HomeMy WebLinkAboutSPAC.2014.0806.Minutes TOWN OF FOUNTAIN HILLS
MINUTES OF THE FOUNTAIN HILLS
STRATEGIC PLANNING ADVISORY COMMISSION MEETING
August 6,2014
AGENDA ITEM#1 —CALL TO ORDER
Chair Magazine called the meeting to order at 4:30 p.m.
AGENDA ITEM#2—ROLL CALL
The following members of the Strategic Planning Advisory Commission were present for roll call: Chair Alan
Magazine, Vice Chair Nick DePorter, and Commissioners Peter Bordow, Audra Koester Thomas, and Nancy
Ordowski. Commissioners Alice Brovan and Dana Saar were excused. Youth Commissioner Kate Domin was
present.
Also present were Town Manager Ken Buchanan, Economic Development Specialist Scott Cooper, and
Recording Secretary Shaunna Williams.
AGENDA ITEM#3—CALL TO THE PUBLIC
No one appeared at the call to the public.
AGENDA ITEM#4— CONSIDERATION OF APPROVING JUNE 17,2014 MEETING MINUTES
Commissioner Koester Thomas MOVED to approve the June 17, 2014 meeting minutes and Commissioner
Bordow SECONDED the motion,which CARRIED UNANIMOUSLY by those present.
AGENDA ITEM #5 — REPORT BY ECONOMIC DEVELOPMENT SPECIALIST SCOTT COOPER
REGARDING ECONOMIC DEVELOPMENT PLAN SHORT-TERM PRIORITIES FOR TARGETED
INDUSTRY SECTORS
Mr. Cooper updated the commission on marketing, business attraction and business retention. He reviewed the
fact that Greater Phoenix Economic Council and Arizona Commerce Authority pursue sizeable projects and the
smaller projects are given to commercial real estate agents. He stated that commercial real estate agents that
focus on the Fountain Hills area need to know about the product available in Fountain Hills and he outlined a
marketing plan to reach them.
With respect to business attraction, Mr. Cooper stated that he met with GPEC about external marketing efforts
and how they can assist with marketing and communication as an extension of the Town's economic development
department. Mr. Cooper will also meet with people who are aware of projects available here in the Valley and
have contact with decision makers. He will also work on a comprehensive product listing in order to obtain
accurate lease rates and vacancy rates,and those properties will be mapped out.
Mr. Cooper has reached out to the businesses on his list with respect to business retention and expansion and is
starting to set up more formal interviews. He is working on news articles on targeted industries, as well as
displays at Town Hall and the Community Center about local companies and products.
Mr. Cooper distributed a handout entitled Economic Development Strategic Planning Initiatives (copy attached),
which is a step-by-step plan to help achieve the Economic Development Plan. He invited SPAC feedback about
the contents of the handout.
Mr. Cooper responded to questions and comments from the Commission.
Page 1 of 2
AGENDA ITEM#6—TOWN MANAGER'S UPDATE REGARDING STRATEGIC PLANNING GOALS
AND OPERATIONAL PRIORITIES
Mr.Buchanan distributed and reviewed copies of the Town Council Agenda Action Form and Semi-annual Report, `4011)
Strategic Plan Goals and Operational Priorities, FY2013-14 dated August 7,2014(copies attached). He pointed
out that because Strategic Plan Goals are long-range, metrics reported in future will differ.
AGENDA ITEM#8 —DISCUSSION REGARDING SPAC'S WORK PLAN
Mr. Buchanan recommended that SPAC stay within the boundaries of SPAC Bylaws(copy attached)with respect to
its work plan, i.e.,the Strategic Plan and special projects assigned by the Council. The commission concurred.
AGENDA ITEM#9-SCHEDULE UPCOMING MEETINGS
SPAC meetings were scheduled to occur on Tuesday, September 16, 2014, at 4:30 p.m.; Tuesday, October 21,
2014,at 4:30 p.m.;and Tuesday,November 18,2014,at 4:30 p.m.
AGENDA ITEM#9—ADJOURN
Commissioner Bordow MOVED to adjourn at 5:21 p.m. and Vice Chair DePorter SECONDED the motion,
which CARRIED UNANIMOUSLY by those present.
Shaunna Williams,Recording Secretary
410
Page 2 of 2
Resolution No.2009.09SPAC by-laws amendment -3/5/09
RESOLUTION NO.2009-09
A RESOLUTION OF THE MAYOR AND COUNCIL OF THE TOWN OF
FOUNTAIN HILLS, ARIZONA, ADOPTING THE TOWN OF FOUNTAIN
HILLS AMENDED AND RESTATED STRATEGIC PLANNING ADVISORY
COMMISSION BYLAWS.
BE IT RESOLVED BY THE MAYOR AND COUNCIL OF THE TOWN OF
FOUNTAIN HILLS as follows:
SECTION 1. That the Town of Fountain Hills Strategic Planning Advisory Commission
Bylaws, Amended and Restated March 5, 2009, are hereby adopted in the form attached hereto
in Exhibit A,and incorporated herein by reference.
SECTION 2. That the Mayor, the Town Manager, the Town Clerk and the Town
Attorney are hereby authorized and directed to take all steps necessary to carry out the purpose
and intent of this Resolution.
PASSED AND ADOPTED by the Mayor and Council of the Town of Fountain Hills,
Arizona, March 5,2009.
FOR THE TOWN OF FOUNTAIN HILLS: ATTESTED TO:
Jay T. Schlum, Mayor Bevelyn J. Bender,Town Clerk
REVIEWED BY: APPROVED AS TO FORM:
Richard L. Davis,Town Manager Andrew J. McGuire,Town Attorney
EXHIBIT A
TO
RESOLUTION NO.2009-09
[Amended and Restated Strategic Planning Advisory Commission Bylaws]
See following pages.
Page l of 3
BYLAWS
STRATEGIC PLANNING ADVISORY COMMISSION
TOWN OF FOUNTAIN HILLS,ARIZONA
AMENDED AND RESTATED MARCH 5,2009
I. Officers
The Strategic Planning Advisory Commission (the "Commission") shall elect a chairperson and
vice chairperson from among its own members, who shall serve for one (1) year and until their
successors are elected and qualified. The chairperson shall preside at all meetings and exercise
all the usual rights, duties and prerogatives of the head of any similar organization. The vice
chairperson shall perform the duties of the chairperson in the latter's absence or disability. The
Commission may appoint other offices(e.g., secretary, etc.) as may be required.
II. Powers and Duties
The Commission shall have the powers and duties to:
A. Champion the Town's Strategic Plan to keep it visible for the Council, staff,
citizens and media.
B. Act in an advisory capacity to the Town Council and Town Manager in matters
pertaining to the Town's Strategic Plan.
C. Provide a copy of the Strategic Plan to all Fountain Hills Town candidates for
public office and educate newly elected and appointed officials about the Strategic Plan.
D. Monitor the Strategic Plan's implementation and ensure its long-term legitimacy.
E. Update the Strategic Plan at least once every five years dependant on
appropriations by the Town Council.
