HomeMy WebLinkAboutSPAC.2013.1217.Agenda NOTICE OF MEETING
Fountain Hills Strategic Planning Advisory Commission
WHEN: Wednesday, December 17, 2013 00� ,-AIN
TIME: 4:30 p.m. o ll `
WHERE: Council Chambers, Town Hall —
16705 E. Avenue of the Fountains ' •
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Fountain Hills, AZ 85268 that is"``�
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 December 17,2013 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.
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AGENDA:
1. Call to order
2. Roll call
3. Call to the public
4. Consideration of approving November 20,2013 meeting minutes
5. Town Manager's Update
a. Update on Tourism initiative
b. Update on the Economic Development Specialist Position
6. Discussion and action planning regarding:
A. Healthcare. Medical, Biosciences, and Wellness (NAICS 62)
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
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
Page 1 of 2
NOTICE OF MEETING
Fountain Hills Strategic Planning Advisory Commission
7. Discussion regarding the annual strategic planning process, specifically annual goals and budget
8. Schedule upcoming meetings
9. Adjourn
DATED This 10th day of December, 2013.
By
Shaunna Williams, Executive Assistant
j
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 2 of 2
�S'I'Q
Memo
61
To: Julie Ghetti, Interim Town Manager
CC: Shaunna Williams
From: Strategic Planning Advisory Commission
Date: January 15, 2012
Re: Recommended FY 12-13 Priorities
A successful strategic plan is one that is integrated into the daily operations of an organization. In
a municipal setting, staff and town partners use the strategic plan to develop proposals and
initiatives that implement elements of the strategic plan; Council uses the plan to evaluate all
proposals and decisions.
The unanimously adopted Strategic Plan 2010 outlines an annual process by which the plan is
reviewed, and if needed revised, in order to prepare Council for its annual goal setting retreat and
subsequently, the town's budget process.
This review process begins in earnest each fall when the Strategic Planning Advisory
Commission (SPAC) reviews the plan and, if needed, recommends any potential revisions. In
October 2011 at its joint meeting, Council was notified that SPAC would be delivering its
recommendations by the end of the year. As such, on December 15, SPAC presented three
recommended strategic direction additions to the plan; action on these recommendations was
tabled by Council.
In addition to its annual review, Strategic Plan 2010 asks SPAC to provide recommendations for
the next year's action plan. In the fall and winter of 2011-12, SPAC discussed what priorities it
would recommend to assist Council in its budget and action plan process. The end result of this
work is the identification of the following strategic directions SPAC recommends as community
priorities for FY 12-13; in some cases, SPAC has also included suggested initiatives that could
forward the priority directions. In summary, SPAC continues to believe efforts in financial
sustainability, economic development, and citizen communication and engagement are
fundamental town priorities, especially during our prolonged economic downturn.
Priority: Financial Sustainability(reduce, cut or delay expenses; revenue enhancements)
• 11 Maintain a 5-year capital improvements plan that includes programmed maintenance
projects.
• 12 Lower the reliance on state revenues by developing a locally controlled, reliable
funding source for infrastructure maintenance. Suggested initiative: continue to
investigate the creation of a property tax to support town operations, perhaps through a
public safety district
• 13 Maintain a current condition assessment of all roadways and sidewalks and prioritize
and implement maintenance efforts to minimize costly reconstruction.
• 19 Build a protected fund to finance the major periodic maintenance of community
facilities.
Priority: Economic Development
• EV 1 Develop a comprehensive economic development strategy for the Town's future
and work with our partners to forward economic growth and awareness. Suggested
initiative:complete and adopt a town economic development plan/strategy
I
• 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 4 Promote retention, expansion and relocation of quality businesses. Suggested
initiative:move forward with strategy development for the two other target industry
sectors for employment expansion: "health care and social assistance", and"finance and
insurance"(town currently developing strategy for`professional, technical and scientific
services")
• EV 6 Identify a slate of economic development tools and strategies(including tax
incentives, fee abatements, etc.)to stimulate economic growth.
• ELC 5 Encourage access to higher learning opportunities or the establishment of an
educational or training campus within our community.
