres shown, 4,278 acres are not
developable; over a third of this land is Town-owned, and a quarter is Hillside Protection Ease-
ments. The total land area is nearly 13,000 acres.
Some key interviewees view the significant amount of vacant commercial-zoned land, particu-
larly in the downtown area, and assume that the Town has too much commercial space. As Table
1 shows, the Town's commercial, lodging and industrial land totals just 5% of all developable
land. Comparisons with other cities and towns are difficult, as they use different categories,
definitions and measurement techniques:
• The City of Scottsdale's General Plan, reports a combined 4% commercial, office and mixed
use or downtown land uses.
• The City of Mesa General Plan reports 4% commercial land use in 2002.
• The Town of Carefree General Plan reports 0.6% commercial land use in July 2000.
• The tourism-focused City of Sedona General Plan reports 5% commercial land use, and 3%
lodging land use for 2002. At build-out (2015-2019), the General Plan projects 7%
commercial land use, and 5%lodging land use.
• Lake Havasu City, another MCO-planned town with a current population almost twice that of
Fountain Hills, reports in its General Plan 8% commercial land use in the current City limits.
Where We Are Now - 11 - April 12, 2005
It also projects a 4% commercial land use in the long-term planning period when the
population could be as much as four times its current population. 111
The Maricopa Association of Governments projects ultimate build-out in Fountain Hills at about
30,700 total population between 2012 and 2015, or about one-third (34%) more population than
in 2004. This estimate does not include any projected development on State Trust lands, though
people who eventually live on these lands will use Fountain Hills for many of their commercial
and retail needs. This greater population will require additional commercial and retail services,
and those additional services will require space.
State T,w&t Land.
1,276 acres of State Trust lands in the McDowell Mountains foothills are expected to be released
for development. The State has scheduled disposition of the land in 2007. A key question is how
densely these highly-desirable lands will be developed when the State Land Commissioner sells
them at auction.
At this time, the State can only supply rough estimates of potential densities, which would cap at
2.5 dwelling units per acre, based on total gross acres. This density figure is based on an annexa-
tion threshold analysis prepared by the Town of Fountain Hills in September, 2003, which
identified 693 acres that are suitable for development. At this density, 1,733 residences could
eventually be built; and at the current average of 2.3 people per household, this density could
imply approximately 4,000 new residents in the area.
Maricopa County currently zones this land for one-acre residential lots, or 693 residences; at the •
current average of 2.3 people per household, build-out at this lower density would imply
approximately 1,600 new residents in the area.
According to the Town's annexation analysis, a third scenario of higher density between 7.26
and 2.3 units per acre would imply approximately 3,300 residences and 7,600 new residents.
Whether these lands are annexed into Fountain Hills or not, people who will live on these lands
will use Fountain Hills streets and other amenities. According to the Town's annexation analysis,
the basic infrastructure of Fountain Hills was originally designed to accommodate a much larger
population; consequently the Town is projected to be able to absorb these additional residents
with the following budgetary impacts: existing staff and facilities will be adequate for fire
protection, schools, water, wastewater and electric power; the primary costs are projected to be
for additional law enforcement officers, parks, open space maintenance and streets maintenance
(except if the community is gated).
The Fountain Hills Unified School District (FHUSD) has placed on the May 14, 2005, ballot an
item to encompass the State Trust lands within the District's boundaries, subjecting them to
school taxes. A vote now to expand the District's boundaries involves only current FHUSD resi-
dents. A vote after development would put the decision into the hands of the new residents of the
area. Whether the State Trust lands are within FHUSD boundaries or not, residents of that area
may choose to educate their children at Fountain Hills Schools.
Where We Are Now - 12- April 12, 2005
Amenities
The Town of Fountain Hills has a wide variety of pub-
lic and private facilities to improve the quality of life ,
of its residents.
Parkes
The 64-acres Fountain Park, with the world's highest
•
fountain in the 29-acre Fountain Lake, is central to the 2
Town's identity; its image forms the Town Seal. A ...r
favorite subject for photographers, the park features 35 11,
acres of turf, 1.4-miles of walkway circuit, amphi-
theater with performance pad, playground, splash pad, 18-hole disc golf course, two ramadas
with barbecue pits and tables, restrooms and a war veterans memorial (under construction). The
park is widely used by joggers and walkers and has hosted many weddings, high school
graduations and family reunions.
Golden Eagle Park is a 25-acre active recreation area adjacent to the middle and high schools. It
includes four multi-purpose ball fields with lights, covered dugouts and seating for 550 specta-
tors, four lighted tennis courts, two lighted basketball courts with bleachers, two lighted sand
volleyball courts with a shower tower, a children's playground, a 2,500 square foot restroom and
control center building, three picnic ramadas with barbecue pits and a horse shoe pit. Sidewalks
and lighting encircle the park.
