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HomeMy WebLinkAboutSPAC.2014.1110.Agenda POST MEETING ACTION AGENDA NOTICE NOTICE OF MEETING Fountain Hills Strategic Planning Advisory Commission WHEN: Monday, November 10, 2014 0�'ftAIN�jt TIME: 4:30 p.m. a� tZ WHERE: Council Chambers, Town Hall 16705 E. Avenue of the Fountains Fountain Hills, AZ 85268 `h a t is NO' Pursuant to A.R.S. 38-431.02, notice is hereby given to the members of the Strategic Planning Advisory Commission (SPAC) and to the general public that the Strategic Planning Advisory Commission of Fountain Hills will hold a meeting on November 10, 2014 beginning at 4:30 p.m. in Council Chambers at Town Hall, located at 16705 East Avenue of the Fountains in Fountain Hills, Arizona. Commission members will attend either in person or via teleconference. A majority of the Town Council may be present. Notice is hereby given that pursuant to A.R.S. §1-602.A.9, subject to certain specified statutory exceptions, parents have a right to consent before the State or any of its political subdivisions make a video or audio recording of a minor child. Meetings of the Strategic Planning Advisory Commission are audio and/or video recorded,and,as a result,proceedings in which children are present may be subject to such recording. Parents in order to exercise their rights may either file written consent with the Town Clerk to such recording, or take personal action to ensure that their child or children are not present when a recording may be made. If a child is present at the time a recording is made,the Town will assume that the rights afforded parents pursuant to A.R.S.§1-602.A.9 have been waived. AGENDA: 1. Call to order 4:30 p.m. 2. Roll call 3. Election of officers PETER BORDOW,CHAIR; DANA SAAR,VICE CHAIR 4. Call to the public NONE 5. Consideration of approving September 16,2014 meeting minutes APPROVED 6. Town Manager's Update regarding Council's Strategic Planning Goals and Operational Priorities NO ACTION TAKEN 7. Discussion regarding SPAC's role and responsibilities NO ACTION TAKEN 8. Discussion regarding Strategic Plan Update NO ACTION TAKEN 9. Schedule upcoming SPAC meeting(s) SPECIAL SESSION ON 12/10/14 FROM 3:00 P.M.TO 6:00 P.M.; SPECIAL SESSION ON 12/10/14 FROM 3:00 P.M. TO 6:00 P.M.; SPAC MEETING ON 1/20/15 @ 4:30 P.M. 10. Adjourn 5:49 P.M. DATED This 27th day of October, 2014. • f . 11 B ��a.w�-a.1 Y Shaunna Williams, Executive Assistant Cr The Town of Fountain Hills endeavors to make all public meetings accessible to persons with disabilities. Please call 480-816-5100(voice)or 1-800-367- 8939(TDD)48 hours prior to the meeting to request a reasonable accommodation to participate in this meeting. Page 1 of 1 NOTICE OF MEETING Fountain Hills Strategic Planning Advisory Commission WHEN: Monday, November 10, 2014 OJ10 AIN�Q TIME: 4:30 p.m. o WHERE: Council Chambers, Town Hall o 16705 E. Avenue of the Fountains Fountain Hills, AZ 85268that is Avlyo Pursuant to A.R.S. 38-431.02, notice is hereby given to the members of the Strategic Planning Advisory Commission (SPAC) and to the general public that the Strategic Planning Advisory Commission of Fountain Hills will hold a meeting on November 10,2014 beginning at 4:30 p.m.in Council Chambers at Town Hall, located at 16705 East Avenue of the Fountains in Fountain Hills, Arizona. Commission members will attend either in person or via teleconference. A majority of the Town Council may be present. Notice is hereby given that pursuant to A.R.S.§1-602.A.9,subject to certain specified statutory exceptions,parents have a right to consent before the State or any of its political subdivisions make a video or audio recording of a minor child. Meetings of the Strategic Planning Advisory Commission are audio and/or video recorded,and,as a result,proceedings in which children are present may be subject to such recording. Parents in order to exercise their rights may either file written consent with the Town Clerk to such recording,or take personal action to ensure that their child or children are not present when a recording may be made. If a child is present at the time a recording is made,the Town will assume that the rights afforded parents pursuant to A.R.S.§1-602.A.9 have been waived. AGENDA: 1. Call to order 2. Roll call 3. Election of officers 4. Call to the public 5. Consideration of approving September 16,2014 meeting minutes 6. Town Manager's Update regarding Council's Strategic Planning Goals and Operational Priorities 7. SPAC's role and responsibilities 8. Discussion regarding Strategic Plan Update 9. Schedule upcoming SPAC meeting(s) 10. Adjourn DATED This 27th day of October,2014. • By � l .�r���*— w lL a.rr-a/ Shaunna Williams, Executive Assistant The Town of Fountain Hills endeavors to make all public meetings accessible to persons with disabilities. Please call 480-816-5100(voice)or 1-800-367- 8939(TDD)48 hours prior to the meeting to request a reasonable accommodation to participate in this meeting. Page 1 of 1 v � D.Awy� (C_ GGI 4/,(Ia'e t-o ar �< Review/Revise ..i Strategic Plan 2010 ... Strategic Plan 441111 What is ? a Strategic Plan and how will it be used. A successful strategic plan is one that is integrated into the daily operations Monitor Plan and Set Annual Accomplishments Annual Goals of an organization. In a municipal setting, staff and partner organizations use Strategic the strategic plan to develop proposals and initiatives that implement Planning elements of the strategic plan; Council uses the strategic plan to evaluate all Process . i proposals. i- While a full update of a Strategic Plan is recommended periodically(every five years), the Strategic Plan should be reviewed annually and adjustments made as necessary. The (right) g Develop and Outline Action cycleoutlines the annual use of the Strategic Plan. Adopt Budget Plan Our Vision Fountain Hills is a distinctive community designed to invigorate —the body, mind and spirit, and strives to: Civic Responsibility • Be stewards of this unique enclave, dedicated to preserving Our Pledge Take responsibility for our community's future the environment and visual aesthetic and to living in ;and foster opportunities for all residents to participate fully in balance with the Sonoran Desert; our community through accessible, responsive leadership. • Champion the diversity of experiences our residents bring Strategic Directions to our community and rely on this depth of experience to • CR 1 Foster an environment of accessible, responsive innovatively address our challenges; governance. • Be economically sustainable and anchor our vitality in an I• CR 2 Discover, recognize and utilize the talents of our active,vibrant town core that serves us culturally, socially and economically; and, citizens and use these assets to address community needs. Be civic minded and friendly,taking responsibility for our • CR 3 Foster a culture of public service and volunteerism. • j• CR 4 Implement a comprehensive communications plan to Town's success by building partnerships and investing our , encourage informed citizen participation in civic life. talent and resources. • CR 5 Support and develop programs that educate and involve our youth in community governance. Civility l• CR 6 Evaluate customer satisfaction with Town services on Our Pledge Build a community in which all can feel valued, a regular basis and implement appropriate service improvements. welcome and as though they belong. • CR 7 Communicate the role of local government and Strategic Directions clearly define the trade-offs between service levels and • C 1 Practice the art of civility in all public settings and amenities and the associated costs so residents can make encourage those around you to do the same. informed choices. • C 2 Support community events and activities that create • CR 8 Foster a dialogue with residents and businesses opportunities to build community and friendship. regarding the importance of investing in the community's • C 3 Genuinely solicit and consider public and stakeholder infrastructure maintenance to protect property values and feedback as part of the decision-making process. enhance the business climate. • C 4 Be the friendliest place in the Valley. Education, Learning and Culture Environmental Stewardship Our Pledge Support quality, lifelong learning opportunities Our Pledge Preserve the natural beauty that surrounds us and and cultural assets that enrich our lives. protect it so future generations can enjoy it. Strategic Directions Strategic Directions • ELC 1 Partner with Fountain Hills'schools and other • ES 1 Educate residents about our environment to