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Home My WebLink AboutSPAC.2013.0313.Minutes TOWN OF FOUNTAIN HILLS MINUTES OF THE FOUNTAIN HILLS STRATEGIC PLANNING ADVISORY COMMISSION MEETING March 13,2013 AGENDA ITEM#1—CALL TO ORDER Chair Nick DePorter called the meeting to order in Council Chambers at Town Hall at 4:07 p.m. AGENDA ITEM#2—ROLL CALL The following members of the Strategic Planning Advisory Commission were present for roll call: Chair Nick DePorter and Commissioners Peter Bordow, Mike Dooley, Curt Dunham, and Alan Magazine. Commissioner Denise Atwood attended via teleconference. Vice Chair Audra Koester Thomas was excused. Youth Commissioner Sarah Traylor was present. Also present were Town Manager Ken Buchanan, Deputy Town Manager/Finance Director Julie Ghetti, and Recording Secretary Shaunna Williams. AGENDA ITEM#3—CALL TO THE PUBLIC No one appeared at the call to the public. AGENDA ITEM #4 — CONSIDERATION OF APPROVING MEETING MINUTES OF JANUARY 16, 2013 Commissioner Dooley MOVED to approve the January 16, 2013 meeting minutes and Commissioner Bordow SECONDED the motion,which CARRIED UNANIMOUSLY by those present. AGENDA ITEM#5—TOWN MANAGER'S UPDATE a. Strategic Plan Updates adopted on January 17, 2013 - Mr. Buchanan reviewed the three Strategic Directions that were adopted by the Town Council and reported that have been incorporated into the Strategic Plan 2010 document(copy attached). b. Council Retreat - Mr. Buchanan reviewed memorandum to the Mayor and Town Council dated January 28, 2013 (copy attached) pertaining to discussions that occurred at the January 24, 2013 Council Retreat. c. Economic Development Plan— Mr. Buchanan stated that at the March 21, 2013 Council meeting he will be requesting that the Council appoint an Ad Hoc Committee to assist in completing the Economic Development Plan in accordance with the requests made by Council to incorporate four additional areas(memorandum attached). He responded to questions from the Commission by stating that the work of the Ad Hoc Committee will be to complete the Economic Development Plan rather than to implement it; that an implementation plan will be part of the completed Economic Development Plan; that there is some concern about the feasibility of a "summit" at the outset of implementation; that recommendations pertaining to individuals who should be appointment to the Ad Hoc Committee should be relayed to members of the Council; and that resources necessary to accomplish the Economic Development Plan will be determined after the plan is adopted. AGENDA ITEM #6 - QUARTERLY FINANCIAL UPDATE BY DEPUTY TOWN MANAGER/ FINANCE DIRECTOR JULIE GHETTI Ms. Ghetti reviewed a PowerPoint presentation entitled, "Quarterly Update to Strategic Planning Advisory Commission, December 2012"(copy attached). Page 1 of 2 AGENDA ITEM #7 - DISCUSSION ON SPAC'S PROPOSED RECOMMENDATIONS) TO COUNCIL REGARDING IMPLEMENTATION OF AN ADOPTED ECONOMIC DEVELOPMENT PLAN Commissioner Dunham MOVED to void the proposed memorandum to the Council(copy attached)pending the outcome of the Council agenda item on March 21,2013 pertaining to the proposed formation of an Ad Hoc Committee to assist in completing the Economic Development Plan. Councilmember Magazine SECONDED the motion,which CARRIED UNANIMOUSLY by those present. AGENDA ITEM #8 - DISCUSSION REGARDING PUBLIC SERVICE ANNOUNCEMENTS TO BE PRODUCED BY THE MAYORS YOUTH COUNCIL FOR CHANNEL 11 AND RECOMMENDATIONS ON POTENTIAL SUBJECTS Discussion led to the following suggestions for Public Service Announcements: (1) the need young people to have more activities in Fountain Hills, things that youths would like to have in the community, and how this fits into economic development; (2) where the Town gets its funding, where the money goes, and the importance of shopping locally; and(3) encouraging participation in Town government by coming to Council and Commission meetings to listen and learn in order to potentially impact outcomes. Chair DePorter asked Commissioners to forward any other suggestions to Youth Commissioner Traylor. AGENDA ITEM#9-DISCUSSION REGARDING COMMISSIONER TERMS EXPIRING ON JUNE 30, 2013 Ms. Williams stated that the terms of the following commissioners will expire of June 30, 2013: Chair DePorter and Commissioners Atwood, Dooley, Dunham and Magazine, and Youth Commissioner Traylor. She noted that advertisements will publish the first part of April and invited seated commissioners to reapply. AGENDA ITEM#10— SCHEDULE UPCOMING MEETINGS It was noted that a SPAC meeting is scheduled on April 10, 2013 at 4:00 p.m. Additional meetings were scheduled on May 9,2013 at 4:30 p.m. and June 12, 2013 at 5:00 p.m. AGENDA ITEM#11— ADJOURN Commissioner Bordow MOVED to adjourn at 4:44 p.m. and Commissioner Magazine SECONDED the motion, which CARRIED UNANIMOUSLY by those present. Szkiiw�—S�SLR Shaunna