Four Peaks Neighborhood Park is a 15-acre active recreation area adjacent to the elementary
school. The park includes a lighted soccer field with spectator seating, two multi-purpose ball
fields with lights and seating, two lighted tennis courts, two lighted basketball courts, a children's
playground, a group ramada with a barbecue pit and restrooms.
Desert Vista Neighborhood Park is a 12-acre site on Saguaro Blvd., between Desert Vista and
Tower Drive, with broad turf. It houses a new dog park, fenced so that dogs may run without
leashes. A new skate park will be built soon, primarily serving the Town's youth.
The Fountain Hills Parks and Recreation Department organizes a wide variety of activities,
including basketball and softball leagues, bridge, classes in art, dance, dog obedience, golf, gym-
nastics, hiking, hunting, karate, parenting, piano, pilates, pottery, Spanish, tai chi, tennis, volley-
ball,yoga and more.
Other parks include: Kiwanis Park, largely undeveloped, owned by the Town and maintained by
the Kiwanis Club; the private North Heights Park and facilities at the four public school sites.
National Recreation and Parks Association minimum standards for both community and neigh-
borhood parks are 2.5 acres per 1,000 people in each category. Many communities throughout
the Valley, state and nation have adopted much higher park standards than these minimums.
Fountain Hills has 58 acres of community parks and 27 acres of neighborhood parks. Table 2
summarizes how Fountain Hills stacks up against these national standards.
Where We Are Now - 13 - April 12, 2005
Table 2. Parks Needs Analysis
Current Acres National Additional
Parks per 1,000 Standard Acres
Period Population Acres Population Ac./1,000 Needed
Community Parks
2000 20,235 58 2.9 2.5 0
2004 22,863 58 2.5 2.5 0
Build-out 30,700 58 1.9 2.5 19
Neighborhood Parks
2000 20,235 27 1.3 2.5 24
2004 22,863 27 1.2 2.5 30
Build-out 30,700 27 0.9 2.5 50
Table 2 shows that the Town has just enough acres of community parks at the present time, but
without additional investment in parkland, it will fall considerably short of the standard by the
time build-out occurs, estimated between 2012 and 2015. To meet the standard, community
parks would have to grow by one-third to meet the needs of the projected build-out population.
Table 2 shows that the Town already falls significantly short of neighborhood parks. In fact, if
the Town doubled its neighborhood parks acreage, adding 27 more acres, it would still not reach
the national standard; 30 additional acres are needed to meet the standard today. By the time the
Town reaches build-out, it will need an additional 50 acres of neighborhood parks.
This parks needs analysis does not include any population that may eventually occupy the State •
Trust lands. Adding in this potential population would make the parks shortfall look even worse.
Other Recreational Facilities
The 740-acre Fountain Hills McDowell Mountain Preserve, located in the northwestern corner of
the Town, provides hiking and contemplative recreational opportunities. A $2 million trailhead is
currently being designed for the Town in the Preserve. Adjacent to the Preserve are 200 acres of
dedicated open space owned by the City of Scottsdale.
The McDowell Mountain Regional Park, with 21,099-acres and over 50 miles of trails, has a
minor trailhead just north of the Town, near the end of Golden Eagle Parkway. The main
entrance is through the neighboring Fort McDowell Yavapai Nation lands.
Four golf courses serve the Town, including Desert Canyon Golf Club, SunRidge Canyon Golf
Club, the Golf Club at Eagle Mountain and Firerock Country Club.
Cultural Facilities
The town's civic center area features a 31,000 square-feet community center, with facilities
ranging from a small conference room to an 800-seat-capacity ballroom. The community center
is available for rent, and is heavily used by local clubs, businesses and other organizations, as
well as concerts, parties and weddings. It houses the Senior Center, with activities for hundreds
of seniors each day. Several Youth Visioning Institute participants noted that the community
center has no facilities and few programs oriented to the interests of high-school-age students.
Where We Are Now - 14- April 12, 2005
Also in the civic center is the Town lending library, which boasts 500-600 visitors daily. Inclu-
Cded in the library is a used bookstore, which contributes to library operations. The River of Time
Museum, dedicated to local and Native American history, is also part of the civic center com-
plex. Under construction is a new Town Hall, to replace the currently-rented facilities.
Statuary installations are scattered throughout the civic center complex, as well as in various
shopping areas, notably Plaza Fountainside. The Fountain Hills Cultural Council and the Sun-
ridge Foundation are coordinating art acquisitions, with a goal of 100 installations.
The Town has at least 17 places of worship; many of these congregations also provide meeting
facilities, public services and other amenities.