increase institutions to develop quality educational programming awareness and promote stewardship. and opportunities. • ES 2 Protect and enhance natural infrastructure, including • ELC 2 Support partners in providing arts and cultural native vegetation, terrain and open space. opportunities and amenities. • ES 3 Explore and implement new technologies and • ELC 3 Promote and celebrate cultural diversity. opportunities that will minimize noise, air and light pollution • ELC 4 Position the community's arts and cultural and reduce energy consumption. businesses, venues and amenities as economic drivers ES 4 Promote water conservation and identify ways to use integrated into the Town's comprehensive economic of this precious desert resource wisely. strategy. • ES 5 Protect selected view sheds from development and • ELC 5 Encourage access to higher learning opportunities other manmade obstructions. or the establishment of an educational or training campus • ES 6 Improve access to the Sonoran Desert experience. within our community. Economic Vitality rMaintain and Improve Community Our Pledge Maintain a strong commitment to financial Infrastructure stability and local control, and will promote economic growth Our Pledge Maintain and improve our infrastructure to ensure that leverages Fountain Hills'assets by building a dynamic, a high quality living experience, enhance economic opportunit j diverse economy that supports our community's needs and and support and protect property values and community i promotes successful businesses. investments. Strategic Directions Strategic Directions • EV 1 Develop a comprehensive economic development • I 1 Maintain a 5-year capital improvements plan that strategy for the Town's future and work with our partners includes programmed maintenance projects. to forward economic growth and awareness. • I 2 Lower the reliance on state revenues by developing a • EV 2 Develop and maintain a balanced, equitable, locally controlled, reliable funding source for infrastructure sustainable and local financing structure to support the maintenance. Town's core government services at desired service levels. • I 3 Maintain a current condition assessment of all roadways • EV 3 Promote a mixed use core where residents can live, and sidewalks and prioritize and implement maintenance work, learn and play in an urban village setting, as efforts to minimize costly reconstruction. depicted in the Downtown Area Specific Plan (Downtown • I 4 Partner with local civic and social organizations to assist Vision Master Plan). in amenity upkeep and maintenance. • EV 4 Promote retention, expansion and relocation of • I 5 Explore ways to reduce wear and tear on the quality businesses. transportation system including transit options and limiting of • EV 5 Promote Fountain Hills as a visitor destination. truck traffic. • EV 6 Identify a slate of economic development tools and • I 6 Coordinate closely with downtown development efforts strategies (including tax incentives, fee abatements, etc.) to ensure adequate infrastructure is planned and amenities to stimulate economic growth. identified and programmed. • EV 7 Identify areas for redevelopment, revitalization or • I 7 Maintain an up-to-date impact fee structure and reuse. equitable development agreements to ensure new growth is • EV 8 Promote unique and vibrant neighborhood and not a burden on existing residents and businesses. business districts. • I 8 Periodically meet with other community service providers • EV 9 Promote the maintenance of an age-balanced to do joint planning and ensure that service providers can population that will support the long-term sustainability of accommodate new customers resulting from growth without our community. compromising service levels to existing residents and 3 • EV 10 Define Fountain Hills'market niche and actively businesses. pursue opportunities that attract and retain high quality • I 9 Build a protected fund to finance the major periodic employment opportunities. maintenance of community facilities. Recreational Opportunities and Amenities Public Safety, Health and Welfare Our Pledge Make Fountain Hills a pedestrian-and bicycle- Our Pledge Protect the health and safety of our community friendly community by contributing to healthy lifestyles, and promote a high quality life. providing recreational and physical exercise opportunities to Strategic Directions citizens, and taking advantage of Fountain Hills'closeness to • P 1 Promote and enhance community based partnerships in the Sonoran Desert. crime prevention, fire and emergency preparedness. Strategic Directions • P 2 Reduce risk and increase safety through"community • R 1 Offer a wide range of cost-effective and accessible policing"and community-based fire prevention programs. programs and services for all ages to promote a healthy • P 3 Ensure appropriate service levels for public safety. and active community. • P 4 Explore health and welfare opportunities, including the • R 2 Provide an interconnected, multi-use trail and bicycle creation of a small hospital or a niche health-related service system that promotes active living, physical activity, cluster. education and appreciation of our parks and natural • P 5 Support health and wellness instruction throughout the resources. community. • R 3 Support local organizations in providing affordable ------------------------------------- -- quality programs to promote recreational, sports, fitness Idea Box and wellness programs for all ages. While the Strategic Plan itself is intended to provide broad strategic • R 4 Support community events and activities that create guidance,each year Council will provide more specific direction on its opportunities to build community and neighborhood annual course which will be used by staff to develop an action plan. identity. The Idea Box section of the plan is a collection of specific ideas offered by residents and stakeholders. The ideas are presented neither with endorsement nor evaluation by the Town. The Idea Box is intende serve as a repository of tools and activities that can be considered t build the Town's annual action plan. If you have some ideas you'd like included in the Idea Box, please provide them by visiting the Strategic Fountain Hills Strategic Plan 2010—Updated January 17,2013 Plan's Web site at:www.fh.az.gov/strategic-plan.aspx Ck.VA Nyfl I6at' j o0 Town of Fountain Hills Strategic Plan 201 0 A periodic update of the Town's Strategic Plan Updated: January 17, 2013 �a '.v&'" � m, 9ar� ,;ti +...L+ a""u6 t ,"u$' r ; •is Ptn 2Q 1 LJ d r ? nm ±iw r a v uru ,;at °ir 3aa Y" a r -n .., 14„t n • FOUNTAIN HILLS STRATEGIC PLAN Originally Adopted May 20, 2010 Updated January 17, 2013 Fountain Hills Town Council (2010) Jay T. Schlum, Mayor Cassie Hansen, Vice Mayor Mike Archambault Dennis Brown Dennis Contino Ginny Dickey Henry Leger Strategic Planning Advisory Commission (2010) Audra Koester Thomas, Chair Curt Dunham, Vice Chair Mike Dooley Alan Magazine Charlotte McCluskey Katie Myhr Rich Shultz Allen Siebel J Page 1 Fountain Hills Strategic Plan 2010 TABLE OF CONTENTS Mayor's Message 3 Strategic Plan 2010 4 Process 4 How will the Strategic Plan be used? 5 Strategic Plan Format 6 Foundation for Success: Financial Sustainability 7 Vision and Values 9 Our Vision 9 Our Values 9 Civility 10 Civic Responsibility 11 Environmental Stewardship 13 Economic Vitality 14 Education, Learning and Culture 16 Maintain and Improve Community Infrastructure 17 Public Safety, Health and Welfare 19 Recreational Opportunities and Amenities 20 Appendix Appendix 1 Idea Box Appendix 1 Page 2 Fountain Hills Strategic Plan 201Q vYR 4 • MAYOR'S MESSAGE On behalf of the involved citizens and the Fountain Hills Town Council, I am pleased to introduce the Town of Fountain Hills Strategic Plan 2010. From its earliest beginnings, Fountain Hills has grounded the vision for its future on the input and aspirations of its citizens. In 2004-2005, the first Strategic Plan was crafted over an 18-month process involving thousands of hours of work with volunteer professionals and the input of more than 2,000 residents and stakeholders. This first formal Plan for the future of Fountain Hills called for the creation of the Strategic Planning Advisory Commission (SPAC) to assure that the annual goals and priorities set by Council and Town staff were consistent with the Strategic Plan, and to provide on going education and public dialogue opportunities. In early 2009, the SPAC began the process of gathering public input to update the Plan's vision, confirm residents' values, and create a fresh structure for the Strategic Plan revision. Subsequently, Strategic Plan 2010 is built upon the foundation of a clearly defined vision statement and eight key values, with specific indicators to evaluate Council and staff priorities. Based on citizen input, the Strategic Plan is designed to guide our future decisions grounded on these common values: • Civility • Civic Responsibility • Environmental Stewardship • Economic Vitality • Education, Learning and Culture • Maintain and Improve Community Infrastructure • Public Safety, Health and Welfare • Recreational Opportunities and Amenities Strategic Plan 2010 honors and continues the Fountain Hills tradition of citizen-driven planning. Some of the goals will span decades, so it is essential that the updated Plan provides both long-range direction to achieve our vision yet have the flexibility to implement the latest and best technologies and strategies as opportunities arise. Fountain Hills is truly the best place to live in Arizona, and we are confident that the Strategic Plan provides the roadmap for an even better future for our Town. Thanks to all who participated in this essential part of our culture of planning, and for your efforts to ensure a bright future for the Town of Fountain Hills. Mayor Jay T. Schlum Page 3 .,,-'z. ^.s?;"?