Priority: Citizen Communication and Engagement
• CR 6 Evaluate customer satisfaction with Town services on a regular basis and
implement appropriate service improvements. Suggested initiative:conduct a statistically
valid service satisfaction survey with citizens(SPAC's initial research indicates a survey
could cost approximately$25,000-30,000]
• 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.
• C 3 Genuinely solicit and consider public and stakeholder feedback as part of the
decision-making process.
SPAC would also note the new strategic directions it recommended for adoption by Council in
December 2011 are important to forwarding the community vision, and in particular, SPAC would
stress they should have been considered as FY 12-13 priorities. Council elected to table
consideration of these directions; at this time SPAC would simply like to reiterate its support for
adding these three directions to Strategic Plan 2010.
Respectfully submitted by:
Audra Koester Thomas, Chair
Curt Dunham, Vice Chair
Denise Atwood
Nick DePorter
Mike Dooley
Alan Magazine
Barry Spiker
Sarah Traylor, Youth Commissioner
Page 2
Memo
11)
To: Ken Buchanan, Town Manager
CC: Shaunna Williams
From: Strategic Planning Advisory Commission
Date: January 16, 2013
Re: Recommended FY 13-14 Priorities
A successful strategic plan is one that is integrated into the daily operations of an organization. In
a municipal setting, staff and town partners use the strategic plan to develop proposals and
initiatives that implement elements of the strategic plan; Council uses the plan to evaluate all
proposals and decisions.
The unanimously adopted Strategic Plan 2010 outlines an annual process by which the plan is
reviewed, and if needed revised, in order to prepare Council for its annual goal setting retreat and
subsequently, the town's budget process.
This review process begins in earnest each fall when the Strategic Planning Advisory
Commission (SPAC) reviews the plan and, if needed, recommends any potential revisions. In
addition to its annual review, Strategic Plan 2010 asks SPAC to provide recommendations for the
next year's action plan. In the fall and winter of 2012-13, SPAC discussed what priorities it would
recommend to assist Council in its budget and action plan process. The end result of this work is
(iw the identification of the following strategic directions SPAC recommends as community priorities
for FY 13-14 as well as potential initiatives that could forward the priority directions.
• 12 Lower the reliance on state revenues by developing a locally controlled, reliable
funding source for infrastructure maintenance. Suggested initiative: evaluate and identify
potential funding sources
• 13 Maintain a current condition assessment of all roadways and sidewalks and prioritize
and implement maintenance efforts to minimize costly reconstruction. Suggested
initiatives:create an executive summary of the current conditions assessment and
publicize/distribute/communicate to constituents;adopt and implement a pavement
management plan
• 19 Build a protected fund to finance the major periodic maintenance of community
facilities. Suggested initiative:evaluate and identify potential funding options
• EV 1 Develop a comprehensive economic development strategy for the Town's future
and work with our partners to forward economic growth and awareness. Suggested
initiative:implement Economic Development Plan
• 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). Suggested initiative:identify next implementation stages of Downtown
Vision Master Plan.
• C 1 Practice the art of civility in all public settings and encourage those around you to do
the same. Suggested initiative:review and update, if necessary, council rules and
procedures
• C 3 Genuinely solicit and consider public and stakeholder feedback as part of the
decision-making process. Suggested initiative:develop a town stakeholder involvement
plan/strategy
C
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•
SEMI —ANNUAL REPORT
STRATEGIC PLAN GOALS
and
OPERATIONAL PRIORITIES
FY20 12-13
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August 15, 2013
OVERVIEW
At a Goal Setting Retreat held on January 26,2012,the Council determined Strategic Plan Goals for FY12-13
based on Strategic Plan 2010. Subsequently,the Council agreed on Operational Priorities for FY12-13 at a
Council/Staff Retreat held on August 23, 2012.
On October 4, 2012,the Town Council adopted the Strategic Plan Goals and Operational Priorities for FY12-13 as
enumerated in the report below. The purpose of this report is to describe progress made by staff toward
accomplishing these goals and operational priorities during the second half of the fiscal year.