F. Make recommendations with respect to the implementation of the Strategic Plan
to the Town Manager.
G. Develop partnerships to help implement adopted strategic initiatives.
H. Meet annually with the Town Council to assess progress of the Strategic Plan.
I. Host public dialogue about new strategic initiatives to consider for the next
strategic plan.
J. Write brief periodic Strategic Plan progress reports.
�- Page 2 of 3
K. Perform such other duties not inconsistent with these bylaws as may be requested
by the Town Council.
III. Membership
A. All matters concerning membership on the Commission including, but limited to,
appointments, terms, vacancies and removal, shall be in accordance with Section 9 of the Town
Council Rules of Procedure, as amended.
B. The Commission shall be comprised of seven voting members, two standing ex
officio members (the Town Manager or representative and a Youth Commissioner) and other
such ex officio members as may be appointed as set forth below. The Youth Commissioner role
shall be filled by a representative of the Mayor's Youth Council, or other youth representative at
the discretion of the Mayor. All members shall serve at the pleasure of the Mayor and Town
Council.
C. The Mayor,with the consent of the Town Council, may from time to time appoint
one member of the Town Council as an ex-officio member to the Commission. Ex-officio
members shall not be entitled to vote on any matter brought before the Commission.
IV. Meetings
A. The Commission shall meet as often as needed to keep the Strategic Plan in a
position of prominence in the Town. Special meetings may be called by the chairperson or in
his or her absence, the vice chairperson. In addition, any three (3) members of the Commission
may make written request to the chairperson for a special meeting.
B. All meetings of the Commission shall be open to the public and are subject to the
Arizona Open Meeting Law.
V. Conduct of Business
A. Four (4) members shall constitute a quorum. The affirmative vote of four (4)
members shall be required for passage of any matter before the Commission. A member may
abstain from voting only upon a declaration of a conflict of interest, in which case such member
shall take no part in the deliberations on the matter in question.
B. The Rules of Procedure for meetings of the Commission shall follow those set
forth in Section 1.1 of the Town Council Rules of Procedure, as amended.
VI. Compensation
The members of the Commission shall serve without compensation for their services, but
members may receive reimbursement for necessary travel and other expenses incurred on official
duty with appropriate prior authorization.
Page 3 of 3
ED Strategic Planning Initiatives
fir.•
Goal: Strengthen ED brand and awareness of local successes in partnership with regional and statewide
organizations
Objectives:
1) Publicize newsworthy people, companies, and events, economic successes to local, regional and
national audiences, as appropriate via multi-level media.
Strategies:
a) Establish and maintain a database of contacts for targeted publicity.
b) Post regularly on social media outlets.
c) Add targeted business success stories on economic development website.
d) News articles on existing industry campaign and those targeted businesses.
2) Strengthen relationships with at least 6 local, regional and national civic leaders,stakeholders
and potential business investors via networking channels
Strategies:
a) Identify and personally visit a minimum of 1 key leader(bi-monthly).
CoF b) Participate in AAED and IEDC committees and boards as opportunities arise.
Goal: Market and recruit targeted employers and support targeted existing businesses, in order to
provide sustainable employment opportunities in Fountain Hills
Objectives:
1) Develop and review economic development marketing materials.
Strategies:
a) Create a general overview piece that provides overall city information and demographics.
b) Create targeted business prospect kits.
c) Develop informational website video clips for the ED website.
2) Update Economic Development website
Strategies:
a) Link our ED website to other economic development partners websites.
b) Utilize website analytics to track visitors accurately.
c) Update the appearance of the website.
,4000
3) Develop a site consultant, broker and developer network
Strategies:
a) Prepare a 10 minute presentation and marketing materials.
b) Develop a visitation schedule and meet with local and national brokers and developers.
c) Participate in site consultant/broker visitation programs through GPEC.
d) Email news and marketing materials to consultants&multipliers in order to build
relationships with developers, corporate real estate professionals, and site selection
consultants.
4) Develop and implement a targeted business marketing strategy
Strategies:
a) Review workforce data and trends for Fountain Hills and the area laborshed
b) Identify and contact targeted select businesses for direct marketing.
c) Focus attraction and expansion efforts on small to mid-sized companies that generate high
wages and provide minimal negative community impacts.
d) Work with GPEC and ACA on the recruitment of direct and appropriate support business for
targeted new,value-added employers in healthcare, medical, biosciences, professional,
technical and scientific services.
e) Utilize GPEC and ACA resources to target potential businesses.
f) Respond to inquiries and host clients and guests in the community as needed.
Goal: Business Development-To encourage the attraction of new businesses,the retention and
expansion of existing businesses, and the creation and growth of small businesses through community
promotion, programs that aid and assist business, and services provided directly to companies.
Objective:
Enhance Targeted Existing Business Services
Strategies:
a) Publish a quarterly email newsletter.
b) Continue to use Facebook and Twitter as methods of communicating about economic
development services and activities and as a service in itself by providing useful content.
c) Conduct surveys of targeted existing businesses about their business practices,the
economic outlook and their needs and interests.
d) Recognize targeted businesses accomplishments and news.
e) Research new service ideas: A buyer-supplier matching website, and an online diagnostic
tool for businesses
Objective:
1) Intensify Business Retention and Expansion Program
Strategies:
a) Create a mechanism for communicating with targeted existing businesses,and collect
pertinent data to provide to business owners and operators.
b) Conduct an annual formal meeting and an annual follow-up site visit.
c) Provide practical information on business topics through articles to social media.
d) Produce and distribute a Buyer's Guide of local firms, products and services; research more
online options related to this objective.
e) Set up display of locally made products at some visible location.
f) Promote local buying and shopping through an on-going promotional campaign including
public service announcements and advertisements.
g) Build relationships with the FHCC and the GFBA to assure communication and coordination,
and to identify needs and opportunities for collaboration.
h) Explore ways to connect local students to existing targeted businesses through mentoring
or apprenticeship programs.
Objective:
2) Strengthen Entrepreneurial Development
Strategies:
a) Continue to support the business accelerator JumpStart Biz and partner with them to
provide programs that will encourage entrepreneurship.
b) Refer start-up enterprises to the JumpStart Biz for more assistance as needed.
Goal: Elevate Fountain Hills' social media engagement in the national and international economic
development arena
Objective:
Increase strategic following on Social Media
Strategy:
Follow:
Site selectors-To build up a base of individuals who facilitate the investing process,obtain
insights into the needs of their clients and make our social media feeds interesting and
informative enough for them to follow.
'`4%r
Companies in targeted sectors-To gain a competitive intelligence perspective, and get to know
what companies are doing in terms of new products, research and development and expanding .
to new markets.
Local and regional news sources-To become a trusted media outlet for them.
Competing regions-To keep an eye on what the competition is doing and how they are doing it.