�:z� ,z {` �"`a � ``�s .".�„•"�' o ,,"���sr a��'��'q:� '� 7, . {F��*'"�`"`f."'„"„' ;:; M.n c,,.,:, !"" STRATEGIC PLAN 2010 Process Fountain Hills developed its first Strategic Plan in 2005 through a citizen-driven planning process. Strategic Plan 2006-2010 outlined strategic priorities for implementation through 2010. Strategic Plan 2006-2010 also established the Strategic Planning Advisory Commission (SPAC), a Council-appointed body intended to foster implementation of the Strategic Plan. At the beginning of 2009, SPAC recognized the need to update the Strategic Plan. In the spring, SPAC Commissioners initiated a reconnaissance effort to learn from the public and stakeholders the successes of Strategic Plan 2006-2010 and to identify opportunities for the update. SPAC met in a joint session with Council to present a public participation plan to update the Strategic Plan that would maintain the culture of citizen involvement, but that was economically prudent. Council endorsed and SPAC led the four-phased program: Phase I: Strategic Plan Audit (Working Paper I: Strategic Plan Gap Analysis) Phase II: Visioning (Working Paper II: Visioning Report) Phase III: Construction (Draft Strategic Plan 2010) Phase IV: Plan Adoption (Adopted Strategic Plan 2010) Over the course of ten months, SPAC facilitated the following activities: • Organized a Planning Team to monitor its progress at key milestones • Met with dozens of organizations and social groups • Solicited feedback online and using paper feedback forms • Invited the public to join in discussing the future desires for our community at Issue Forums • Met with Town Council and each Town Commission • Spent a day at Fountain Hills High School and asked children at the Boys &t Girls Club what they want for the future • Met and worked with all of Town's professional staff • Held traditional public meetings and communicated through area newspapers In total, the process included contributions and discussions from approximately 2,000 people and resulted in a more focused vision for the Town's future built upon our core values. While specific implementation strategies will be developed annually through Council's goal setting activities and the budget process, progress towards achieving the vision will be monitored through performance measures. C Page 4 • Fountain,Hills Strate•is Plan 2010 How will the Strategic Plan be used? mow A successful strategic plan is one that is integrated into the daily operations of an organization. In a municipal setting, staff and partner organizations use the strategic plan to develop proposals and initiatives that implement elements of the strategic plan; Council uses the strategic plan to evaluate all proposals. While a full update of a Strategic Plan is recommended periodically (every five years), the Strategic Plan should be reviewed annually and adjustments made as necessary. The following cycle outlines the annual use of the Strategic Plan: Review/Revise Strategic Plan 40 Monitor Plan and Annual Set Annual Accomplishments Goals Strategic Planning \0%., Process 1111 Develop and Outline Action Adopt Budget r Plan Fall • SPAC reviews previous fiscal year achievements, recommends any potential Strategic Plan revisions to Council, and provides recommendations for future goals/action plan • Council considers revisions to Strategic Plan • Council sets annual goals Page 5 Fountain Hills Strategic Plan 2010 Winter • Staff outlines annual action plan based on Council goats Spring • Council passes budget based on action plan Summer • Staff monitors implementation of Strategic Plan • Staff develops annual achievements report reflecting implementation of the Strategic Plan (based on previous year budget/action plan/goals) Strategic Plan Format The foundation of the Strategic Plan is the citizen-crafted vision and values. The decisions of Town Council and its partners should all work towards achieving that future vision while honoring the Towns' values. Focus Areas The eight community-driven values serve as the `focus areas' for the Town's strategic direction. By design, the Strategic Plan does not address all of the Town's core functions and activities nor will the Strategic Plan serve as the only tool used to allocate resources or evaluate programs. Each focus area is constructed in the following manner: OWhy this is important: A statement describing the value identified by the public and what challenges or concerns the focus area is intended to address. CIVILITY OWhy is this important? Residents.Stec the Medt em�etoj*,In cc. "ieil;;they love rvrvny into ©Pledge: A statement of commitment or `pledge' to ^`:0ono" k. n�F«tedw«ena�a�e.d.n.Rride�sdw .due Milty--while we er[ttFepe I.4Y des+.le sd KgeQe*errt m a rarye d htues,kte et etd y. t ih o-e.ted tNN tespett.Our ammnlry k one real .dun Wndess erd ve sMJd tMte[o aieNete sd Euid Won ov tlileencn our community. Instead of fi dingtvays to(raptor.ou5elves aftdpoltdcee M humseM4w cotrvrantry. e0ur Pledge ©Strategic Directions: These are guiding principles UeyW t^°°^^�^ry'^��^°�'e"• �^"° and as"°" identified to achieve the pledge, and ultimately, ©strategicDirecuons fulfill the vision. These are intended to provide ▪ Ise":.""ht Mt "tt�",'"°�°'"°�°°'""' . Wort co.e.tun4ty evvns and.tUrttkt that mate cpportjMUes to bugs) guidance to Town leaders; staff and Town partners .coonnumity and lendshlp Ike puLh.and,des*a(eedb.ds m port o< f •E[eh tonY ehlne Process. p{t ss.c (rierdlei[plMe 1n Ne Veaev. will develop more specific tactical actions (see: Appendix - Idea Box). °Key Performance Questions •yea is the Cord!atmo phese et pdtc meeting and aadwtypt •Caere e.p de.entt.dacetdtietdW Lv d taen$rlry M hicd'th • Cat-make co otiont febeee pdic and stakeholder feedback and e d.dttwx that hare been to tr OKey Performance Questions: These are high-level a the friendliest place In the vetle/! questions used to identify what measures have been taken each year to forward the strategic direction. Answers to these questions will serve as a tool in reporting annual accomplishments. C Page 6 Idea Box While the Strategic Plan itself is intended to provide broad strategic guidance, each year Council will provide more specific direction on its annual course which will be used by staff to develop an action plan. The action plan will outline specific initiatives, strategies and projects that Council and its partners will pursue that year to implement the Strategic Plan and to realize the community vision. Through the planning process, residents, stakeholders and staff generated numerous ideas as to how the Town can implement portions of the Strategic Plan. The Idea Box section of the plan is a collection of these specific ideas offered and is reflective of public feedback received. These ideas are presented neither with endorsement nor evaluation by the Town. The Idea Box is intended to serve as a repository of tools and activities that can be considered to build the Town's annual action plan. The Idea Box is in no way inclusive of all potential implementation strategies; SPAC encourages Town leaders, residents, partners, stakeholders, and staff to continue to build this coffer of ideas, and employ as appropriate. Foundation for Success: Financial Sustainability The fundamental element of the Town's continued success is its financial health and security. The Town