STRATEGIC PLAN GOALS
The following graph depicts progress staff has made toward achieving Strategic Plan Goals during the fiscal year
2012-13:
PROGRESS TO STRATEGIC PLAN GOALS
FOR FISCAL YEAR 2012-13
• Civility
I!III
Civic Responsibility
I!uI
Economic Vitality
4
Recreational Opportunities and Amenities n a
IuhI!II
Maintain and Improve Community Infrastructure
■1st Half I
■2ndHalf 0 10 20 30 40 50 60 70 80 90 100
PERCENT COMPLETE
Page 1 of 11
STRATEGIC VALUE: CIVILITY
Strategic Direction C 2: Support community events and activities that create opportunities to build community
and friendship.
(Overall responsibility: Mark Mayer)
• Do more events; network with promoters (Assigned to Mark Mayer,Tourism)
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)
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-
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,Julie Ghetti) .,.,��
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.
• 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,Julie Ghetti)
Percent Complete: 100%
Staff spoke at a total of 15 community meetings during fiscal year 2012-13,as follows:
Page 2 of 11
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
• Utilize telephone technology to make calls to citizens to inform them of upcoming events, etc. (Assigned to:
Julie Ghetti)
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.
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)
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)
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.
Page 3 of 11
• Foster a culture of public service and volunteerism through the annual Make a Difference Day (Assigned to 3
Ken Buchanan,Joan McIntosh)
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.
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,Julie Ghetti)
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
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.
• Develop customer service performance measures utilizing the ICMA standards (Assigned to: Ken Buchanan, j
Julie Ghetti)
Percent Complete: 100%
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.
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)
Percent Complete: 100%
The Citizen's academy was not held this year due to the low numbers of residents that registered for the
program.
• Create a reader friendly budget report that citizens can understand (Assigned to Julie Ghetti)
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.
Page 4 of 11
.. 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)
• Review the economic development plan annually and recommend revisions as appropriate
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.
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:Julie Ghetti)
• Outreach to the community citizens regarding proposals that came from the November toolbox retreat;
highlight individual proposals during the budget process; reemphasize sustainability
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.
411, 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.
(Combined with EV1)
• 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
• 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 —81%) from the
Excise Tax Fund; a significant portion geographically falls within the downtown area (the retail, office and
"Avenue" initiatives)
Percent Complete: 50%
Council adopted the Economic Development Plan in March of 2013, and amended it to include a
strategically organized approach in June of 2013.
i
On June 20, 2013, the Council approved a Professional Services Agreement with Horizon Real Estate
'1 Page 5 of 11
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)
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)
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)
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)
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,Julie Ghetti)
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 6 of 11
1
STRATEGIC VALUE: MAINTAIN AND IMPROVE COMMMUNITY INFRASTRUCTURE
Strategic Direction I 2: Lower the reliance on state revenues by developing a locally controlled, reliable
funding source for infrastructure maintenance.
(Overall responsibility:Julie Ghetti)
• Sell assets that have become expensive to maintain and have limited future value (Assigned to Julie Ghetti,
Mark Mayer, Paul Mood)
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 and utility dump truck, which are no longer used, will be sold. Various pickup
trucks 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
kir reverted back to the Kiwanis or offered for sale to the highest bidder.
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)
• Evaluate the post mortem on bond with the public, prepare new strategy for recommendation (Assigned to
Paul Mood, Ken Buchanan,Julie Ghetti)
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.
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Page 7 of 11
OPERATIONAL PRIORITIES
The following graph depicts progress staff has made toward accomplishing Operational Priorities during fiscal
year 2012-13:
PROGRESS TO OPERATIONAL PRIORITIES
FOR FISCAL YEAR 2012-13
Volunteer Program
Town Prosecutor
Fire Station#2
I....'
Community Partnership Funding Policy
4.1111
Fountain Lake(IGA)
Economic Development Plan
hull
Pavement Management Program so ma
1111 1st Half 0 10 20 30 40 50 60 70 80 90 100
■2nd Half PERCENT COMPLETE
Page 8 of 11
1. Pavement Management Program
(Overall responsibility: Ken Buchanan. Assigned to Ken Buchanan, Paul Mood, Ken Kurth.)