TOWN OF FOUNTAIN HILLS
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AGENDA ACTION FORM
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Meeting Date: 8/7/14 Meeting Type: Regular Session
Agenda Type: Regular Submitting Department: Administration
Staff Contact Information: Ken Buchanan, Town Manager, 480-816-5130, kbuchananfh.az.qov
Strategic Priority: All Council Goal: All
REPORT TO COUNCIL (Agenda Language): SEMI-ANNUAL REPORT on progress of implementing Council's Strategic
Plan Goals and Operational Priorities for FY2013-14.
Applicant: NA
Applicant Contact Information: NA
Property Location: NA
Related Ordinance, Policy or Guiding Principle: Fountain Hills Strategic Plan 2010 and Strategic Plan Goals and
Operational Priorities established at FY2013-14 Council retreats.
Staff Summary(background): An in-depth report is provided to Council semi-annually on progress toward
implementing Strategic Plan Goals and Operational Priorities for the fiscal year. This is the report for the second half of
FY13-14.
Some of the metrics in this report differ from previous reports. The following narrative will explain how metric variances
occur under the current reporting system.
The foundation of Strategic Plan 2010 is the citizen-crafted, long-range Vision for the Town and its eight Strategic
Values. Strategic Directions are enumerated in the plan as guiding principles to fulfill the Vision and Values. At the
Council Retreat each year, specific Strategic Directions are established as Strategic Planning Goals for the year.
There are inherent difficulties in reporting metrics on Strategic Planning Goals that are based on long-range,"build out"
visions for the Town that must necessarily be achieved incrementally--some may literally take decades to achieve.
The percentages that have historically been assigned to indicate progress toward achieving goals are inconsistent with
actual accomplishment of the over-arching goals.
Council also establishes Operational Priorities at the Council Retreat each year. Operational Priorities are
accomplished by utilizing action plans and action steps based on budget allocations. Operational Priorities can be tied
back into the Vision,Values, and Strategic Directions in the Strategic Plan.
There are many overlaps in the current Semi-Annual Report,which calls for reporting both on Strategic Planning Goals
and on Operational Priorities. Moving forward in FY14-15 when reporting on Council Goals, staff believes that the
Semi-Annual Report should deal exclusively with Operational Priorities that are based on the Strategic Plan. Further,
reporting on Operational Priorities will more accurately reflect accomplishment of actions steps if the metrics are tied to
benefits obtained by the expenditure of budgeted funds.
fitio Risk Analysis (options or alternatives with implications): NA
Page 1 of 1
Fiscal Impact(initial and ongoing costs; budget status): NA
Budget Reference (page number): NA
Recommendation(s) by Board(s)or Commission(s): NA
Staff Recommendation(s): NA
Attachment(s): Report entitled Semi-Annual Report—Strategic Plan Goals and Operational Priorities
FY13-14, dated August 7, 2014.
SUGGESTED MOTION (for Council): NA
Approved:
4.A.A CiAcSad1/40-.4"-
Ken Buchanan, Town Manager Date
Page 2 of 2
SEMI -ANNUAL REPORT
STRATEGIC PLAN GOALS
and
OPERATIONAL PRIORITIES
FY20 13-14
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Augusl7, 2014
OVERVIEW
At a Goal Setting Retreat held on January 24,2013,the Council reaffirmed for FY13-14 the Strategic Plan Goals
for FY12 13 (based on Strategic Plan 2010). The Council also reaffirmed for FY13-14 the Operational Priorities
for FY12-13.
STRATEGIC PLAN GOALS
The following graph depicts progress staff has made toward achieving Strategic Plan Goals during fiscal years
2012-13 and 2013-14. New data has been added for the 2nd half of 2013-14.
PROGRESS TO STRATEGIC PLAN GOALS
I
L FY12-13 1st Half
a FY12-13 2nd Half Civility 4..
FY13-14 1st Half
a FY13-14 2nd Half
11111
Civic Responsibility
Economic Vitality = y
Recreational Opportunities and Amenities ,
1111
Maintain and Improve Community Infrastructure r ,3
i
n ____—f—_—_t __ __-- ---,
0 10 20 30 40 50 60 70 80 90 100
PERCENT COMPLETE
-
—
Page 1 of 17
STRATEGIC VALUE: CIVILITY
Strategic Direction C 2: Support community events and activities that create opportunities to build community
and friendship.
(Overall responsibility: Mark Mayer)
FY2013-14 Update: Our first ever Chinese Lantern and Folk Festival had 20,000 visitors over the two weeks of
the event. The first ever Concours in the Hills car show was also held this past February. Staff worked with local
citizens to help bring back the July 4th fireworks event. Both the Town calendar list and the Town's website are
updated as events dictate. The Town offers 42 community and special events annually.
• Do more events; network with promoters (Assigned to Mark Mayer,Tourism)
FY2012-13 Percent Complete: 100%
Recreation Division staff continue to work to bring more activities to the community including working
with various promoters and Tourism. The recent Iron Girl event brought over 1,000 competitors to our
community and the first ever Cyclovia event, with the Town partnering with Tourism, was held on
Saturday,April 13, 2013.
• Coordinate calendars with McDowell Mountain Regional Park and Tourism (Assigned to Mark Mayer,
Tourism)
FY2012-13 Percent Complete: 100%
Town calendars for events are coordinated with both Tourism and McDowell Mountain Regional Park
and are on the Town's website and in the monthly calendar distributed by Tourism.
Strategic Direction C 3: Genuinely solicit and consider public and stakeholder feedback as part of the decision-
I
" making process.
(Overall responsibility: Ken Buchanan)
• Conduct a statistically valid citizen survey, correlating to the previous statistically valid survey ($35,000 in
Town Manager budget) See also CR6 (Assigned to: Ken Buchanan)
FY2012-13 Percent Complete: 15%
The intent of this goal was to gain an understanding of the level of satisfaction that the Fountain Hills
citizens have with their government services and be able to monitor if their satisfaction is improving or
declining over time. A survey to gather statistically representative input from residents about a wide
range of issues related to the Town's Strategic Plan was administered in October 2005.
In order to accomplish this initiative, as well as the next (develop customer service performance
measures utilizing the ICMA standards), at the Council meeting on February 7, 2012, staff proposed that
the Town participate in the National Citizen Survey (NCS) coordinated by ICMA as opposed to
contracting with a firm to repeat the previous citizen survey. Council chose to instead to direct staff to
issue an RFP for the survey. The RFP is currently being developed.
FY2013-14 Update: Council approved $25,000 in the FY14-15 budget to conduct a citizen survey.