of Fountain Hills General (operating) Fund is fueled primarily through two revenue sources: local sales taxes and state shared revenues. Fountain Hills already has one of the highest combined sales tax rates in Arizona (9.9%). State shared revenues are those that state government allocates to towns and cities based on each municipality's relative share of total population. As Fountain Hills reaches build-out, Town revenue streams will continue to diminish as sales tax and permit fees from new construction dwindle and communities within Arizona grow at a faster pace than Fountain Hills, and thus, take a higher percentage of state shared revenues. The Strategic Plan 2006-2010 warned that continued reliance on these diminishing revenue sources would impact the Town. As such, the first strategic priority outlined as part of Strategic Plan 2006-2010 was "Government Financial Stability," specifically directing Council to resolve the Town's projected long-term revenue shortfall by December 31, 2007. As part of that effort, SPAC led a citizen-driven "Revenue Solutions" process in 2007 to thoroughly analyze potential revenue alternatives and recommend a course of action. In 2008, voters soundly rejected the proposed solution that would have instituted a local primary property tax to reduce the Town's reliance on sales taxes while lowering the sales tax rate. 'ft) Page 7 Fountain Hills Strate-'c Plan 2010 The concerns about the Town's vulnerability to an economic downturn were enunciated during the Strategic Plan 2006-2010 effort and those concerns have now been validated at a greater magnitude than predicted five years ago. The current economic recession has magnified the impact of the Town's unbalanced fiscal portfolio. High unemployment rates, home foreclosures and the crash of the construction industry have led to reduced spending statewide and a lowering of revenues to almost all government agencies in Arizona. The State of Arizona is even threatening to siphon off other locally-shared revenues as it tries to close its deficit of over $1 billion. Everyone has tightened belts. The Town's fiscal year (FY) 2005-2006 General (operating) Fund revenues were $17.2 million. Currently, Town Staff is preparing General (operating) Fund budget for FY 2010-2011 of approximately $12.5 million. In five years the Town's revenues have dropped by nearly 30% (or nearly $5 million). This drop in revenue has translated into service delivery impacts including program cuts, staffing reductions and very concerning deferrals of infrastructure maintenance. Residents identified the Town's fiscal sustainability as the Strategic Plan 2006- 2010's key focus. As we started this process, residents and stakeholders reminded us again that a financially healthy community is fundamental to our vitality and, frankly, our survival. Five years later and without a resolution to the Town's revenue shortfall, we are now faced with the reality that non-essential services might be eliminated, including the operation of our beloved Fountain. The Town's current lack of financial stability will make implementing the Strategic Plan difficult. This will ultimately result in the citizen-defined vision and values being compromised. As such, it is the principal recommendation of the Strategic Plan that Council re-initiate a process to review and recommend a financing structure and implement policies by which the Town's financial sustainability can be achieved. C Page 8 VI It) VISION AND VALUES Our Vision Fountain Hills is a distinctive community designed to invigorate the body, mind and spirit, and strives to: • Be stewards of this unique enclave, dedicated to preserving the environment and visual aesthetic and to living in balance with the Sonoran Desert; • Champion the diversity of experiences our residents bring to our community and rely on this depth of experience to innovatively address our challenges; • Be economically sustainable and anchor our vitality in an active, vibrant town core that serves us culturally, socially and economically; and, • Be civic-minded and friendly, taking responsibility for our Town's success by building partnerships and investing our talent and resources. Our Values • Civility • Civic Responsibility • Environmental Stewardship • Economic Vitality • Education, Learning and Culture • Maintain and Improve Community Infrastructure • Public Safety, Health and Welfare • Recreational Opportunities and Amenities J Page 9 • a ,z . 'E4 in �,d. rror L CIVILITY Why is this important? Residents value the friendly atmosphere in Fountain Hills; they love running into neighbors on a walk and being greeted by name at area merchants. Residents also value civility—while we encourage lively debate and engagement on a range of issues, we also expect to be treated with respect. Our community is one that values kindness and we should strive to celebrate and build from our differences instead of finding ways to fragment ourselves and politicize the issues facing our community. Our Pledge Build a community in which all can feel valued, welcome and as though they belong. Strategic Directions C I Practice the art of civility in all public settings and encourage those around you to do the same. C 2 Support community events and activities that create opportunities to build community and friendship. C 3 Genuinely solicit and consider public and stakeholder feedback as part of the decision-making process. C 4 Be the friendliest place in the Valley. Key Performance Questions • What is the overall atmosphere at public meetings and gatherings? • Did we support events and activities that build community and friendship? • Can we make connections between public and stakeholder feedback and the decisions that have been made? • Have we made positive strides in establishing Fountain Hills' reputation as the friendliest place in the Valley? C Page 10 • CIVIC RESPONSIBILITY Why is this important? With today's demands on people's time, it is a challenge to find ways to keep individuals engaged in their community. We live in a special place and to keep it that way will take more than just the local government. It will take the individual and collective commitments of residents and the business community. The interaction of working, retired and winter residents, youth, and government strengthens our community. We value volunteers and encourage involvement at all levels because it builds partnerships and invests talent and resources in our Town. Our Pledge Take responsibility for our community's future and foster opportunities for all residents to participate fully in our community through accessible, responsive leadership. Strategic Directions CR 1 Foster an environment of accessible, responsive governance. CR 2 Discover, recognize and utilize the talents of our citizens and use these assets to address community needs. CR 3 Foster a culture of public service and volunteerism. CR 4 Implement a comprehensive communications plan to encourage informed citizen participation in civic life. CR 5 Support and develop programs that educate and involve our youth in community governance. CR 6 Evaluate customer satisfaction with Town services on a regular basis and implement appropriate service improvements. 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. CR 8 Foster a dialogue with residents and businesses regarding the importance of investing in the community's infrastructure maintenance to protect property values and enhance the business climate. Page 11 Key Performance Questions • Have we improved government accessibility, responsiveness and service? • Have we enabled our citizens to be critical thinkers and problem solvers in addressing community issues? • Have we expanded our public service and volunteer base? • Have we raised awareness in the community regarding the Town's operations? • Have we effectively involved youth in community governance? • • Page 12 Fountain Hills Strategic Plan 2010 ENVIRONMENTAL STEWARDSHIP Why is this important? The community highly values both the small town atmosphere and the natural beauty of Fountain Hills. That combination is what differentiates us—what makes the Town unique. We are not just a small town, but a small town in a beautiful Sonoran desert setting. Much of the "beauty" is due to natural conditions: the desertscape, undulating topography, mountain views, big skies and star-filled nights. Our Pledge Preserve the natural beauty that surrounds us and protect it so future generations can enjoy it. Strategic Directions ES 1 Educate residents about our environment to increase awareness and promote stewardship. ES 2 Protect and enhance