HomeMy WebLinkAboutSPAC.2015.0528.Minutes TOWN OF FOUNTAIN HILLS
MINUTES OF THE FOUNTAIN HILLS
STRATEGIC PLANNING ADVISORY COMMISSION MEETING
May 28,2015
AGENDA ITEM#1—CALL TO ORDER
Chair Peter Bordow called the meeting to order at 4:01 p.m. in Council Chambers at Town Hall.
AGENDA ITEM#2—ROLL CALL
The following members of the Strategic Planning Advisory Commission were present for roll call: Chair Peter
Bordow, Vice Chair Dana Saar, and Commissioners, Gerard Bisceglia, Alice Brovan, and John W. Craft, Jr.
Commissioner Nancy Ordowski was excused. Commissioner Lina Bellenir and Youth Commissioner Kate
Domin were absent.
Also present were Town Manager Ken Buchanan,Administrative Services Director Grady Miller, and Recording
Secretary Shaunna Williams.
AGENDA ITEM#3—CALL TO THE PUBLIC
No one spoke at the Call to the Public.
AGENDA ITEM#4-CONSIDERATION OF APPROVING MARCH 31,2015 MEETING MINUTES
coy Commissioner Brovan MOVED to approve the March 31, 2015 meeting minutes and Commissioner Bisceglia
SECONDED the motion,which CARRIED UNANIMOUSLY by those present.
AGENDA ITEM#5—REPORT FROM VOLUNTEER WORK GROUP
Chair Bordow called upon Commissioner Craft to provide an overview of the proposed strategic planning process
that was devised by the volunteer work group.
Commissioner Craft referenced a document entitled Strategic Planning Framework for Fountain Hills(copy
attached)and discussed the seven steps in the planning outline.
Chair Bordow reviewed a document entitled FHHybrid Community Planning Model(copy attached). He stated
that it details a step-by-step plan to accomplish the Strategic Planning Framework and noted that it will be further
refined.
AGENDA ITEM#6—DISCUSSION REGARDING POTENTIAL COLLABORATION WITH VISION
FOUNTAIN HILLS
Chair Bordow asked Vice Chair Saar to introduce a group called Vision Fountain Hills(VFH).
Commissioner Saar stated that VFH operates under the wing of the Fountain Hills Cultural and Civic Association;
that he is on the VFH Organizing Committee;that VFH was organized to provide forums for discussion of topics
of community interest;and that the volunteer work group has met with representatives of VFH to discuss potential
collaboration with SPAC on gathering information from stakeholders during the strategic planning process.
Commissioner Saar introduced Walt Franklin from Vision Fountain Hills. Mr.Franklin detailed the group's
mission to enhance communication about matters of community importance and affirmed the group's desire to
Page 1 of 2
collaborate with SPAC during the strategic planning process. He stated that VFH's original intent was to
organize a Town Hall in the fall. He welcomed participation in VFH by other members of SPAC.
Chair Bordow noted that Vice Chair Saar is already involved with VFH and requested that two additional
volunteers from SPAC also become involved.Commissioners Bisceglia and Craft volunteered to participate in
VFH meetings and agreed to provide Mr.Franklin with their meeting availability.
Chair Bordow stated that Vice Chair Saar and Commissioner Craft will continue on the volunteer work group.
AGENDA ITEM#7—DISCUSSION REGARDING ONGOING STRATEGIC PLANNING PROCESS
The commission discussed the viability of creating a report similar to the Where We Are Now Strategic Position
Report(copy attached)that was created as part of Strategic Plan 2005. To assist in collecting current data,
Ms. Williams agreed to forward a link to the Town's most current Land Use Analysis&Statistical Report.
Chair Bordow MOVED to adopt the FHHybrid Community Planning Model as the starting point for strategic
planning and Vice Chair Saar SECONDED the motion,which CARRIED UNANIMOUNSLY by those present.
AGENDA ITEM#8—DISCUSSION REGARDING SWOT ANALYSIS
Commissioner Craft reviewed the SWOT Analysis(copy attached)that was completed as part of Strategic Plan
2005.
It was determined that the volunteer work group should prepare a draft SWOT Analysis for the current planning
process and bring it back to SPAC for review.
Mr.Buchanan reminded SPAC of Council's request to review details of the entire proposed strategic planning
process.
AGENDA ITEM#9-ADJOURN
Chair Bordow MOVED to adjourn at 5:10 p.m. and Commissioner Saar SECONDED the motion, which
CARRIED UNANIMOUSLY by those present.