Some private organizations, such as Kiwanis and Fountain View Village, also have facilities that
are available to members or the public. The Boys and Girls Club, with 700 members, was
recently completed with a significant investment by the Town and area civic associations.
Frequently mentioned by interviewees as potential amenities for the future are an aquatic center,
a performing arts center and a movie theater. Several others interviewees mentioned they would
like to see better use of the Town's natural features, by building pedestrian trails and paths
throughout the Town and its wash areas.
Public Safety
Cre Police services are provided under contract by the Maricopa County Sheriff's Office. The Foun-
tain Hills area has 26 full-time deputies assigned, including patrol, detectives and community
services officers, all under the command of a Sheriff's Captain. The MCSO's law enforcement
mission is to create and maintain a safe and secure environment for residents.
Fire protection services are provided under contract by Rural/Metro Corporation, which main-
tains two Fountain Hills fire stations, and has a site secured for a potential third fire or emer-
gency medical services station. The contract between Scottsdale and Rural/Metro will not be
renewed in July 2005, as Scottsdale is starting a municipal fire department, and a new "mutual
aid" agreement between the Town and the developing Scottsdale Fire Department is under dis-
cussion. The current Fountain Hills Fire Chief has accepted a position with the Scottsdale Fire
Department, and a nation-wide search for a new Fountain Hills Fire Chief has been launched.
A citizens' proposal to establish a Fountain Hills Fire Fig. 15. Rural/Metro Corp. (RURL), Five Years
District, a taxing authority to support locally-opera- a � LT� as ov 11_ma-zoos
ted fire protection services, did not go before voters.
When Rural/Metro faced financial difficulties in 6 jn-
2000 and 2001, some people feared a potential bank- 4- —
ruptcy might leave Fountain Hills without services. _
Rural/Metro's finances stabilized, it did not declare z
bankruptcy, and it has rebounded significantly since 0 `
Jan01 Jan02 JaM3 Jan04 • • • Jan05
September 2004 (see fig. 15).
(1101
Where We Are Now - 15- April 12, 2005
Fountain Hills' ambulance and emergency medical services are provided by Southwest Ambu-
lance, a subsidiary of Rural/Metro Corp. The City of Scottsdale contract with Southwest AmbuCIO
-
lance expires in 2007, and a new agreement will be discussed, which could affect Fountain Hills.
Environment and Resources
The Town of Fountain Hills enjoys the beauty of the Sonoran desert, dramatic views of the
McDowell and Superstition Mountains, and a low-density suburban lifestyle with few of the
urban ills of nearby Phoenix.
Town leaders consistently cited the beautiful scenery, natural beauty and mountain views as
reasons why they came to Fountain Hills, and identified the need to preserve these assets as
challenges for the future. Many of these key leaders viewed Fountain Hills' natural environment
as one of its most significant competitive advantages, and stewardship of these resources as a
primary economic development strategy. They said that Fountain Hills need not try to become
another Scottsdale; rather, that people will come to Fountain Hills because of its quiet beauty.
The Town's McDowell Mountain Preserve Commission is responsible for maintaining the
Preserve and its habitat, and developing and regulating access and use of trails for hikers.
Water and Wastewater
Fountain Hills water is provided by Chaparral City Water Co., a privately-owned utility serving
approximately 12,000 connections including the Town and some nearby communities outside the
Town boundaries. Chaparral City recently applied for a rate hike and restructuring, to encourage
conservation by charging more for higher usage. It recently received an increased allocation of
water from the Central Arizona Project, and its wells are not evidencing any diminution of
supplies. Chaparral City believes it has sufficient water resources to supply Town demand for a
100-year horizon, including service to the State Trust land parcel when it is developed.
State-wide, many people are skeptical about the adequacy of water resources in the 100-year
planning horizon. The State's major water source is the Colorado River, brought to the Valley by
the Central Arizona Project canal. These people believe that projected yield of available water
from the Colorado are optimistic or flawed, and subject to challenge and re-statement.
Town residents generally practice water conservation. Most areas are landscaped with native
desert vegetation, typically with efficient drip irrigation systems; very few homes have tradi-
tional green lawns. Some neighborhood associations restrict non-native plantings and green
lawns in areas visible from the street.
The Fountain Hills Sanitary District provides sewerage services, with its own wastewater treat-
ment plant. It supports water conservation in the Town by recycling effluent wherever possible.
Fountain Lake contains reclaimed waste water, which is also used to maintain the park lawns.
Surplus effluent in the winter is stored by recharging underground aquifers, then withdrawn in
summer for landscape watering. Two of the four golf courses also use reclaimed water, and the
Sanitary District is increasing use of reclaimed water at a third golf course.