natural infrastructure, including native vegetation, terrain and open space. ES 3 Explore and implement new technologies and opportunities that will minimize noise, air and light pollution and reduce energy consumption. ES 4 Promote water conservation and identify ways to use this precious desert resource wisely. ES 5 Protect selected view sheds from development and other manmade obstructions. ES 6 Improve access to the Sonoran Desert experience. Key Performance Questions • Have we expanded environmental education efforts? • Have we maintained and effectively implemented policies to protect the community's natural beauty and resources? • Have we improved connections between people and the Sonoran Desert? N Page 13 • Fountain Hills Strategic Plan 2010 ECONOMIC VITALITY Why is this important? Economic vitality is the primary tenant of the Strategic Plan because it is fundamental to all other projects, processes and goals for our future. The state's economic recovery will be gradual (at best) over the next decade and simply increasing retail commerce from all possible sources will not be sufficient to maintain the Town's aging infrastructure and provide recreation programs and amenities and public safety services at their present levels. The state's budget woes and imminent decrease in financial support to the Town will require Fountain Hills to identify funding mechanisms to allow our community to control its own destiny. With that being said, the health of the local business community is still an integral part of economic vitality. Fountain Hills will require the implementation of business strategies that increase the number of "feet on the street": more employees, visitors, and most of all, more citizens patronizing our businesses. Implementation of the Downtown Vision Master Plan will advance the "Urban Village" concept, wherein more residents are able to live, work and play in Fountain Hills. In the process, we will need to identify and attract specific niche industries that employ skilled workers, as well as businesses that supply the needs that residents are now leaving the area to satisfy. An additional challenge for the Town is the discrepancy between the number of "households" and the number of households with residents who are here for the majority of the year. As our present economic model depends heavily on sales taxes, attention must be paid to positioning Fountain Hills as the best suburb for families, with family growth supporting our schools, our multi-generational image, and the year-round collection of sales taxes in our retail and restaurant venues. This growth model should also support the Visitor's Bureau outreach to broaden the number of longer-term seasonal visitors who contribute far more to our economic base than "day trippers." Our Pledge Maintain a strong commitment to financial stability and local control, and promote economic growth that leverages Fountain Hills' assets by building a dynamic, diverse economy that supports our community's needs and promotes successful businesses. Page 14 Strategic Directions EV 1 Develop a comprehensive economic development strategy for the Town's future and work with our partners to forward economic growth and awareness. 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. EV 3 Promote a mixed use core where residents can live, work, learn and play in an urban village setting, as depicted in the Downtown Area Specific Plan (Downtown Vision Master Plan). EV 4 Promote retention, expansion and relocation of quality businesses. EV 5 Promote Fountain Hills as a visitor destination. EV 6 Identify a slate of economic development tools and strategies (including tax incentives, fee abatements, etc.) to stimulate economic growth. EV 7 Identify areas for redevelopment, revitalization or reuse. EV 8 Promote unique and vibrant neighborhood and business districts. EV 9 Promote the maintenance of an age-balanced population that will support the long-term sustainability of our community. EV 10 Define Fountain Hills' market niche and actively pursue opportunities that attract and retain high quality employment opportunities. Key Performance Questions • Has progress been made in implementing a comprehensive economic strategy? • Are our core services reliably funded? • What steps have been taken to develop the central business district? • Have we maintained a strong support system for local businesses? • What new businesses have come to Fountain Hills? • Have we brought more visitors to the community and provided more opportunities for them to spend money? • Are local businesses investing in themselves? Page 15 • Fountain Hills Strategic Plan 2010 EDUCATION, LEARNING AND CULTURE Why is this important? We place a high degree of importance on providing quality, continuing educational opportunities for all, and access to fine art and cultural amenities. Whether preparing our youth for a competitive workplace, supporting those needing to retool and transition, or enriching and expanding the experiences of our residents and visitors, quality education and cultural assets are not simply amenities, but priorities. While the Town does not directly provide educational opportunities and many of the cultural amenities will be provided by others, it serves a key role in building partnerships that support the community's values in this area. Our Pledge Support quality, lifelong learning opportunities and cultural assets that enrich our lives. Strategic Directions ELC 1 Partner with Fountain Hills' schools and other institutions to develop quality educational programming and opportunities. ELC 2 Support partners in providing arts and cultural opportunities and amenities. ELC 3 Promote and celebrate cultural diversity. ELC 4 Position the community's arts and cultural businesses, venues and amenities as economic drivers integrated into the Town's comprehensive economic strategy. ELC 5 Encourage access to higher learning opportunities or the establishment of an educational or training campus within our community. Key Performance Questions • Have educational opportunities been expanded and student performance improved? • Have arts and cultural opportunities and amenities been improved/expanded? • Have arts and culture played a greater role in enhancing the local economy? kir Page 16 3 MAINTAIN AND IMPROVE COMMUNITY INFRASTRUCTURE Why is this important? Fountain Hills is a beautiful place, but like everything else, it is aging. A significant amount of the community's infrastructure is reaching its fourth decade and the bill is coming due. Maintaining the building blocks of the community - basic services like water, sewer, stormwater, electricity, telecommunications and transportation - and protecting the community's investments and amenities is critical to the success of Fountain Hills. While the Town of Fountain Hills is not directly responsible for all of these tasks, it is the governmental body representing the Town's residents and businesses to ensure quality service and upkeep of local infrastructure. The tasks that the Town is directly responsible for (maintaining community buildings and parks and recreation facilities, along with road, sidewalk, landscaping and trail maintenance) must be carefully planned and systematically and reliably funded. The most visible infrastructure is within the Town's control and is essential for our movement in and around Town. Well maintained streets are essential to not only the community's image, but can lower the need for very3 costly reconstruction as the system and community age. Our Pledge Maintain and improve our infrastructure to ensure a high quality living experience, enhance economic opportunities, and support and protect property values and community investments. Strategic Directions 1 Maintain a 5-year capital improvement plan that includes programmed maintenance projects. 2 Lower the reliance on state revenues by developing a locally controlled, reliable funding source for infrastructure maintenance. 3 Maintain a current condition assessment of all roadways and sidewalks and prioritize and implement maintenance efforts to minimize costly reconstruction. 4 Partner with local civic and social organizations to assist in amenity upkeep and maintenance. 