Shaunna Williams,Recording Secretary
3
Page 2 of 2
Strategic Planning Framework for Fountain Hills
Community planning should be purposive,positive,based on reality and should have defined
outcomes. If we are developing a'community'plan it needs to stimulate stakeholder efforts.
Realities that we know-
Projected revenue shortfall over the next 5 years-Roads/infrastructure and public safety costs
will continue to rise—The town is landlocked with limited available space to attract large businesses.
Prospective planning assumptions—
Leveraging-FH Government is but one stakeholder. It will be important to have the community
involved and have some ownership stake in identifying selected priorities,solutions as well as their
implementation....and;the Plan should limit the number of strategic priorities to ones that are
measureable and achievable in 3—5 year time horizon.
Planning Outline(Blend of Harvard Model with Mississippi State Univ's Guide to Community Based Planning)
I. Who do we want to be? Revisit Mission statement and Core Values'
II. Where are we? ID and meet with priority stakeholders(by relevant Core Values)to
identify top issues and needs. Complete a SWOT analysis.
Ill. What are our limitations?Financial,people,talent and time
IV. What do we want to accomplish?Outline objectives/outcomes based on new realities and
level of participation among governmental and non-government stakeholders.
V. How do we get there?Develop supportive activities/outputs that effectively leverage the
Town's scarce resources,are'low hanging fruit'and with 3—5 year timelines.Employ a
decision matrix to identify priorities.
VI. Who do we have to work with? Pursue formation of stakeholder alliances to implement
selected strategies.''Provide appropriate support including constant feedback(ongoing
communications plan).
VII. How are we doing?—Measure results and efforts of all alliances/strategies. Establish a
semi-annual dashboard to monitor progress.
Certain Core Values share common stakeholders and/or similar outcomes and could be combined. Civility is a
behavior and probably doesn't need strategic direction. Civic Responsibility can be achieved through the
formation of stakeholder alliances.
Current Plan has only 10 of 51 strategic directions that reference partnering with local stakeholders.
FH Hybrid Community Planning Model
1. Revisit/revise Vision and Values/Strategic Direction
2. Identify stakeholders and need for SWOT analysis (with Vision FH?)
3. Identify top priorities for strategic goals
4. Identify limitations
a. Financial
b. Resources
c. Time
5. Outline gaps and obstacles
a. Define&schedule stakeholder participation
6. Identify activities and outcomes(3 to 5 year goals)
7. Present draft of goals and outcomes&gather feedback from stakeholders
8. Create measurement metrics and schedule
9. Draft complete Strategic Plan
10. Feedback and adoption
Related Artifacts
1. Communications Plan
2. Timeline/Project Plan
3. Stakeholder Involvement Plan
"triarr 4. Progress Report Template&schedule
5. Strategic Plan
Next Steps-05-06-15
1. Identify process and approach (12 to 18 months/$500 to$40k)
2. Generate timeline and time box
3. Identify major milestones
4. Confirm existing budget-$40k
5. Bring to SPAC for agreement and presentation to Council
6. Draft presentation to Council
7. Present to Council
L
TOWN OF FOUNTAIN HILLS, ARIZONA
CITIZEN-DRIVEN STRATEGIC PLANNING PROCESS
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Our Town. Our Choices.
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Where We are .1Vow
Strategic Position Report
api'il12, 2005
This report was compiled and prepared by:
BLACKERBY
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ASSOCIATES
Transforming Organizations
BLACKERBY ASSOCIATES, INC.
5402 East Exeter Blvd. • Phoenix, Arizona 85018
Tel 602-908-1082 • Fax 602-952-1310
info@BlackerbyAssoc.com • www.BlackerbyAssoc.com
j
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?
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
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
J
Where We Are Now -ii- April 12, 2005
TOWN OF FOUNTAIN HILLS, ARIZONA
CITIZEN-DRIVEN STRATEGIC PLANNING PROCESS
Out Thwn. 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
EP'
document may be used as a reference when making policy decisions in the future. If parties dis-
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
participants emerged: to undertake a strategic planning process; to make it citizen-driven; and to
Where We Are Now -iii- 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 strategicCIO
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.
1 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.
3 Image Weavers:Francesca Carozza,Project Manager,and Charlotte McCluskey.
1111
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..implettient 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
Irime 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 Wt.are•Now 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
Ce 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.