Where We Are Now - 16- April 12, 2005
Solid waste collection in Fountain Hills is provided by independent companies. Subscription is
Ce not mandatory. Limited recycling programs are available.
air Quality
Fountain Hills' air quality generally reflects the impact of greater Phoenix. Prevailing winds
from the west bring dust and smog from Phoenix toward the McDowell Mountains, where it may
accumulate. Fountain Hills' higher elevation and position in the foothills do not protect it from
the urban pollution of the surrounding metropolis. While the causes of an unsatisfactory air
quality rating are outside the Town's control, it cannot escape the consequences of its location on
the eastern edge of the Nation's fifth-largest urban area. Fully-paved roads throughout the Town
and construction regulations keep locally-generated dust to a minimum.
Energy
Electrical energy is provided by the Salt River Project, primarily through underground distribu-
tion. SRP has a maintenance facility south of Shea Boulevard, in Firerock Centre, and the Glen-
brook substation at the Town's northern border. Southwest Gas provides natural gas to limited
areas. Liquid propane is available from local suppliers
Transportation
Major access to the Town of Fountain Hills is from Shea Boulevard, a median-divided four- to
six-lane road. Shea connects the Town to the greater Phoenix metropolitan area to the west,
toward Scottsdale and central Phoenix. Some leaders interviewed noted that Shea poses some
safety risk because it is one of only two exits in case of emergency.
To the east, Shea intersects State Highway 87, a median-divided four lane road. It connects to the
south and east Valley, including the cities of Mesa, Chandler and Gilbert. Highway 87 also
connects the Town northward to the Verde and Salt Rivers, Saguaro Lake, and further north to
Payson,the Mogollon Rim and mountain areas.
McDowell Mountain Road, a two-lane road, heads north out of Fountain Hills through Rio
Verde, and connects to northeast Scottsdale through Dynamite Road.
The Town has approximately 165 miles of paved roadways. One interviewee noted that many
roads are in poor shape compared to neighboring communities. Bicycle lanes are striped on
Saguaro Boulevard, and portions of Palisades and Fountain Hills Boulevards.
Valley Metro buses depart La Montana at Palisades twice each morning, to downtown Phoenix,
and return to the same corner twice each evening, Monday through Friday.
Fountain Hills has private taxi service available.
Scottsdale Airport provides private aircraft terminal services, approximately 25 minutes from
Fountain Hills. Phoenix Sky Harbor Airport, with full commercial and cargo service, is
approximately 40 minutes from Fountain Hills.
Where We Are Now - 17- April 12, 2005
•
Neighboring Jurisdictions
Key neighbors include the Fort McDowell Yavapai Nation, the Salt River Pima-Maricopa Indian 41
Community and the City of Scottsdale. Fountain Hills' relationships with its neighbors are
important; for example: Neighbors back each other up on issues of public safety. Limited access
points into and out of Fountain Hills traverse neighbors' jurisdictions. Tourism—a significant
part of all four entities' economies—depends in part on the critical mass of clustered attractions,
including shopping, community theater, art festivals, River of Time Museum, and golf in
Fountain Hills, Taliesin in Scottsdale, and golf, camping, recreation and gaming in neighboring
Native American facilities. Fountain Hills residents cut through reservation streets to access
State Highway 87 northbound, and Native Americans work in Fountain Hills businesses, shop in
its stores, and attend its schools.
At the same time, neighbors can also be competitors; for example: Both Scottsdale and Fountain
Hills school districts compete for students, though they compete more against private and charter
schools than against each other. Scottsdale shopkeepers compete for Fountain Hills customers,
and Fountain Hills shopkeepers compete for the more numerous Scottsdale consumers. Fountain
Hills restaurants compete for tourists' discretionary spending, while neighboring casinos com-
pete for the same dollars, with plans for extensive commercial development. Realtors lure home-
buyers to Fountain Hills touting its beauty and recreational opportunities, while others lure
homebuyers to Scottsdale citing its convenience, vibrancy and employment opportunities.
To date, most inter-community relationships have been developed through one-on-one negotia-
tions, or limited discussions based on isolated issues. Many of the Town's civic leaders feel that
these cooperative and competitive relationships interact with each other to a degree that cannot 1;11
be effectively separated. The amount and degree of interdependency requires that friendly and
cooperative relationships be systematically established and then pro-actively maintained.
Other leaders interviewed view independent planning as a preferred approach. Their view is that
independent relationships have worked so far; few negative issues have arisen to date, and they
can be addressed as they come up. Cooperative planning is difficult, and does not always
produce the best result.