5 Explore ways to reduce wear and tear on the transportation system including transit options and limiting of truck traffic. Page 17 6 Coordinate closely with downtown development efforts to ensure adequate infrastructure is planned and amenities identified and programmed. I 7 Maintain an up-to-date impact fee structure and equitable development agreements to ensure new growth is not a burden on existing residents and businesses. I 8 Periodically meet with other community service providers to do joint planning and ensure that service providers can accommodate new customers resulting from growth without compromising service levels to existing residents and businesses. I 9 Build a protected fund to finance the major periodic maintenance of community facilities. Key Performance Questions • Have we enhanced our infrastructure maintenance and financial planning? • Have we effectively enlisted the assistance of community organizations and entities in maintaining our amenities? • Have we strategically invested in infrastructure improvements that will spur economic growth? • Have service levels been maintained across providers/clients? C Page 18 *di PUBLIC SAFETY, HEALTH AND WELFARE Why is this important? Safety, health and welfare are typically the highest priorities of citizens. While the public sector cannot give complete assurance that it can protect people in absolute terms, it plays a major role toward achieving that goal through such approaches as regulation, public/private partnerships and government investment. Resource depletion, pollution and a declining quality of life erodes our feeling of safety and security, and diminishes our quality of life and overall welfare. Our Pledge Protect the health and safety of our community and promote a high quality life. Strategic Directions P 1 Promote and enhance community-based partnerships in crime prevention, fire and emergency preparedness. P 2 Reduce risk and increase safety through `community policing' and community-based fire prevention programs. P 3 Ensure appropriate service levels for public safety. P 4 Explore health and welfare opportunities, including the creation of a small hospital or a niche health-related service cluster. P 5 Support health and wellness instruction throughout the community. Key Performance Questions • Has collaboration among public safety providers, citizens and neighborhoods been improved? • Have we effectively monitored the desired public safety service levels of residents? • Have health and wellness facilities and programs been expanded? Page 19 Fountain Hills Strate•is Plan 20'0 r,ry �r;= . ; ae ^u p ,hs W y,l is r ^m •.e y'.a re f1 v e �:'"°, ',b � RECREATIONAL OPPORTUNITIES AND AMENITIES Why is this important? Recreational activities are key elements of our community. A community that plays together stays together! The maintenance of a wide variety of recreation opportunities for all ages is important to our overall quality of life. Recreational activities, programs and facilities also assist in the relief of stress and the promotion of health. We want to be the most fun, fit and friendly community in the Valley! Our Pledge Make Fountain Hills a pedestrian- and bicycle-friendly community by contributing to healthy lifestyles, providing recreational and physical exercise opportunities to citizens, and taking advantage of Fountain Hills' closeness to the Sonoran Desert. Strategic Directions R 1 Offer a wide range of cost-effective and accessible programs and services for all ages to promote a healthy and active community. R 2 Provide an interconnected, multi-use trail, sidewalk and bicycle system that promotes active living, physical activity, education and appreciation of our parks and natural resources. R 3 Support local organizations in providing affordable quality programs to promote recreational, sports, fitness and wellness programs for all ages. R 4 Support community events and activities that create opportunities to build community and neighborhood identity. Key Performance Questions • Have we improved choices and access for recreation activities? • Have we improved our trail and bicycle system? • Are our recreational activities and community events promoting community cohesiveness? L Page 20 APPENDIX N d> Idea Box d w d - a O N N R U w 0 u N 6 c C d R E ER O) O C R O w O N 11 U, i R O An evolving collection of ideas and initiatives that, with appropriate £ 5 o N o research and analysis, could forward the Strategic Plan and help ' • U c c> = U realize the community's vision. 6 O w W WO m L ce Partner with Boys&Girls Club and other agencies to host a National Night Out • • • program Establish an adopt a grandparent program to provide winter visitors and • • retirees a sense of a"home away from home" Host a volunteer fair where potential volunteers are matched with • • org nizations needing assistance. Host a bi-annual community-wide garage sale • • Host an annual Make a Difference Day where volunteers complete small jobs • • • to promote facility maintenance and upkeep of amenities. Draft a Code of Civility or civility pledge that all Council members and • Commissioners sign at the beginning of service. • Conduct a comprehensive leadership training for Council,Commissions and other community leaders covering the basics of managing public meetings, • • Roberts Rules of Order,etc. Expand the Neighborhood Watch program to every street in Fountain Hills • • • Host good neighbor day,encouraging residents to meet their neighbors • • Foster a mentorship program that matches talents and experiences of our • • retired and professional residents with the ambitions of our youth Establish a greeting campaign by which residents greet others(such as"Isn't it a great day in Fountain Hills?"or"How's Fountain Hills treating you today?") • Establish a parkette near the corner of Shea Boulevard and SR 87 for • residents and travelers to stop,p cnic or stretch enroute to/from The Rim Establish an ambassadors program whereby volunteers of all ages serve as • • • Town greeters and assist visitors and residents Host a camping night event where residents camp at Fountain Park and attend lakeside programs on the history and culture of our Town and region and • • participate in recreational games and activities Facilitate a social services audit to identify the scope of social services • • • provided by area agencies/organizations to evaluate Town service provisions Provide an incentive for front porch additions to promote a sense of • community and neighborly activity Appendix 1 N Idea Box E' U � D. N N LE U C a — o �d T o R .s� n m ;o An evolving collection of ideas and initiatives that, with appropriate 0 J U C � C research and analysis, could forward the Strategic Plan and help o 2 realize the community's vision. w s R U U w w Draft Commission Charters to articulate the mission, purpose,roles and responsibilities of each town-endorsed commission or committee • Partner with other service providers to host a touch a truck day allowing • • • • • • residents to meet staff and learn about services and equipment Create a Community Enrichment Commission • • • Conduct a citizen satisfaction survey • Establish a citizens academy that teaches residents about service delivery and community governance • Sponsor a This Fountain Hills Life video program where short clips are submitted that explore the history of the community and its people,introduce residents to areas of Town,or provide insight into an interesting topic to be broadcast on Channel 11 Expand"adopt-a-..."programs,encouraging citizen stewardship of community • assets. Establish a Fountain Hills Utility Coalition where community service providers (including Chaparral City Water Company, Fountain Hills Sanitary District,Salt River Project,Town of Fountain Hills,Qwest Communications,Cox • • Communications and others)periodically meet to discuss issues and developments that impact service delivery Expand tree canopy to increase amount of shade • • Conduct an open space and trails master plan • • • • Use reclaimed water or effluent as water source for fountain and water features around Town • Maintain a single-source refuse and recycling collection service • • Install low level lighting on pathway around Fountain Lake • • Host an annual economic summit of the Town's neighbors and partners to focus regional and local economic growth strategies • Maintain an online accessible catalogue of available rental space at Community Center,Fountain Park and sports fields/facilities and market • opportunities Work with partners on a branding campaign to establish Fountain Hills as"not • just a pretty place" Help identify a dedicated funding mechanism for Fountain Hills&Fort McDowell Visitors Bureau Appendix 2 m Idea Box L w a v a, 3 f6 rn > E - « aa, G O a, O - C Ll a d y E O An evolving collection of ideas and initiatives that, with appropriate y o N o research and analysis, could forward the Strategic Plan and help ce. o realize the community's vision. 