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
Fig. 1. Fountain Hills Age Distribution
Demographics 4,000
The population is overwhelmingly White (95%), 3,500
including 3.6% Hispanic. No other racial or ethnic 3,000
group registers more than 1.3%. 2,500
The population is relatively older than the surroun- 0 2,000 -----
ding Phoenix area, with an estimated median age -re —
of nearly 47 years (Fig. 1). Projections indicate that Z ,000 — — - - -- - -
the median age will increase over the next five 500 — —
years, to nearly 48 years. In comparison, the 0
v rn r- o v v v rn v a) v +7r
median ages of: Phoenix is 31; Scottsdale is 41; o u; N N M U) 7 u) Lc) cfl ti LU
o � aor � inLno no n �5
Cave Creek is 45; Paradise Valley is 46; another Age Group N N
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
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 Adults
45-64 1844 t 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.
Comparison city data are from 2000 Census.All comparison cities are in Arizona.
Where We Are Now -2- April 12, 2005
Coe 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,
g 16.0% _ as shown in fig. 3. In general, relatively more of the
12.0%_ — 2004 population is in the 45-64 category (34%
1o.o°/° - _ compared to 26% in 1990), and relatively less of the
6.0r° ----_— — population is in the younger 18-44 category (28%
4.0% - - Y _ — compared to 36%in 1990).
a- 2.0% VT -
0.o% -, , r ,
O� V r RI N ga s g 1 , Escalating housing values will make growth of this
g d 6 6 N N g g g g g n ' group difficult, as many young families are priced
•1990 Census■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- so/°
tionary incomes, they love Fountain Hills for its beauty and d °
Cil recreational opportunities. If they are in finance or business 1 60°/°
services, they may commute no further than north Scotts-
...- 40% .
dale, and many may work from their homes or local
offices. 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
Fig.5.Educational Attainment affection, which they express through a long tradition
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
20i° political activities, and their nearly 100% voter
15% registration rate.
10% —
5% The Town's population is highly educated (see fig.
°% Ems
illW Of adults 25 and older, 95% have a high school
No HS HS Some Bachelor's Master's or Doctorate
Dipl. Graduate College, Degree Prof.Deg. Degree
no deg. 5).
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 1 o.0% _
distribution is skewed so that relatively more peo-
ple earn higher incomes than earn lower incomes. 5.0°i°
Family households, with a median income of o.o°�o
$78,107, tend to earn relatively more than all `�,`0 4tib �3� moo ��h goo N�,o goo oo"
households. Just 2.5% of families are below the `h �" caoh °" � oo' <0o' Doi O
�
federal poverty level. cn`t,
Thousands ❑All Households 0Family Households
Employment and Labor " 101
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
13/0 13 llar 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 jobs are in the Town. The largest sector is Services, accounting for nearly a
74% 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
Crelative importance. In the Town's 2004-2005 budget, approximately Fig.8. Business
20% of the Town's general fund operating revenue derives from Employment Types
Other
construction-related activity. 13%
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°%0
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.
Co'rf'
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,
-y o YDn�fSkm with 13% of sales; the largest general
• Cave Creek rQ`•• merchant is Target in the Shea corridor.
_•Gatetrec tu(-'4 "-
;`6�min. 74.,. m C4
- " f` 't•" g' Residents generallydo not work in the
r.' 45 min.^"i9"'"'`, 30 min Town: 71% commute 15 minutes or lon-
• `Cu•ls Cotner rip.,,,,,„ :. t. ger from their homes, or outside the Town.
afr
g ❑_ .;o,>a n 4 Perk Nearly 20% commute 15-29 minutes,
Parade.o °,n ❑ Fort
°°w reaching much of north Scottsdale(see fig.
° ° ❑ Taha.m Wes. °untaln Hills 9). Almost a third (31%) commute 30-44
° °amayRny $��"�°�R'^°" minutes, reaching all of Scottsdale and
❑ ,' Paradise Valley ;' •
} 'T,,, ;,,,y parts of Paradise Valley, Tempe, Sky
❑ ❑'.. '$corisdale
❑ • �.., � Harbor airport, northeastern Phoenix and
® o ." ...,30:::❑ $ pcaM T.emq .gun h 4... . the east Valley. Over 14% commute 45-59
:, _ 1�aricnpa _._.
❑ *P"Oe1"" o ° is ac. .rietls minutes, reaching the Phoenix central
J, 'nVTempe ,�jr^` D. '�V'll' Apache Junction / business district. The average commute is
P43, 'p ' .;'. o Huokt.°m :; and 80/ of
R°"$p"�' just over 30 minutes, %
es.
commuters drive alone.