A key element in developing and maintaining relationships with neighboring jurisdictions is the
Town's relationship to its Congressional9 and Arizona legislative' delegations. For example,
Senator Kyl spearheaded recent changes in the allocation of the State's water resources, and
Senator Allen has facilitated the Town's discussions with the State Land Department regarding
the release of State Trust lands.
9 Senators John Kyl(R-AZ)and John McCain(R-AZ)and Representative J.D.Hayworth(R-AZ5).
10 Senator Carolyn Allen and Representatives Michele Reagan and Colette Rosati(all R-8).
Where We Are Now - 18- April 12, 2005
Key Challenges Ahead
As the Town embarks on its journey to map its future, it will face several key challenges, some
of which are presented below. These challenges are presented as questions that the Town of
Fountain Hills may address, and attempt to answer, in its strategic planning process:
Vision of Fountain Hills
What is the vision of Fountain Hills in five, 10 or 20 years? Should it be a bedroom suburb of
Scottsdale and Phoenix? Or should it be a stand-alone small town, where people can live, work,
learn and play? Or a retirement community? A tourism destination? Or an arts community? Or
some special blend of the best of these alternatives?
Transportation
Fountain Hills is dependent on Shea Boulevard to the west for access to Scottsdale and Phoenix.
Eastward, Shea provides access to State Highway 87 (Beeline Highway) and the east Valley
suburbs. Any disruption on Shea can disrupt virtually all traffic to or from Fountain Hills,
affecting commuters, tourists and, potentially, emergency vehicles. Should the Town explore
development of other routes to provide access to the Town?
Town Government Financial Stability
How will build-out affect the long-term stability of Town finances? Will remodeling, refurbish-
ment and replacement of older housing and commercial buildings offset the decline in new
construction sales tax revenue? Should the Town explore a property tax to reduce its dependence
on volatile sales taxes?
As the Town's growth rate subsides, and per-capita allocations of state shared revenues decrease,
how will Fountain Hills generate sufficient revenues to support the Town's governmental
operations and amenities?
How will build-out affect other elements of the Town? How does governance of a stable housing
and population base differ from governance of a growing area? How do needs change under
build-out conditions for citizens,businesses, schools and government?
As the Town ages, its infrastructure—paved streets, buildings, parks equipment, etc.—will
depreciate and deteriorate. How should the Town finance repair, refurbishment and replacement
of its infrastructure when it wears out?
Should the Town consider Charter Government? What advantages would Charter Government
bring? What disadvantages would result? How would Charter Government affect the Town's
financial management and facilities financing options?
State Trust Lands
How will the State Trust lands be developed? At what density? How many people will be
expected to live there? Will it be annexed by the Town of Fountain Hills?
Where We Are Now - 19- April 12, 2005
amenities
What amenities will continued population growth require? Additional parks? Other recreational
facilities? Cultural facilities? How should the Town finance these amenities?
Housing
What actions, if any, can be undertaken to increase the affordability of housing, to attract more
young families and a more diverse demographic base?
How will the Town's housing stock be maintained as it depreciates in large clusters over the next
5-to-30 years? Will owners invest in remodeling, refurbishment and replacement to prevent
neighborhood deterioration?
Will the demand for a Fountain Hills address decrease in response to the next new upscale
development? How can Fountain Hills preserve its competitive position as new areas are
developed in Maricopa County?
Youth Participation
At the Youth Visioning Institute, many Fountain Hills youth reported that they do not feel
included in the Town's planning. How can the Town ensure that it considers multi-generational
needs when planning for new facilities and resources?
.Natural Resources
How can the Town preserve its unique open spaces, protecting nature and views? How can
Fountain Hills protect itself against its main natural disaster: forest fires? (11110
Collaboration with.Neighboring Jurisdictions
Does Fountain Hills have a structure for inviting and engaging its neighbors in collaborative
discussions, and then converting dialog into strategies and plans?