• Staff to attend at least 12 meetings per year(one per month)with community organizations, HOA's, etc. (no
fiscal impact, however, impact will be staff time) (Assigned to: Ken Buchanan)
Percent Complete: 100%
Staff spoke at a total of 15 community meetings during fiscal year 2012-13,as follows:
-kr
Page 2 of 17
Presenter Organization/Meeting Date Subject
Ken Buchanan Noon Kiwanis 6/14/2012 Updates on current Town issues
Ken Buchanan Men's Discussion Group 8/6/2012 Economic Develoment Program
Capt. Rodriquez Community Meeting 10/25/2012 MCSO 1st Quarter Report
Ken Buchanan Assoc.of Licensed contractors 10/25/2012 Goals and vision for the Town
Jason Field FH Licensed Contractors Assoc.meeting 11/12/2012 Senate Bill 1598 impacts
Bob Rodgers FH Business Alliance meeting 11/13/2012 Updates to Sign Ordinance
Heather Ware Men's Discussion Group 11/19/2012 Volunteer Program
Judge Eisenberg Teen Court 11/13/2012 Teen Court Attorney Training
Jason Field Assoc.Of Licensed Contractors 2/28/2013 Avenue Median Project
Ken Buchanan Fountain Hills Realtors Meeting 3/1/2013 Town update
Bryan Hughes River of Time Museum Docents 3/4/2013 Little Known Facts about FH
Ken Buchanan Rotary Club 4/11/2013 Budget Overview
Ken Buchanan Chamber Breakfast 5/16/2013 Budget Overview
Ken Buchanan Chamber Board Meeting 6/12/2013 Road Bond
Ken Buchanan Fountain View Village 6/13/2013 Budget Outcomes
FY2013-14 Update:Staff spoke at the following 18 community meetings during fiscal year 2013-14.
Presenter Organization/Meeting Date Subject
Ken Buchanan Noon Kiwarnis 9/12/2013 Town update
Paul Mood Men's Discussion Group 9/16/2013 Road Bond
Paul Mood Volunteer Coffee 10/8/2013 Road Bond
Jason Field Licensed Contractors Associ. 10/17/2013 Building Code Update
Jason Field Licensed Contractors Associ. 11/14/2013 Building Code Update
Heather Ware Friends in the Hills 11/20/2013 Volunteer Program
Raymond Rees Men's Discussion Group 12/9/2013 My Republic Rewards Grant Program
Paul Mood Strategic Planning Advisory Commission 1/21/2014 Development Services Dept.activities&budget
Scott Cooper Volunteer Coffee 2/4/2014 Economic Development
Scott Cooper Noon Kiwanis 2/20/2014 Economic Development
'Heather Ware AVACA-Assoc.VoI.Admin.Central AZ 3/6/2014 Value of Volunteers
Mark Mayer Strategic Planning Advisory Commission 3/18/2014 Community Services Dept.activities&budget
Scott Cooper GFHBA Networking Event 3/26/2014 Economic Development
Scott Cooper Men's Discussion Group 4/28/2014 Economic Development
Scott Cooper GFHBA Lunch&Learn 5/21/2014 Economic Development
Ken Buchanan Fountain Hills Realtors 6/13/2014 Update on the Town
Heather Ware Interfaith Ministry Assn. 6/14/2014 Volunteering in Fountain Hills
Management staff Citizens'Academy Spring 2014 Municipal services
• Utilize telephone technology to make calls to citizens to inform them of upcoming events,etc. (Assigned to:
Craig Rudolphy)
FY2012-13 Percent Complete: 100%
The Town's telephone system has the ability to make "robo calls" to residents for general information.
The system has been used effectively to remind volunteers of upcoming events, inform pet owners that
their dog licenses have expired, etc. This has proven to be a very effective tool that has received mostly
positive feedback from participants. It does require that residents provide their telephone number if
they want to be called and the system does not call anyone who chooses not to leave their phone
number.
FY2013-14 Update: The Town has been utilizing the automated caller system to inform volunteers of
events and to remind expired dog license holders to renew their licenses.The Town plans to expand the
use of this system to call expired business license holders.
Page 3 of 17
STRATEGIC VALUE: CIVIC RESPONSIBILITY
Strategic Direction CR 1: Foster an environment of accessible, responsive governance.
(Overall responsibility: Ken Buchanan)
• Appoint a formal Ombudsman (perhaps a retired judge so they are impartial(Assigned to Ken Buchanan)
FY2012-13 Percent Complete: 0%
FY2013-14 Percent Complete: 0%
Strategic Direction CR 2: Discover, recognize and utilize the talents of our citizens and use these assets to
address community needs.
Strategic Direction CR3: Foster a culture of public service and volunteerism.
(Overall responsibility: Ken Buchanan,Joan McIntosh)
• Advertise with a Request For Proposals for specific need or skillset that a member of the community may
have and want to offer services to the Town (Assigned to Ken Buchanan,Joan McIntosh)
FY2012-13 Percent Complete: 0%
Department Directors have indicated they are not in need of any specific skillsets from community
members at this time. Unless there is a specific request, there is no need to advertise with a Request
for Proposal.
• Foster a culture of public service and volunteerism through the annual Make a Difference Day (Assigned to
Ken Buchanan,Joan McIntosh)
FY2012-13 Percent Complete: 100%
Another successful Make A Difference Day was held on October 27, 2012. Approximately 250
volunteers completed a variety of"chores" for residents in need , ranging from landscaping to painting.
This event has grown each year since its inception in 2009.
FY2013-2014 Update: The 5'1' Annual Make a Difference Day was most successful with over 300
participating volunteers, work project coordinators, and professional business services working together
at one of 42 projects throughout the community. Recipients were in need of assistance due to poor
health, lack of finances, and other resources.This is truly"neighbor helping neighbor" in Fountain Hills.
Strategic Direction CR 6: Evaluate customer satisfaction with Town services on a regular basis and implement
appropriate service improvements.
(Overall responsibility: Ken Buchanan)
• Statistically valid customer satisfaction survey ($35,000 fiscal impact, using prior as a baseline); consider
survey at least once every three years See also C3. (Assigned to: Ken Buchanan)
FY2012-13 Percent Complete: 15%
The intent of this goal was to gain an understanding of the level of satisfaction that the Fountain Hills
citizens have with their government services and be able to monitor if their satisfaction is improving or
declining over time. A survey to gather statistically representative input from residents about a wide
range of issues related to the Town's Strategic Plan was administered in October 2005.
In order to accomplish this initiative, as well as the next (develop customer service performance
measures utilizing the ICMA standards), staff proposed to Council at their meeting on February 7, 2012,
that the Town participate in the National Citizen Survey (NCS) coordinated by ICMA as opposed to
Page 4 of 17
I
s,
contracting with a firm to repeat the previous citizen survey. Council chose to direct staff to issue an
RFP for the survey. The RFP is currently being developed.
FY2013-14 Update: Council approved $25,000 in the FY14-15 budget to conduct a citizen survey.
• Develop customer service performance measures utilizing the ICMA standards (Assigned to: Ken Buchanan)
FY2012-13 Percent Complete: 0%
The Town declined to participate in the National Citizen Survey; results would have laid the groundwork
for creating a performance measurement tool that citizens would utilize in understanding the quality of
service delivery in their community compared to other communities across the country.
FY2013-14: Status unchanged.
Strategic Direction CR 7: Communicate the role of local government and clearly define the trade-offs
between service levels and amenities and the associated costs so residents can make informed choices.
(Overall responsibility: Ken Buchanan)
• Continue Citizens Academy (Assigned to Mark Mayer)
FY2012-13 Percent Complete: 100%
The Citizen's academy was not held this year due to the low numbers of residents that registered for the
program.