Where We Are Now -5 - April 12, 2005
•
Housing Fig 10. Owner-Occupied Housing Values
Fountain Hills is a Town of homeowners, with 35%
nearly 84% of housing units owner-occupied; the 30%
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%
Over three-fourths (77%) of all housing is single- 0% <$$1100 $100- $150- $200- $300- $400- $500- 75
° $750- >$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
3504 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% 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- lssa 1970- 1980- 1990- 1995 1999 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-
tion is that east Valley housing prices have appre- ,ock 4.e y f ao �a'og��c�\\e ae a R6-a��cee
ciated by similar percentages in all these areas. Qro �0 o,� 5 Gay a,5
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.
a
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 Tourbrm
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
Chamber 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 condominiu%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
continuing to solidify the Town's financial stability is an important Licenses Other&Permits '�
goal for the future. People looking for new homes would be unlikely 1 o% 1
to buy into a Town facing unpredictable financial conditions. Charges
for
Services State
Sales 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.
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
fmance 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.
Infrastructure
ucture
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.
(11/
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
Zo Tech.
Other Admin.°n.. 1% investment, as most of the streets are in good to fair condition today. The
9% Town also maintains six jurisdictional earthen dams to prevent flooding.
Wks,
Internal Planning, Inspected annually by the Arizona Department of Water Resources, the
/ Oper. Bldg.
Maint. Safety Town maintains these dams to rigorous State standards.
21%
Parks,
Rec.,
In 2002-2003, the Town prepared a five-year Capital Improvement Plan
Comm.Fire Dept.
18% ctr. that identified projects and associated costs to maintain and improve crucial
Law 13 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%
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%
General Plan and the Zoning Ordinance. Town-owned 1,450 17%
Hillside Protection
Accordingto the 2002 General Plan, the alloca- Easement 546 6%
tion of d 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
Lk 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. yid
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 Trust Lands
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 ..
cie 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. 4,1 '
Parkes .m ,.
The 64-acres Fountain Park, with the world's highest
fountain in the 29-acre Fountain Lake, is central to the , so
Town's identity; its image forms the Town Seal. A ,j 1
favorite subject for photographers, the park features 35
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.
(IW 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
IL) 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 7.
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 RecreationalPacilitie8
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-
ded 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 Bo , 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
Police services are provided under contract by the Maricopa County Sheriffs 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 Sheriffs 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- $ RURAL/METRO CP as of 11-Mar-2005
ted fire protection services, did not go before voters.
6_
When Rural/Metro faced financial difficulties in
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 2
bankruptcy, and it has rebounded significantly since °
Jan01 Jan02 Jan03 Jan04 Jan06
September 2004(see fig. 15).
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 Ambu-
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
not mandatory. Limited recycling programs are available.
.lir 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
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 (;)
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?
fir+ 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 fmancing 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
CI)
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? •
Collaboration with✓Vei9hboring 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
(From October 8,2004 Citizen.sleeting and
January 29,2005 Strategic Plan Kick-O .fleeting)
Services and Infrastructure
Internal Internal External External
Sf engtlsx 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 Infrastructure
Internal Interim! External al 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 interne
in industrial area
• Lack of competition
in cable service
• Strain on town staff/
services
• Traffic grid improve-
ments
• Business should pay Ng)
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
Business and Thuri#gym I)evelojmsent
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
avp 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
• High sales tax relative • New resorts and
• Fountain hotels
• Known in area for to valley
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 .r)
Internal Inter vial 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
C
Community Culture and amenities
Internal Internal External External
Strengths Weaknesses Opportunities Threats
• 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
C; 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
cexperience
Where We Are Now -25- April 12, 2005
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4110 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
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.
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
•
information for the public to studyprior to the Town Hall
I ID
Q: Who is assembling Town statistical
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
www1h.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?
(100 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
mod
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.
Where We Are Now - 30 - April 12, 2005
Town of Fountain Hills Strategic Planning Process
SWOT Analysis
(From October 8, 2004 Citizen Meeting and
January 29, 2005 Strategic Plan Kick-Off Meeting)
Services and Infrastructure
External External
Internal Strengths Internal 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'1 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
C
SWOT Analysis - 1 - April 12, 2005
Town of Fountain Hills — Strategic Planning Process
Services and Infrastructure
External External
Internal Strengths Internal 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
SWOT Analysis -2 - April 12, 2005
Town of Fountain Hills Strategic Planning Process
Li.
Business and Tourism Development
External External
Internal Strengths Internal 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 intemet 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
hotels
• Known in area for to valley
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
SWOT Analysis -3- April 12, 2005
•
Town of Fountain Hills Strategic Planning Process
Business and Tourism Development ,
t)
External External
Internal Strengths Internal 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
J
SWOT Analysis -4- April 12, 2005
Town of Fountain Hills Strategic Planning Process
"' CommunityCulture and Amenities
External External
Internal Strengths Internal Weaknesses Opportunities Threats
• 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
`r
SWOT Analysis - 5 - April 12, 2005