Williams. Recording Secretary +di) Page 2 of 2 �TAIN� CN �b \<e: 4,7 that is At`- Town of Fountain Hills st ra •e isPt 2010 an A periodic update of the Town's Strategic Plan Updated: January 17, 2013 • Fountain Hills Strategic Plan 2010 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 3 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 tior Maintain and Improve Community Infrastructure 17 Public Safety, Health and Welfare 19 Recreational Opportunities and Amenities 20 Appendix Appendix 1 Idea Box Appendix 1 C Page 2 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 Fountain Hays Strategic Plan 2010 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 Et 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. . Page 4 Fountain Hills Strategic Plan 2010 How will the Strategic Plan be used? 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 Monitor Plan and Annual Set Annual Accomplishments Goals \44414„. Strategic 40 Planning Process1/4- Develop and Outline Action Adopt Budget Plan NN1/2„ \\40aL, 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 °Why is this important, Residents value the friendly gree here Iname atin Hllis;they love nursing Into neighbors on a walk ad being Btt[cd byname el area merchants.Residents N;o ©Pledge: A statement of commitment or `pledge' to issues,we urcommuntananethar issues,kin also aytt s ye d dela VAN inspect.Our community is one that our community. valuesklMindse esr tofrawivetoeives end buildme otr efnCMces fmteed of finding ways to fragment aasNves end poltkhe the Issues(Xing our ?asininity. ©Our Pledge ©Strategic Directions: These are guiding principles We Wit a community In whichall can feet valued,welcome and esthough they belong. identified to achieve the pledge, and ultimately, estiategic Directions fulfill the vision. These are intended to provide • Rx rice to at of cNihtyin all public settings and entourage those mould Yea to do he same. • Sippor[community events and XtNitles that create opporl mitres to build guidance to Town leaders; staff and Town partners • Genuinely i ronsider public and stakeholder feemedi es part of will develop more specific `tactical' actions (see: Needsla. l�gpp"'. • EifffiIfsh Fountain Hilis es Ne friendliest pldse In eN Valley. Appendix - Idea Box). OKey Performance Questions • Mat Is the overall atmosphere at pisblis meetrlgs and gathering:? • Oldvie expand events and activitles that build community and friendship? • Can we make connections between public and stakeholder feedback end the dedstora that have been made? OKey Performance Questions: These are high-level • Kawewemadepodti. trides In establishing Fountain Falls'reputation as the friendliest place in the valley? 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. Page 6 r ( e.x •.,r= a uyry Idea Box While the Strategic Plan itself is intended to provide broad strategic guidance, •.r each year Council wilt 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. ti 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. Page 7 • The concerns about the Town's vulnerability to an economic downturn were r,.., 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, tity 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. Page 8 • Fountain Hills Strategic Plan 2010 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 view Page 9 • Fountain Hills Strategic Plan 2010 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 Cc 1 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? Page 10 " w E�t4€ d.A-^p .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. Afek 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 Fountain Hills Strategic Plan 2010 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? C Page 12 Fountain Hills Strategic Plan 2010 44 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? 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 410 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 sustainabitity 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? Page 16 Fountain HiRs Strategic Plan 2010 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 very 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. ....t Page 17 „n N� fi ak as I 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 Fountain Hills Strategic Plan 2010 11114 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? 11 Page 19 • Fountain Hills Strategic Plan 2010 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? 414. Page 20 Fountain Hills Strategic Plan 2010 APPENDIX N d Idea Box 3 N Q N f.f 3 N N R Q R t U N 6 C C 6 C V a, R R (A T C d d Q N 76 0 An evolving collection of ideas and initiatives that, with appropriate H o = N research and analysis, could forward the Strategic Plan and help rf, o g realize the community's vision. W W W • a 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 • •organizations needing assistance.e 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, picnic 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 Fountain Hills Strategic Plan 2010 N Idea Box 2. � U c c ) m m N 6 C C _ G C — CC c R A LSl > w -c N c O O .0 () P+ C _ C�1 C N C N An evolving collection of ideas and initiatives that, with appropriate a N •U c 2 A research and analysis, could forward the Strategic Plan and help U U o 2 .R C 2 realize the community's vision. 