Where We Are Now - 20- April 12, 2005
Appendix A: SWOT Analysis
(Prom October S,2004 Citizen Meeting and
January 29,2005 Strategic Plan Kick-O8`'.iJleeling)
Set-vices and In erastructure
Internal Internal External External
Strengths Weaknesses Opportunities Threats
• Absence of charter • Charter gov't. would • Partner with Ft • State Trust Land
gov't give people more say/ McDowell on developed improperly
• School system/high lack of communica- infrastructure issues • Add'l traffic dirt and
avg of students tion avenues/gov't to • Grants noise associated with
• Fountain people • State Trust Land development of State
• Youth council/B&G • Reputation of school annexation Trust Land
Club/Teen Center system threatens • Partnership with • Need access
• Gov't Channel 11 housing values/ NAU and Maricopa alternative to Shea
• Good relationship teacher turnover Community college • Not control water
w/MCSO • Under-funded for for in town campus utility
• Many amenities for streets • Tie into regional
community this size, • High sales tax/depen- transportation grid
e.g., senior services, dent upon volatile
park system, art/ revenue stream
theatre,bike lane • No property tax
system, sports • Lack of stable
activities funding for fire
• Funded,well run protection
Sanitary district • Limited financial
• Assured water supply resources exacerbated
• Shea Blvd corridor by build out/exces-
• Proximity to Mayo sive spending/reli-
Clinic ance on state revenue/
• Strategic planning construction revenue
proces ultimately ceases/fu-
ture financing ability
• Lack of aquatic
facility/recreation
center/movie theatre/
senior center/more
space for library/
cemetery/postal sub
station
• Inadequate public
transportation
• Lack of land for
expansion, i.e.,
recreational property,
more development
Where We Are Now - 21 - April 12, 2005
Services and Ii raBtiucture
Internal Internal External External
Strengths Weaknesses Opportunities Threats
• Environmental
planning and educa-
tion/recycling for
plastic and glass/treat
waste water and reuse
• No protection of view
corridors
• Lack of commercial
architectural integrity
• Public safety, e.g.,no
evacuation plans
• Spotty cell phone
coverage
• No hi-speed internet
in industrial area
• Lack of competition
in cable service
• Strain on town staff/
services
• Traffic grid improve-
ments
• Business should pay
for fire protection
• Too many refuse
companies
• Election cycle needs
to be earlier to align
budgeting with
elections
• Inconsistent bldg
inspector punch lists
• Housing deterioration
in older areas/housing
stock will deteriorate
at approximately the
same time
• Defined maximum
population
• Shea is only regional
road through Town
and may need
widening
• Town of FH as
employee training
ground
Where We Are Now -22- April 12, 2005
c
Business and Tourism Development
Internal Internal External External
Strengths Weaknesses Opportunities Threats
• Captured/defined • Lack of diversity/mix • Identify trends and • Closeness to metro
market area of businesses how they help attract area/adjacent to
• Good education/high • Lack affordable business/economic nations fifth largest
avgs of students housing development city
• Sports activities/ • Insufficient popula- • Partnership with • Over regulation
events tion base to attract neighboring • Regional water
• Good business business/demo- communities shortage/no local
involvement graphic restrictions • Tourism control of water
• Resorts and golf limit diverse business • State Trust land utility
courses • Recruit business that annexation • Economic
• Fairs attract or are desired • Partner with Ft development of
• Favorable community by new FH residents McDowell on adjacent
identity/positive • Lack of industry business attraction • communities may
marketing of Town • Too many apartments and tourism conflict with FH
• High speed internet in • Too many new • Accessibility to other • State trust Land and
town commercial bldgs/ amenities in the coordination with the
• Churches existing ones vacant region state
• #2 in valley home • Downtown should be • Potential business • Image of area is
sales consolidated to Ave recruitment/ sometimes as a
• Reasonable real estate of Fountains and • Development as 'hub' retirement community
taxes Parkview/too spread for the arts
• Art/Theatre out • Adjacent to nations
• Park system • Limited financial fifth largest city
• Proximity to Mc resources • Downtown
Dowell Mtn Park • No property tax development
• Fountain • High sales tax relative • New resorts and
• Known in area for to valley hotels
great bicycling • Lack of funding for
• Proximity to fire protection
Casino/RV Parks • Lack of real down-
• Planned downtown town/night life/
• Low crime entertainment
• More resorts and • Lack of parking
hotels planned spaces for events
• Views • No hi-speed internet
in industrial area
• Spotty cell phone
coverage
• Inadequate public
transportation
• Lack of competition
for cable service
• Improve USPS
delivery system
Where We Are Now - 23 - April 12, 2005
Business and Tourism Development
Internal Internal External External
Strengths Weaknesses Opportunities Threats
• Protect views/no 40'
buildings on Ave of
Fountains
• No movie theatre;
movie will bring
trouble and noise
• Don't need 5 hotels-
develop Ave of
Fountains ala Carmel,
CA for the Fair
• Run Fountain at full
height
• Limited land for
business expansion
• Closeness to metro
area
• Limited employment
opportunities
• Lack of business
training for youth
• Lack of youth-
targeted retail
• Recruit less expen-
sive clothing shops,
e.g.,Kohl's
• Limited employment
opportunities
• Plan appropriate mix
of industry,commer-
cial, and housing