6 6 W w W a cc Develop with partners an economic development plan that identifies target industries/drivers and articulates a comprehensive economic development • strategy Initiate Lakeside District implementation highlighted in the Downtown Vision •Master Plan Implement districting as outlined in the Downtown Area Specific Plan through • • ordinance/zoning or other regulatory measure Establish a Saguaro Corridor Redevelopment District to evaluate land use and redevelopment opportunities • Provide drinking fountains at our parks and public spaces • • • • Develop a turnkey business relocation and expansion program,targeting • 11111 key businesses and opportunities Develop a marketing and promotion strategy for high-end,seasonal visitors • Explore establishing a public safety district • Conduct a comprehensive user fee analysis to ensure market competitiveness • Empower a citizen-based Town Finance Blue Ribbon Committee to review • and recommend a financing structure to ensure long-term financial sustainability Explore with the Fort McDowell Yavapai Nation the establishment of an Arizona • • Indian History and Cultural center and visitor destination Develop a single community activities and events calendar to showcase Town,partner and regional activities and to serve as a clearinghouse to • • • communicate opportunities Provide kiosks at Fountain Park to inform visitors of Town attractions and • •activities Partner with VFW and other organizations to host a"Freedom Series" • highlighting individuals who have contributed to democratic freedom Provide multigenerational programming at the Community Center so that it is • utilized by residents of all ages. • Partner with Native American communities and educational institutions to host an annual Tribal Cultural Day to learn more about the history and culture of • Arizona Tribes Evaluate whether a strategy to seek an educational or trade school • • institution is a viable strategy to pursue for the community Expand River of Time Museum to include other institutions or disciplines • Appendix 3 Fountain Hills Stratggic Plan 2019 Idea Box d a d = d R t U aN -O E '6 —j R C R R ✓ 3 En N a C R O <n �' O_ d Q An evolving collection of ideas and initiatives that, with appropriate a J• U C R research and analysis, could forward the Strategic Plan and help p ce 2 _ ro, _ 2 LI realize the community's vision. s U U w w w a � Support the development of a substance abuse education program • • Support the development of a domestic violence outreach program • • Use roundabouts and other traffic control methods to minimize need for traffic w signals Explore establishing a trolley service to connect residents to key Town activity centers Explore future connection to the Valley light rail system • Provide free Wi-Fi access downtown and in Fountain Park • • Expand sidewalk and pathway network in Town Center through use of grants and partnerships • Incorporate medians and other narrowing measures on overly-wide streets • to improve safety and reduce roadway maintenance • Host multigenerational fitness activities monthly to bring residents together *411111, and foster a culture of wellness Establish a comprehensive Safe Routes to School program,including establishing a weekly walk/bike to school day Develop a community health directory _ • Establish a wellness lecture circuit,building relationships with educational • institutions and health providers to provide seminars on important topics � ..----._._------- Investigate a dedicated health and wellness cable channel or programming • Establish a Health and Wellness Commission • Create a Wellness Newsletter • Maintain a Health and Wellness library collection • Establish an aquatic and activity center as a recreational and wellness • amenity for residents • Study the impacts of expanding the trail network through passive, non-paved trails in selected Town washes Expand bike path network through painting or providing dedicated lanes • • Partner with McDowell Mountain Regional Park to provide joint park recreation and educational programming • Establish a summit trailhead at the end of Eagle Ridge Drive • Incorporate fitness stations into sidewalk/pathway design • • Conduct outreach to large groups and organizations(churches,clubs,PTO, • realtors,etc.) Host public meetings,community forums,etc.(i.e.divide the Town into five or six`districts'and host forums to impart specific information) • .4:41111) Appendix 4 Fountain Hills Strategic Plan 2010 rcw N Idea Box d U N 2 i = tN N N o R o (n C o_ d cL Q An evolving collection of ideas and initiatives that, with appropriate o c research and analysis, could forward the Strategic Plan and help ce 2 0 realize the community's vision. 6 6 W W w M a C4 Create and distribute an annual"State of the Town"media piece that summarizes the financial state of the Town and the importance of community infrastructure to property values(quantifying the impact of decaying • infrastructure on property values) Create public service announcements,including PSAs through Mayor's Youth Council _ • Provide general information on the relationship between property value and community investment tying it to understanding individual's property tax assessment(i.e.even though property owners receive a tax bill,many believe • there is a primary property tax in Fountain Hills) Utilize existing budget process to relay information and genuinely solicit feedback from residents • Develop a standard educational module of information(i.e.PowerPoint slides,talking points, handouts,etc.)to be distributed at community events and • other opportunities Partner with the school district to improve and promote schools • Support economic development initiatives that generate high paying jobs to encourage young professionals with families to move to Fountain Hills • Develop a turnkey business relocation and expansion program targeting key business opportunities _ _ • Identify resources(i.e volunteers,staff and/or consultant services)to quantify, develop and market technical infrastructure to attract young professionals/families,(e.g.,provide free wi-fi and fee-based,secure wi-fi in • downtown/Fountain Park) Expand sidewalk and pathway network in Town Center • Create marketing materials in collaboration with school district,chamber,non- profits,realtors and Town to encourage Fountain Hills residency • Adopt and implement Economic Development Plan • Initiate an industry cluster analysis that looks at regional opportunities and develops a long-term strategy for bolstering those industries in Fountain Hills • Host an annual economic summit of the Town's neighbors and partners to focus regional and local economic growth strategies • Maintain an online catalogue of available rental space and market opportunities • Work with partners on a branding campaign to establish Fountain Hills as"not just a pretty place" • Establish an online database of commercial space that is available in Fountain Hills • ---- -- — -- Request that the Chamber collect and analyze member data,including information on business retention • Implement Downtown Vision Plan • 411 Appendix 5 Fountain Hills Strategic Plan 2010 E& N am. "�' . '�`. ""',r, ! ^"t I ♦ �,...:.,.. ; '. a, ..fir i� " 3 '���" °�r� Idea Box N U 2 2 = N g 2 L]. 3 @ U Ni N -D C 7 C N .3 3 � � d 2n R o n 5 �' m m a An evolving collection of ideas and initiatives that, with appropriate Ng 2 o research and analysis, could forward the Strategic Plan and help o o ., w U C realize the community's vision. U U w w w a Develop a set of business plan templates as part of the Town's incubator venture as an incentive for potential business owners to locate to Fountain Hills Appendix 6 • RESOLUTION NO.2005-18 A RESOLUTION OF THE MAYOR AND COUNCIL OF THE TOWN OF FOUNTAIN HILLS, ARIZONA, ADOPTING THE TOWN OF FOUNTAIN HILLS STRATEGIC PLAN 2006-2010 DATED NOVEMBER 29, 2005, ESTABLISHING THE STRATEGIC PLANNING ADVISORY COMMISSION AND ADOPTING BYLAWS FOR ITS GOVERNANCE. BE IT RESOLVED BY THE MAYOR AND COUNCIL OF THE TOWN OF FOUNTAIN HILLS,ARIZONA, as follows: SECTION 1. The Town of Fountain Hills Strategic Plan 2006-2010 dated November 29, 2005, is hereby approved in the form attached hereto as Exhibit A and incorporated herein by reference. SECTION 2. There is hereby established a Strategic Planning Advisory Commission (the "SPAC") for the Town to advise the Town Council and the Town Manager with respect to the implementation of the Town's Strategic Plan. The SPAC shall be a regularly-scheduled commission and shall consist of seven members who shall be appointed and hold their seats in accordance with Section 9 of the Town Council Rules of Procedure, as amended. SECTION 3. The Bylaws for the SPAC are hereby approved in the form attached hereto as Exhibit B and incorporated herein by reference. PASSED AND ADOPTED by the Mayor and Council of the Town of Fountain Hills, Arizona,December 1, 2005. FOR THE TOWN OF FOUNTAIN HILLS: ATTESTED TO: W.J.Nichols, Mayor Bevelyn J. Bender,Town Clerk REVIEWED BY: APPROVED AS TO FORM: Timothy G.Pickering,Town Manager Andrew J.McGuire, Town Attorney 615365.3 EXHIBIT A Ned [Town of Fountain Hills Strategic Plan 2006-2010 dated November 29, 2005] See following pages. • 615365.3 (iv EXHIBIT B [Strategic Planning Advisory Commission Bylaws] See following pages. 