FY2013-14: The Citizen's Academy was held this year with twelve people completing the program and
receiving certificates.
• Create a reader friendly budget report that citizens can understand (Assigned to Craig Rudolphy)
FY2012-13 Percent Complete: 100%
The FY2012-13 budget document was summarized in a four-page brochure that is available on the Town
website and has been placed in the Town kiosks. The brochure is reader friendly and gives a snapshot of
the most significant items in the adopted budget. A similar brochure will be prepared for the FY13-14
budget.
FY2013-14 Update: The FY13-14 Budget in Brief document was prepared and distributed as in the past.
In addition,the Town has created a Popular Annual Financial Report(PAFR)which received an Award for
Outstanding Achievement in Popular Annual Financial Reporting by the Government Finance Officers
Association (GFOA) for the fiscal year ended June 30, 2012 as well as the fiscal year ended June 30,
2013.Copies of this report are available on the Town's website.
STRATEGIC VALUE: ECONOMIC VITALITY
Strategic Direction EV 1: Develop a comprehensive economic development strategy for the Town's future and
work with our partners to forward economic growth and awareness.
(Overall responsibility: Ken Buchanan)
FY2013-14 Update: The Strategic Planning Advisory Commission prioritized the targeted industry sectors and
short term objectives of the Economic Development Plan adopted by Council as follows:
A. Healthcare,Medical, Biosciences,and Wellness (NAICS 62)
Business Attraction Short Term Objectives:
.411110
1. Develop an Inventory of Existing Office Space
Page 5 of 17
4. Establish as Economic Development presence on the Website
5. Develop collateral materials and messaging about Fountain Hills
Business Expansion and Retention Short Term Objectives:
1. Identify companies with plans to expand
2. Identify companies at risk of leaving/downsizing/provide help
B. Professional,Technical and Scientific Services(NAICS 54)
Business Attraction Short Term Objectives:
1. Develop an Inventory of Existing Office Space
4. Establish as Economic Development presence on the Website
5. Develop collateral materials and messaging about Fountain Hills
Business Expansion and Retention Short Term Objectives:
1. identify companies with plans to expand
2. Identify companies at risk of leaving/downsizing/provide help
Scott Cooper was hired as the part time Economic Development Specialist and began his duties on January 6,
2014.
Staff has been addressing the short term goals for the Economic Development Plan. It began with updating and
monitoring the inventory of available and developable space in Town. A GIS mapping system of available space
is also underway. Staff contacted existing and reached out to new economic development partners to maintain
and grow relationships with area stakeholders. A new economic development specific website was created,as
well as launching a social media campaign on Facebook,Twitter and LinkedIn.
Eight existing businesses in our targeted industry sectors were identified to assist with marketing efforts to be
able to tell the Fountain Hills business story. This allows us to market our existing businesses and why Fountain
Hills is a great place for business. Initial contacts to the key decision makers are underway to assist staff in
identifying those businesses with plans to expand,or those that may be at risk of leaving/downsizing.
Staff has actively participated in the quarterly sponsorship meetings forJumpStartBiz(a local business
accelerator) in order to ensure our investment is worthy and partner in the entrepreneurial process for local
businesses.
Information is being gathered and reviewed from valley communities to determine best practices for incentive
strategies.
Staff has been meeting with and encouraging infill development and redevelopment within Downtown Fountain
Hills.
Another review of the Economic Development Plan will occur at the end of calendar year 2014.
• Review the economic development plan annually and recommend revisions as appropriate
FY2012-13 Percent Complete: 100%
The Economic Development Plan was adopted by the Council in March of 2013, and amended to include
a strategically organized approach in June of 2013.
4146..
Page 6 of 17
•
Strategic Direction EV 2: Develop and maintain a balanced, equitable, sustainable and local financing structure
to support the Town's core government services at desired service levels. (Overall responsibility: Craig
Rudolphy)
FY2013-14 Update: At their Retreat in January of 2014, Council set an Operational Priority to complete the
asphalt replacement portion of the Pavement Management Plan. Funding alternates are being considered and
a presentation to Council is planned for later this fiscal year.
• Outreach to the community citizens regarding proposals that came from the November toolbox retreat;
highlight individual proposals during the budget process; reemphasize sustainability
FY2012-13 Percent Complete: 100%
The Town Council designated pavement management as a core service/operational priority for the
Town, which requires an investment of around $1.0M per year but has historically been underfunded.
Beginning in FY12-13, all revenues from the State Shared revenue Vehicle License Tax (VLT)
(approximately $750,000 per year) will be transferred from the General Fund to the Highway User
Revenue Fund (HURF) to be used for annual pavement management program. An additional $250,000
will be made up from the HURF fund and the use of HURF reserves.
When the Town assumed fire and emergency medical services in 2001, the voters rejected a primary
property tax initiative to pay for that service. The Town Council at that time implemented a 1%sales tax
to cover those costs; however, the sales tax revenues have not kept up with the cost of providing the
service (annual revenues are $2.9M and costs for fire protection are $3.8M). Additionally, full time
residents are subsidizing the cost of fire and emergency medical for those residents who are in Fountain
Hills only a few months of the year. The Town of Paradise Valley has successfully implemented a fire fee
for service for each property owner who benefits from fire protection and emergency medical services.
Staff will consider the feasibility of implementing such a fee in FY2014-15 to pay for fire and emergency
medical services.
Strategic Direction EV 4: Promote retention,expansion and relocation of quality businesses.
FY2013-14 Update: The Town hired Scott Cooper as its part-time Economic Development Specialist to begin
addressing the short-term priorities listed in the Economic Development Plan in an effort to attract, expand and
retain businesses. Scott started in January 2014.
Staff has met with and continues to keep in contact with our Economic Development partners (Fountain Hills
Chamber of Commerce, GPEC, ACA, APS, SRP, site selectors, and Realtors) to keep them up-to-date with the
Town's economic development plan and activities.
Staff collaborated with business developers (architects, builders) in the healthcare sector to better target key
contacts and to determine potential healthcare projects that are looking for new facilities.
The new economic development website has a section focused on our targeted industries, including the Town's
existing industries.
Staff met with and worked with potential projects along the Avenue.
FY2012-13 Percent Complete: 50%
• Expand upon the outreach efforts in one of the targeted industry sectors to encourage business
locations which create new employment opportunities and increase daytime population
• Utilize the trade area analysis to target recruitment efforts on those businesses / business sectors
identified yid
Page 7 of 17
• Encourage the location of businesses along the Avenue that complement and support the existing
business base (fiscal impact $42,000 - $8,000(or-19%) from the General Fund and $34,000 (or'r81%)
from the Excise Tax Fund; a significant portion geographically falls within the downtown area (the retail,
office and "Avenue" initiatives)
Council adopted the Economic Development Plan in March of 2013, and amended it to include a
strategically organized approach in June of 2013.