• Create DVD souvenir
movie of FH for snow
birds,tourists,visitors
• Cost of area golf
courses
• Limited#of
transportation
accesses, especially
for work force
Where We Are Now -24- April 12, 2005
,, Community Culture and amenities
Internal Internal External External
Strengths Weaknesses Opportunities Treats
• Location/ • Apathy/NIMBY • Youth grants-tap into • Politics and external
landlocked/views mentality university/other perceptions
• Proximity to • Not as diverse as we grants • Regional water
McDowell Park could be • Potential to recruit shortage/no local
• Volunteerism/ • Lack of real identity- business and develop control of water
talented population internal and external as 'hub' for the arts utility
• Variety of • Not enough volun- • Sister cities
backgrounds/ teers utilized properly involvement
resources • Seasonal population • Access to amenities
• Small town lack of commitment of adjacent
atmosphere/sense of to the community communities
pride/friendliness/ • Not tapping young
size of community people
• Diversification of • Lack of sense of pride
clubs • Gated communities
• Diversification of squelch sense of
people/ages, etc community
• Youth Council/B&G • No aquatic/recrea-
club/Teen center/ tional/performing
Teen Court arts facility and no
,,, • Churches movie theater
• Partnerships with • Cost of using golf
courts, schools, courses
towns,MCSO • No public access TV
• Senior services channel
• Town Council listens • Lack of affordable
• Hilly community housing for young
great for hiking and families
biking • No view corridor
• Strategic planning protection
process • 40' movie theater on
• Recreational facilities Ave of the Fountains
• Low crime • No paths for mobility
• Winning swim team scooters/biking/
• Culture/art/theatre hiking besides street
• Welcoming attitude • Drugs in school
to new residents • Inadequate public
• Talented population transportation
• Volunteerism • Insider/outsider
mentality/pull up
drawbridge
• Not preserving nature
• Lack of historical
experience
Where We Are Now - 25 - April 12, 2005
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Appendix C: Frequently Asked Questions
Question: What is Strategic Planning?
Answer: Strategic planning is a decision-making process. It involves asking and answering key
questions: Where are we now? How did we get here? Where are we going? and How will we get
there? In this process, people come together to identify the common ground on which they can
agree about the answers to these questions. The strategic plan will address the vision and values
of the people who participate in the process, and will identify the big issues that the community
should address over the next several years.
Q: Isn't it mainly for businesses?
A: Strategic planning is often used by businesses, and it is even more useful to organizations in
the public and not-for-profit sectors. In these sectors, agreement about the organization's basic
purpose, values and vision for the future may not be clearly established, and conflicts about how
to implement them may result. A strategic planning process can help organizations establish
consensus about the organization's purpose, values and vision. In addition, measuring effective-
ness is more difficult in public and not-for-profit sector organizations. Strategic planning can
help organizations develop measures of how effectively the organization performs.
Q: Haven't we done it before with our Town Halls and surveys?
A: The last Town Hall was in March, 1995. Since that time, the Town has implemented many of
the recommendations from that Town Hall, The Town has grown considerably since that time;
nearly 50% of the current residents were not living in Fountain Hills in 1995. After ten years, the
time to develop a new strategic plan has come.
Q: Isn't it primarily an initiative to ask us what amenities we want to fund?
A: While a list of new amenities may be an outcome of the strategic planning process, the
primary focus is establishing consensus on a set of values and a vision for Fountain Hills' future.
Q: Why should I participate?
A: It is an opportunity to voice your opinions on what is important and to shape the quality of life
in Fountain Hills. The Town Halls provide a venue to give citizens an objective base of facts to
better understand what makes up our quality of life, to set priorities and define the financial
strategies to achieve those results. As in the past, the decisions made at Town Hall meetings can
have consequences for the next 5, 10, 15 and 20 years.
Q: Who should attend the Town Hall meetings?
A: All citizens of Fountain Hills are encouraged to attend the Town Hall meetings April 15-16
Cre and August 12-13, and to share their ideas; the success of the process depends on obtaining input
from a broad cross section of the population. Registration is necessary, as you will receive a
Where We Are Now - 27 - April 12, 2005
packet of important background information about the Town. Register online at:
www.fh.az.gov/ourtownourchoices or by calling the Strategic Plan Update Line: 480-816-5295. 411
Q: Who is REALLY in charge?
A: The citizens of Fountain Hills are REALLY in charge. All Fountain Hills residents are urged
to attend the Town Hall meetings April 15-16 and August 12-13, and to participate in the
deliberations. Additionally, some citizens will participate in focus groups and others will be
asked to respond to a scientific sample survey. All of this citizen input will form the basis for the
strategic plan. In December 2005, the Town Council will review the strategic plan and consider
adopting it.
Q: Who is managing this Strategic Planning Process?