615365.3 STRATEGIC PLANNING ADVISORY COMMISSION BYLAWS I. Officers 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 five- year strategic plan. J. Write brief periodic Strategic Plan progress reports. K. Perform such other duties not inconsistent with these bylaws as may be requested by the Town Council. 615365.3 • M. Membership 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. In addition,there shall be one youth member who shall be between 15 and 18 years old and be a student at Fountain Hills High School when appointed.Furthermore,of the remaining six voting members, it is recommended but not required, that one shall have marketing research and surveying experience, one shall have communications experience, one shall be a member of the civic association, and three shall have specific strategic planning experience in either corporate non-profit or,preferably, governmental settings. IV. Meetings A. The commission shall meet as often as needed to keep the Strategic Plan in a position of prominence in the Town. More frequent meetings will likely be needed as the commission organizes while the number of meetings should decrease as the commission matures. 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. 4111, 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 that he has 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 as such but may receive reimbursement for necessary travel and other expenses incurred on official duty with appropriate prior authorization. VII. Ex-Officio Members 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. The Town Manager or representative shall be a standing ex-officio member. Such members shall serve at the pleasure of the Mayor and Town Council. Ex-officio members shall not be entitled to vote on any matter brought before the commission. C 615365.3 Strategic Plan 2010 11/10/2014 Strategic Plan 2010 gam_ --; 'A1 In A Strategic Plan 2010 Tonight's Presentation • Review of the Strategic• Plan Update Process • Review of Strategic Plan 2010 — How it's used — Format and design — Vision and values • Highlights of Strategic Plan 2010 May 2014 Council Presentation 1 Strategic Plan 2010 11/10/2014 Strategic Plan 2010 Strategic Plan Update Process • Phase I: Strategic Plan Audit (June — July 2009): Strategic Plan Gap Analysis • Phase II: Education and Affirmation (August — December 2009): Visioning Report • Phase Ill: Construction (January - April 2010): Draft Plan Update • Phase IV: Plan Adoption (May 2010) rmi S Strategic Plan 2010 Strategic Plan Update Process Built on the contributions of citizens and stakeholders • Over 80 total meetings • Engaged and received feedback from well over 2,000 individuals; communication to 20,000+ • Provided a variety of input and engagement techniques: going to where people are at • Came in 97% under budget: $568.01 • Estimated volunteered hours: 1 ,500 11-2 May 2014 Council Presentation 2 • Strategic Plan 2010 11/10/2014 Issue r=orurrm i!',tii�betk2O; Unified School District IIIIIIIIIMMIP . ...,-- i _.... s.�. r r 0 Issue Forum-Novepnber QQ$, A l .. * ' u { r , -fir J,.. is — 4. "w I . :4 1[ r. ,,r, w-- , , .,./ 4 . p 4 L 3 May 2014 Council Presentation Strategic Plan 2010 11/10/2014 ............. ........ .fix.. . 1 , i „.t bi r'r r� ��1 III 1111111111 3Uri —ycgttl, 0}' 11111111111 * 2" ''''''' '' 7 so) May 2014 Council Presentation 4 Strategic Plan 2010 11/10/2014 Youth Visioning, Boys &Girls Club—November 2009 When I think about the future of Fountain Hills, I wish we would have...because... / 172ge,---A -6-eeeviht ti/R 02,0 1111 rk 4 5 May 2014 Council Presentation Strategic Plan 2010 11/10/2014 W ;;staff Retreat—March 20 MEM ., 4144 11 *' .., Strategic Plan 2010 Introduction to the Strategic Plan Town of Fountain Mills Strategic Plan 2010 r ) May 2014 Council Presentation 6 Strategic Plan 2010 11/10/2014 f Strategic Plan 2010 Introduction to the Strategic Plan How the Plan will be Used? Fall Review/Revise •Review and, if needed,revise Plan Strategic Plan •outline annual goals �rWinter •Staff prepares action plan Montw Plan and Annual Set Annual Accomplishments'�` Goals Strategic Spring Planning •Adopt budget based on action plan Process 4 ..- y. Summer •Monitor implementation and Develop and 41111 outline Action achievements °. Adopt Budget Plan • Strategic Plan 2010 Introduction to the Strategic Plan How is the Plan formatted? CIVILITY O Why is this important? °Why is this mport'n`l A statement describing the value itetscotsessensw etnIn *^« ^tom © Our Pledge eScrstegic Dvecuons Council's pledge to the community • "'" •;;. � ,,, © Strategic Directions eY Performance Qtso '" Guiding principles to fulfill the vision • a Key Performance Questions Measures progress and accomplishments May 2014 Council Presentation 7 Strategic Plan 2010 11/10/2014 Strategic Plan 2010 Introduction to the Strategic Plan How is the Plan formatted? © IEe�Bm� 0 Idea Box I _ 1� An evolving collection of ideas and initiatives that, with appropriate research �M-^ and analysis, could forward the strategic - —" plan and help realize the community's vision "Parking Lot for Ideas" i 9 Strategic Plan 2010 Introduction to the Strategic Plan What is foundation for the Plan's success? Financial Sustainability The principal recommendation of the strategic plan is that Council re-initiate a process to review and recommended a financing structure and implement policies by which the Town's financial sustainability can be achieved. Without resolution, the citizen-defined vision will not be fulfilled and values will be compromised. May 2014 Council Presentation 8 Strategic Plan 2010 11/10/2014 Strategic Plan 2010 Introduction to the Strategic Plan What is the basis of the Plan? Vision Fountain Hills is a distinctive community designed to invigorate the body,mind and spirit,and strives to: • Be stewards of this unique enclave, dedicated to preserving the environment and visual aesthetic and to living in balance with the Sonoran Desert; • Champion the diversity of experiences our residents bring to our community and rely on this depth of experience to innovatively address our challenges; • Be economically sustainable and anchor our vitality in an active, vibrant town core that serves us culturally,socially and economically; and, • Be civic-minded and friendly,taking responsibility for our Town's success by building partnerships and investing our talent and resources. Strategic Plan 2010 Introduction to the Strategic Plan What is the basis of the Plan? Values • Civility • Civic Responsibility • Environmental Stewardship • Economic Vitality • Education, Learning and Culture • Maintain and Improve Community Infrastructure • Public Safety, Health and Welfare • Recreational Opportunities and Amenities May 2014 Council Presentation 9 11/10/2014 Strategic Plan 2010 Strategic Plan 2010. Highlights of Strategic Plan 2010 The Strategic Plan 2010: • Includes the "implementation gaps" from previous plan • Reflects direction provided by Council, including: — Simplify, streamline, refine to a user-friendly document — Long-term, vision-based Plan — Institutionalize Plan process, roles and responsibilities — Refrain from specific task lists or price tags • Built from community engagement — Citizen-driven vision, values — Stakeholder ideas =A,* — Staff cont ib t'•ns ="' Strategic Plan 2010 What's Happened Since Adoption? • One adopted update (added three strategic directions). • "Idea Box" continually updated. • SPAC has submitted annual recommendations on strategic direction priorities. • Council has identified priorities annually as part of budgeting process. • Staff has submitted reports on activities associated with forwarding the Strategic Plan b May 2014 Council Presentation 10 Strategic Plan 2010 11/10/2014 Strategic Planning Goals FY2014-15 Isom • • • Operational Priorities d11111 111' _ FY201 4- 1 5 Managem Program Faciliti Economic Replacem-t Development Plan Fun. Fire Station #2 Fountain Lake IGA ‘11/01 May 2014 Council Presentation 11