On June 20, 2013, the Council approved a Professional Services Agreement with Horizon Real Estate
Group, Inc. to promote commercial business in Fountain Hills in accordance with the adopted Fountain
Hills Economic Development Plan.
The Town released an RFP for an Economic Development Specialist on July 18, 2013. Proposals are due
on August 15,2013, with a targeted Town Council award date of September 5, 2013.
STRATEGIC VALUE: RECREATIONAL OPPORTUNITITES AND AMENITIES
Strategic Direction R 2: Provide an interconnected, multi-use trail and bicycle system that promotes active
living, physical activity,education and appreciation of our parks and natural resources.
(Overall responsibility: Mark Mayer)
• Coordinate and promote activities with McDowell Mountain Regional Park (Assigned to Mark Mayer)
FY2012-13 Percent Complete: 100%
Coordinating calendars for both groups continued through the year with most of the focus on hiking
opportunities within the Town's Preserves and access to the many miles of trails in the County's park.
• Coordinate with Tourism Bureau to promote Town trails and bicycle system as part of active living, including
a booth during the two fairs (Assigned to Mark Mayer)
FY2012-13 Percent Complete: 100%
Information about area trails was provided at the Chamber's Fairs in November and February and again
at the McDowell Mountain Month event at Fountain Park this fall. Various maps of area trails were also
available in flyer form for anyone that was interested.
• New flyers distributed to valley sports stores (Assigned to Mark Mayer)
FY2012-13 Percent Complete: 100%
Some maps have been distributed, but a number of the stores have corporate policies that prevented
distribution and only allowed some limited posting at their sites.
• Promote FIT(Fountain Hills Interconnected Trails)(Assigned to Mark Mayer)
FY2012-13 Percent Complete: 100%
The FIT program has a logo, an overall trail master plan, and various individual map plans. A kiosk
design has been approved and the first trail, the Civic Trail through the downtown, was launched early
in 2013. The trail kiosk for the Civic Trail was fabricated and placed at the trailhead in Fountain Park.
The signage for the first kiosk and route markings were fabricated and installed prior to opening the
inaugural trail,with a dedication on Saturday, April 6th.
• Urban Trails Plan, create a flyer for distribution, coordinate with Tourism, create new Town webpage
dedicated to healthy living, active lifestyles; utilize FIT logo to promote trails, signage to mark FIT stations
(Assigned to Mark Mayer,Craig Rudolphy)
FY2012-13 Percent Complete:80%
The Master Plan for the FIT trail system has been approved and work is completing on the needed
signage to open the first trail. A flyer for the overall trail system is being produced. The opening and
promotion of the FIT system was coordinated with Tourism.
Page 8 of 17
FY2013-14 Update- Percent Complete: 85% .l
The first FIT trail was completed, dedicated and open in the Spring of 2013. A second trail, the Falcon
Trail, is in the planning stages with the dedication scheduled for Spring 2014.
FY2014-15 2nd Half Update-Percent Complete:90%
The second FIT trail, the Falcon Trail, was completed and opened in Spring 2014. A third trail, the
Sunridge Trail, has been budgeted for completion in Spring 2015.
STRATEGIC VALUE: MAINTAIN AND IMPROVE COMMMUNITY INFRASTRUCTURE
I Strategic Direction I 2: Lower the reliance on state revenues by developing a locally controlled, reliable
funding source for infrastructure maintenance.
(Overall responsibility:Craig Rudolphy)
• Sell assets that have become expensive to maintain and have limited future value (Assigned to Craig
Rudolphy, Mark Mayer, Paul Mood)
FY2012-13 Percent Complete: 100%
In addition to the proposal outlined in Strategic Direction EV2, staff is evaluating the cost of maintaining
assets that either provide no benefit to the taxpayers or are beyond their useful life. There are two
components of the evaluation—the Vehicle Replacement Policy and Facility Maintenance.
Staff has replaced vehicles that are beyond their useful life and have scheduled new equipment for
FY13-14. The Town's street sweepers, tractor, roller and air compressor, which are no longer used,
have been sold. Various pickup trucks and utility dump truck that are to be replaced per the Vehicle
Replacement Policy will also be sold.
Facility Maintenance includes all Town owned buildings including two that are leased to non-profits—
the Kiwanis Building and the Fountain Hills Community Theater. The Town's budget only allows for
general maintenance of the buildings. When larger items such as an A/C replacement or roof repair are
needed, staff transfers funding from one of the Town Center complex buildings, thus reducing the
maintenance that can be done. The Kiwanis Building is used for their meetings and rental to other
groups—the Town receives no revenue from the building to offset the costs. Staff would propose that
the Kiwanis building be either reverted back to the Kiwanis or offered for sale to the highest bidder.
FY13-14 Update: Two Fire Department Vehicles have been replaced as part of the Town's Vehicle
Replacement Program. The previous Engine 822, a 1998 American LaFrance pumper, was moved into
reserve status when the new 2014 Crimson pumper was placed into service at the end of June. Brush
823, a 2013 Ford F550, replaced a 2001 Ford F550. The body and pump from the old brush truck were
refurbished and re-used on the new truck to save money.
All of the Self Contained Breathing Apparatus (SCBA) was replaced in October. It was becoming
increasingly difficult to maintain and replace parts on the old units.
Park staff has also added the Tennant sweeper to the list of vehicles in the Vehicle Replacement
Program. The sweeper is small in size and is used on Town tennis courts, sidewalks, etc. We use the
sweeper to help control the coot feces on the sidewalks.
•„r
Page 9 of 17
Strategic Direction I 3: Maintain a current condition assessment of all roadways and sidewalks and prioritize
and implement maintenance efforts to minimize costly reconstruction.
(Overall responsibility: Paul Mood)
FY2013-14 Update: The 2009 Stantec Report assessed the condition of roadways and sidewalks and provided
the baseline for pavement needs that are partially addressed annually though the Pavement Management
Program. HURF funds are also utilized for annual sidewalk repair and maintenance, as well as signage and
striping. Staff will recommend funding a new condition assessment report on roads and sidewalks in the FY15-
16 budget.
• Evaluate the post mortem on bond with the public, prepare new strategy for recommendation (Assigned to
Paul Mood, Ken Buchanan)
FY2012-13 Percent Complete: 100%
The bond post mortem was to be included with the Citizen Survey which was not approved; staff did
solicit feedback from the various groups it met with regarding the 2011 bond. From this feedback and
Council direction, staff put together a proposed bond for Saguaro Blvd. focusing only on needed
reconstruction. This was presented to Council at the November 13, 2012 and January 8, 2013 Work
Study Sessions. The Council approved Resolution 2013-05 on March 21, 2013 calling for a special bond
election on November 5, 2013. The publicity pamphlet for the citizens has been prepared and will be
distributed to all households in October 2013.
C
Page 10 of 17
1
OPERATIONAL PRIORITIES
The following graph depicts progress staff has made toward accomplishing Operational Priorities during fiscal
years 2012-13 and 2013-14.