A: The strategic planning process is being organized and overseen by the Technical Advisory
Committee (TAC), a group of community volunteers with strategic planning experience or
significant community involvement. In the Fountain Hills tradition, this group is devoting a more
than year of volunteer time to plan and implement the various activities to gather citizen input. A
professional project manager was contracted to ensure the strategic planning process goes
according to schedule, and a communications company was contracted to publicize the Town
Hall meetings and other events. Professional pubic opinion firms will facilitate focus groups and
conduct a scientific sample survey.
Q: What is meant by "citizen-driven?"
A: Citizens are driving all aspects of the strategic plan. Fountain Hills citizen volunteers
designed the process; Fountain Hills students created their vision of the Town, facilitated in
small groups by citizen volunteers; citizens will develop consensus about Town values and a
vision for the future at the Town Hall meetings; citizens will provide their opinions through a
series of focus groups and through a scientific sample survey. All of this citizen input will result
in a strategic plan that represents the views of the citizens who participated in the processes.
Q: What will be discussed during the first Town Hall (April 15-16)?
A: Residents will express their ideas on the values and vision they want expressed in Fountain
Hills over the next 5 - 20 years. Citizens will work in groups using an objective set of facts about
the Town to develop a vision for the Town's future. They will also discuss how to achieve the
vision.
Q: What if there is disagreement about priorities?
A: Some disagreement is inevitable. As used in this context, "consensus" means that every
participant may not agree with every part of a decision, but every participant's position has been
fully heard, and every participant is able to live with group's decision. Independent facilitators
help the participants focus on the issues, ensure that every voice is heard, and work toward
finding common ground.
Where We Are Now -28- April 12, 2005
Q: Who is assembling Town statistical information for the public to study prior to the Town Hall
sessions?
A: An independent company, Blackerby Associates, Inc. has been retained to manage and
facilitate the process. This company will also develop the background information the public will
review prior to the Town Hall meetings. This information will be available online at
www.fh.az.gov/ourtownourchoices.
Q: If I can't attend the Town Hall, can I still contribute my ideas?
A: Yes. The Town Hall discussion topics are posted on the website. Click on the "Town Hall"
button at www.fh.az.gov/ourtownourchoices. You can also provide your input to the Project
Manager by calling the Strategic Plan Update Line, 480-816-5295 where you can leave a voice
message.
Q: Do I have to attend the first Town Hall to attend the second one?
A: No. All citizens of Fountain Hills over 18 years of age are encouraged to attend either or both
sessions. Attendance at the first session is not required to attend the second one.
Q: How can I get more information about what's going on?
A: Register on line at www.fh.az.gov/ourtownourchoices, and receive e-mail updates and
information on upcoming public events. A series of newsletters will be mailed to all Fountain
Hills residents and also be available at locations throughout the Town including, the Community
Center, Library, Chamber of Commerce Information Center and Town offices. All the materials
used in the Town Halls and other reports can be downloaded from the website.
Q: How can provide input and feedback?
A: The best way is to attend the Town Hall meetings. See details at the project web site, at
www.fh.az.gov/ourtownourchoices. If attending is not possible, go to the website and click on the
"Contact Us" button on the Home Page and follow the instructions to send an online comment.
You can also call the Strategic Plan Update Line at(480) 816-5295 to leave a voice message.
Q: What is the role of the Mayor and Town Council?
A: On December 16, 2004, the Mayor and Town Council approved the strategic planning process
that was designed by a group of Fountain Hills citizen volunteers with experience in strategic
planning. Two Town Councilmembers participate on the Technical Advisory Committee that is
overseeing implementation of the strategic planning process. The Town Council approved a
contract for the project manager. The Mayor and other Councilmembers have been actively
encouraging citizens to participate in the Town Hall meetings and other strategic planning
activities. The Town Council will hear periodic updates about the strategic planning activities at
Where We Are Now - 29- April 12, 2005
key points in the process, during public work sessions. In December, the Town Council will
consider adopting the citizen-driven strategic plan as Town policy.
Q: What is a"key strategic issue?"
A: A key strategic issue is an important question that the citizens want the Town Council to
resolve during the next few years. Examples may include the issue of annexation of the State
Trust Lands; creating new access routes to and from the Town; identifying ways to pay for Town
services when sales tax and state shared revenues fall after build-out; or developing relationships
with neighboring jurisdictions.
Q: Will the plan be totally done in one year?
A: Yes. The formal strategic planning process began December 16, 2004, when the Town
Council approved the public involvement plan and the strategic planning process. The current
schedule calls for the Town Council to consider adopting the final strategic plan in early
December 2005. Anticipating adoption, a celebratory open house is tentatively scheduled for
early January, 2006. Implementation of the plan will begin after the strategic plan is adopted by
the Town Council.
Naive
Where We Are Now - 30- April 12, 2005