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.)
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.)
Percent Complete: 10%
Staff is currently negotiating a reuse agreement that is a prelude to the Fountain Lake IGA.
4. Community Services Funding Policy
(Overall responsibility:Julie Ghetti. Assigned to Julie Ghetti, Bev Bender. )
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.
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Page 9 of 11
5. Fire Station#2
(Overall responsibility: Ken Buchanan. Assigned to Ken Buchanan, Randy Roberts,Julie Ghetti, Paul Mood)
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 l0 of 11
f
•
IfilPr Rural/Metro Monthly Report
Fiscal Year 2012/2013
July August September 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 it 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% 88% 93% 90% 100% 100% 84% 100% 91%
Avg.Response Compliance ' ' J
Sta.1 85% 89% 73% 80% 86% 85% 86% 92% 88% , 86% 91% #DIV/0I 85%
Response Compliance-Station
25 min.zone 59% 56% 74% 75% 65% 76% 70% 71% 54% 71% 75% 68%
Response Compliance-Station
28 min.zone 100% 86% 100% 100% 100% 80% 100% 100% 60% 100% 100% 93%
Avg.Response Compliance i.
Sta.2 80% 71% 87% 88% 83% 78% 85% 85% 57% 86% 88% #DIV/01 80%
Fire Loss $0 $100,000 $0 $0 55,000 $10,000 $0 $0 $0 $0 $5,000 120,000
Fire Loss Potential $0 $100,000 $0 $0 5450,000 $300,000 $0 $0 $0 $0 5350,000 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
C
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 N of calls for the month of July.50 car seats installed at a October Valley wide Car Seat Installation event in
Scottsdale
6. Town Prosecutor
(Overall responsibility: Ken Buchanan. Assigned to Ken Buchanan,Julie Ghetti, Bev Bender.)
Percent Complete: 100%
The Town Prosecutor is one of four positions appointed by the Town Council. During the August retreat,the
I 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.
II 7. Volunteer Program
(Overall responsibility: Ken Buchanan. Assigned to Ken Buchanan,Joan McIntosh.)
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
I organizational charts. Analysis of the current work plan is underway in order to achieve improvements.
i
L
Page 11 of 11
POST MEETING ACTION AGENDA NOTICE
NOTICE OF MEETING
Fountain Hills Strategic Planning Advisory Commission
WHEN: Wednesday, December 17, 2013 ���A y�
TIME: 4:30 p.m.
WHERE: Council Chambers, Town Hall 3
16705 E. Avenue of the Fountains
Fountain Hills, AZ 85268 ,hat is
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 December 17, 2013 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. Call to the public NONE
4. Consideration of approving November 20, 2013 meeting minutes APPROVED
5. Town Manager's Update NO ACTION TAKEN
a. Update on Tourism initiative
b. Update on the Economic Development Specialist Position
6. Discussion and action planning regarding: NO ACTION TAKEN
A. Healthcare, Medical, Biosciences, and Wellness(NAICS 62)
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
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
Page I of 2
NOTICE OF MEETING
Fountain Hills Strategic Planning Advisory Commission
7. Discussion regarding the annual strategic planning process, specifically annual goals and budget MOTION
APPROVED TO RECOMMEND STRATEGIC DIRECTIONS EV1,CR6, CR7, C3, CR4,EV3,EV4,
12 and I3 TO COUNCIL AS PRIORITIES FOR FY2014-15; MOTION APPROVED TO
RECOMMEND SPECIFIC INITIATIVES TO COUNCIL IN SUPPORT OF C3, CR6,and I2
8. Schedule upcoming meetings 1/21/14 @ 4:30 p.m.; 2/18/14 @ 4:30 p.m.; 3/18/14 @ 4:30 p.m.
9. Adjourn 5:55 p.m.
DATED This 10th day of December, 2013.
gy
Shaunna Williams, Executive Assistant
Page 2 of 2