PROGRESS TO OPERATIONAL PRIORITIES
,. FY12-13 1st Half
FY12-13 2nd Half
FY13-14 1st Half Volunteer Program
FY13-14 2nd Half , I I I I
i Town Prosecutor
Fire Station#2
!!!I1UI
'
Community Partnership Funding Policy
Fountain Lake(IGA)
Economic Development Plan
I
Pavement Management Program
■ ■ '_ ! ? I
0 10 20 30 40 50 60 70 80 90 100
PERCENT COMPLETE
I
Page 11 of 17
1. Pavement Management Program
(Overall responsibility: Ken Buchanan. Assigned to Ken Buchanan, Paul Mood, Ken Kurth.)
FY2013-14 Update: Pavement management in Zone 7 included mill and overlay on Shea Blvd. as well as micro-
surfacing on Palisades Blvd.and Fountain Hills Blvd. Adjustments to valves and manholes in Zone 7 are ongoing.
VLT and HURF savings will begin in the 1st half of FY2014-15 to pay for Zone 1 pavement maintenance in FY2015-
16. Zone 1 pavement maintenance is anticipated to be a 3-year project based on pavement conditions and
available funding.
FY2012-13 Percent Complete: 100%
The Pavement Management Plan Resolution was presented to Council at the January 8 Work Study
Session.
Zone 6 slurry seal is complete and work in Zone 7 has begun.
2. Economic Development Plan
(Overall responsibility: Ken Buchanan.)
FY2013-14 Update:The Town was not successful in obtaining a contract Economic Development Specialist based
on the RFP that was issued. Instead, Scott Cooper was hired as a part-time (25 hours per week) Economic
Development Specialist and he started on January 6,2014.
FY2012-13 Percent Complete: 100%
The Economic Development Plan was adopted by the Council in March of 2013,and amended to include
a strategically organized approach in June of 2013.
On June 20, 2013, the Council approved a Professional Services Agreement with Horizon Real Estate
Group, Inc. to promote commercial business in Fountain Hills in accordance with the adopted Fountain
Hills Economic Development Plan.
The Town released an RFP for an Economic Development Specialist on July 18, 2013. Proposals are due
on August 15, 2013,with a targeted Town Council award date of September 5, 2013.
3. Fountain Lake(IGA)
(Overall responsibility: Ken Buchanan. Assigned to Ken Buchanan, Mark Mayer, Paul Mood.)
FY2013-14 Update—Percent Complete:0%
The effluent reuse agreement has been completed.
The Sanitary District has provided the Town with notification that they are no longer interested in pursuing an
agreement with the Town for improving the water quality in Fountain Lake. The Town has funds budgeted to
improve the lake's water quality. Staff will be meeting with the Town's lake consultant to consider options,
including the consultant's previous suggestions to install singularly more aerators to help improve water quality
and improve algae control and the resultant odors.
FY2012-13 Percent Complete: 10%
Staff is currently negotiating a reuse agreement that is a prelude to the Fountain Lake IGA.
Page 12 of 17
4. Community Services Funding Policy
(Overall responsibility: Ken Buchanan.) NI)
FY2012-13 Percent Complete: 100%
The current funding program for community services (youth recreational services, youth arts, social
services and tourism promotion) is the result of Requests for Proposals issued in 2007 for a three-year
contract for services that are desired but not provided by the Town; the contracts have been extended
for three, additional one-year terms. This operational priority was intended to develop a more
equitable and open policy on funding community services that addresses community needs and Council
priorities.
Staff proposed the creation a grant program policy, "Building a Better Community," that would facilitate
the funding allocation for programs identified by the Town Council as Council priorities; however, the
proposal was not approved. The Town Council approved extending the original contracts through
FY13-14.
FY2013-14 Update: Based on departmental needs, certain professional services are outsourced via
contracts approved in the annual budget.
Page 13 of 17
5. Fire Station#2
. (Overall responsibility: Ken Buchanan. Assigned to Ken Buchanan, Randy Roberts, Craig Rudolphy, Paul Mood)
FY2013-14 2nd Half Update:The Adero Canyon Development Agreement included a land swap for one of the sites
currently under analysis for Fire Station#2.
The Town contracted with an architect and civil engineer to assess the site constraints, constructability and costs
for both the Shea Blvd. site and Fountain Hills Blvd. site. The draft report has been submitted to the Town for
review.
The following chart shows response times for FY2013-14:
Rural/Metro Monthly Report
Fiscal Year 2013/2014
July August September October November December January February March April May lune
Total FH incident Responses 248 236 222 221 237 214 246 236 267 298 276 255
Average Emergency Response
Time 3:55 3:17 3:34 3:22 3:29 3:26 3:22 4:00 3:50 3:31 4:21 3:19
Total#Response Exceptions 14 13 13 10 19 _ 15 27 17 21 12 15 20
Response Compliance-Station
1, 5 min.zone 89% 89% 90% 94% 89% 93% 87% 89% 91% 95% 92% 85%
Response Compliance-Station
1, 8 min.zone 89% i `100% 100% 100% 89% 100% .L 88% 100% 87% 100% 100% 90%
1
Avg.Response Compliance ` ` `
Sta.i 89% 95% 95% 97% 89% 97% 88% 95% I 89% 98% 96% 88%
Response Compliance-Station
2,5 min.zone 84% 84% 76% 85% 75% 76% 79% 78% 72% 78% 75% 88%
Response Compliance-Station
2, 8 min.zone 100% 100% 100% 100% 100% 100% 100% 100% 100% 80% 67% 100%
Avg.Response Compliance
Sta.2 92% 92% 88% 93% 88% 88% 90% 89% 86% 79% 71% 94%
Fire Loss $0 $0 $500 $0 $0 50 $0 $7,000 $15,000 $1,000 $0 50,C00
Fire Loss Potential $0 $0 $350,000 $0 $0 50 $0 $650,000 5250,000 $500,000 $0 400,000
Training Hours 437 538 516 667 617 775 639 728 681 639 630 593
Building and Site Inspections 14 26 14 14 16 12 100 115 46 69 68 24
Building and Site Plan Reviews 18 5 7 13 20 19 10 32 21 21 23 24
Public Education Activity 0 8 3 15 3 3 2 3 5 0 4 3
Car Seat Installations 2 11 6 4 12 7 17 7 8 14 5 10
AED Inspections 24 7 7 12 27 0 8 29 0 7 9 8
CARE/FH Responses 10 10 15 18 10 10 10 16 13 14 2 7
Notes:Response time requirement per contract a minimum of 90%of the time,
FY2013-14 Site Selection Percent Complete: 95%
Preliminary investigation into suitability of the Fire Station site at Fountain Hills Blvd and Muskrat Dr. Letters
were sent out to residents in the neighborhood of the alternate site for relocation of Fire Station #2 inviting
them to attend an open house to review proposed plans and location. The first open houses were held on
December 2 and 5, 2013,and approximately 20 residents attended the two meetings. Their comments centered
around the realization of a need for the relocation, but they were concerned about property values, noise and
traffic.
Original plans were drawn for a location on Shea Boulevard, however, the alternate site on Fountain Hills
Page 14 of 17
Boulevard is being considered as a more practical location. The Fountain Hills Boulevard site is owned by MCO
Properties who has expressed an interest in exchanging that lot for a Town owned lot in Eagles Nest that was
designated as a potential fire station (the Fire Station Location Master Plan does not indicate a need for a fire
station at that location). The Town has requested and received appraisals for both the Fountain Hills Boulevard
and the Eagles Nest lots in preparation for a future land exchange.
Revised plans and the costs associated with an alternate site will be presented to the Town Council for
consideration.
FY2012-13 Site Selection Percent Complete: 90%
The Town of Fountain Hills' population increased between incorporation in 1989 and 2000 by 10,045
persons, or almost 100%; the population between 2000 and 2010 increased by 2,254, another 11%. The
average annual growth over the past 22 years is 6%,to the current population of 22,489.The Town's fire
and emergency medical services have not changed to meet the demands of the population growth in
new areas, thus the service quality has begun to decrease, particularly in the area of increased response
times to the southwest portion of Town. These areas exceed the contract response times of five
minutes(90%of the time),often taking eight to twelve minutes to respond.
To serve the southwest portion of the community, there is sufficient right-of-way of land that the Town
owns on the north side of Shea Boulevard, just west of Fountain Hills Boulevard, for a new fire station.
Construction plans were prepared for this site in anticipation of applying for a FEMA/ARRA grant to fund
the new station (grants were awarded to shovel ready projects). However, the Town was not awarded
any grant funding and, due to lack of and/or un-prioritized Town funds, the Town has not moved
forward with building a new station. The only remaining item to be designed is the connection to the
sanitary sewer. The lack of a fire station to serve the southwest portion of the community has become a
critical issue and one of the challenges is that the Town has no specific guidelines in place to dictate
when or where a new fire station is to be built.
Although the Town has a site designated for a new fire station, it is in the far northwest corner of Town
(Eagles Nest) and there is insufficient development to warrant a fire station. With the development of
Eagle Mountain and Crestview and the subsequent increased population, the need for a fire station in a
location that will provide the desired response times is a higher priority than the site at Eagles Nest.
The Town of Fountain Hills adopted a Fire Station Location Master Plan for determining when new
stations need to be opened and when existing stations may need to be relocated. The Master Plan
report reviewed response times and current Station #1, #2, and #3 locations to determine when it is
appropriate to build a new fire stations and/or relocate an existing fire station. Fire Station placement
should be determined using NFPA 1710 standards for response times, as well as GIS software (Network
Analyst ESRI Arc View) that takes into account street layout, speed limits and Fire Department response
procedures.
Rural Metro cannot meet their contractual response times with the current location of Station #2.
Relocating Station #2 to a site along Shea Blvd., east of Palisades or Fountain Hills Blvd. near Muskrat,
would bring response times into compliance. The table below shows the response times for each month
of FY2012-13, by station, and highlights those areas that are in non-compliance with the Rural Metro
contract:
Page 15 of 17
I
Rural/Metro Monthly Report
Fiscal Year 2012/2013
July August Septembei October November December January February March April May June Total
Total FH Incident Responses 329 281 269 264 210 221 230 186 305 289 284 2868
Average Emergency Response
Time 3:58 3:47 3:46 4:03 3:54 3:57 3:50 3:46 4:16 3:44 3:41 3:52
Total A Response Exceptions 45 36 31 37 30 36 31 26 45 24 29 370
Response Compliance-Station
15 min.zone 77% 78% 79% 77% 84% 77% 82% 83% 77% 88% 82% 80%
Response Compliance-Station
18 min.zone 93% 100% 67% 82% 90 100% 100% 84% 100% 91%
Avg.Response Compliance r
Sta.]. 85% 89% 73% 80% 92% 88% 86% 91% #DIV/0! 85%
Response Compliance-Station
25ruin.zone 59% 56% 74% 75% 65% 76% 70% 71% 54% 71% 75% 58%
Response Compliance-Station
28 min.zone 100% 86% 100% 100% 100% 80% 100% 100% 60% 100% 100% 93%
Avg.Response omp lance
Sta.2 80% 71% 87% 88% 83% 78% 85% 85% 57% 86% 88% #DIV/0! 80%
Fire Loss So $100,000 $0 $0 $5,000 $10,000 $o $o $0 $o $s,000 120,000
Fire Loss Potential $0 $100,000 $0 $0 $450,000 $300,000 $0 $0 $0 $0 $350,000 1,200,000
Training Hours 459 561 540 530 543 586 625 700.5 928 812 719 7003.5
Building and Site Inspections 17 9 8 26 17 10 19 59 15 20 12 212
Building and Site Plan Reviews 10 15 11 17 16 21 15 18 8 16 16 163
Public Education Activity 24 36 36 48 24 24 16 24 36 24 24 316
Car Seat Installations 4 9 7 9 6 13 15 4 10 8 6 91
AED Inspections 9 8 8 7 9 8 8 35 9 7 8 116
4 CARE/FH Responses 21 25 23 22 27 21 23 15 23 14 20 234
Notes:Response time requirement per contract a minimum of 90%of the time.Record ft of cails for the month of July.50 car seats installed at a OctoberValley wide Car Seat Installation event in
Scottsdale
6. Town Prosecutor
(Overall responsibility: Ken Buchanan.)
FY2012-13 Percent Complete: 100%
The Town Prosecutor is one of four positions appointed by the Town Council. During the August retreat,
the Council listed consideration of appointing a part-time prosecutor as an operational priority. The
Town Council approved a two-year contract with the current Town Prosecutor.
FY2013-14 Update:Status unchanged.
Page 16 of 17
1
7. Volunteer Program
(Overall responsibility: Ken Buchanan. Assigned to Ken Buchanan, Heather Ware.)
FY2012-13 Percent Complete: 100%
As of July 1, 2013, the Volunteer Coordinator began reporting directly to the Town Manager in
accordance with Resolution 2013-38 which adopted the budget implementation policy and approved the
town organizational charts. Analysis of the current work plan is underway in order to achieve
improvements.
FY2013-14 Update: Council approved the Volunteer Coordinator position as full-time in the FY2014-15
budget inasmuch as the position oversees 26 programs and 700 volunteers. Volunteers are continually
recruited within the town via newspaper articles, emails, at town events, the Volunteer EXPO, word of
mouth and by staff visiting several clubs and organizations. During interviews with volunteers, special
skills, educational background, experience, as well as hobbies and interests, are collected and stored in
the volunteer database. When a certain type of experience or interest is needed, such as 143 volunteers
for the Chinese Lantern Festival, placements are made using this information. Volunteers with special
skills are frequently placed in Town departments, such as in Finance where three volunteers have been
hired as staff, and in Development Services where a retired Public Works Director was utilized for a
sidewalk project. Emails are continually sent to all volunteers in the database who have email (-690) for
purposes of recruitment for volunteer opportunities. Robo calls are sent to volunteers for recruitment
of placements also.
Page 17 of 17