6 w w W a 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 • C Appendix 2 Fountain Hilts Strategic Plan 2010 4 Y76tC. ,t y k ^ ,r` ." tl rtiL " ^' a"'" a a,u«-r'.r '".; t .� .•-4s r �, .ee' '*.`s! a +fir'. Idea Box a a U J N N R N C C C v c — R 'c N R >. 3 rn > r y c o a N w c. a a.N x 0 An evolving collection of ideas and initiatives that, with appropriate a £ = R o research and analysis, could forward the Strategic Plan and help o 2 9 realize the community's vision. w w W a 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 •key businesses and opportunities Develop a marketing and promotion strategy for high-end,seasonal visitors • _ *JO 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 Strategic Plan 2010 Idea Box 3 y Q d Ti 3 w a G 3 N R t y N C C a g - R c •N T C O a in n 2 c 2 N r T R E An evolving collection of ideas and initiatives that, with appropriate a v _ , E U 0 R O research and analysis, could forward the Strategic Plan and help o realize the community's vision. 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 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 Ck to improve safety and reduce roadway maintenance Host multigenerational fitness activities monthly to bring residents together •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 •41;) six'districts'and host forums to impart specific information) Appendix 4 Idea Box d d 2 c •'• N R C 3 N N L V T. d N C C c R cp c R O G N Y y - O An evolving collection of ideas and initiatives that, with appropriate a a research and analysis, could forward the Strategic Plan and help ce o o1-4 Fa realize the community's vision. 6 w w w a ce 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 residences • 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 • v Appendix 5 Idea Box C c, ` Q ` V G s N N U -c c v — R R 3 - o d 0 c 7: O Ul G O ii An evolving collection of ideas and initiatives that, with appropriate a J N E U c R R CO research and analysis, could forward the Strategic Plan and help ce sr. realize the community's vision. C) C) W W W a cc 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 111 Appendix 6 t: Caae 4eae • 8 R Review/Revise Strategic Plan 2O1c . 1. Strategic Plan What is a Strategic Plan and how will it be used? , A successful strategic plan is one that is integrated into the daily operations AMo pli�blen d Annual Setdd 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 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 Develop and Outline Action as necessary. The cycle (right) outlines 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 • CR 2 Discover, recognize and utilize the talents of our active, vibrant town core that serves us culturally, socially citizens and use these assets to address community needs. and economically; and, • CR 3 Foster a culture of public service and volunteerism. • Be civic-minded and friendly, taking responsibility for our • 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 1110 involve our youth in community governance. Civility • CR 6 Evaluate customer satisfaction with Town services or Our Pledge Build a community in which all can feel valued, a regular basis and implement appropriate service welcome and as though they belong. improvements. • 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 drives • 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 Maintain and Improve Community ' )ur Pledge Maintain a strong commitment to financial Infrastructure tability and local control, and will promote economic growth Our Pledge Maintain and improve our infrastructure to ensure hat leverages Fountain Hills'assets by building a dynamic, a high quality living experience, enhance economic opportunities iivArse economy that supports our community's needs and and support and protect property values and community tes 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 c 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 provider 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 it community. compromising service levels to existing residents and 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 )ur Pledge Make Fountain Hills a pedestrian- and bicycle- Our Pledge Protect the health and safety of our community riendly community by contributing to healthy lifestyles, and promote a high quality life. )roviding recreational and physical exercise opportunities to Strategic Directions :itizens, and taking advantage of Fountain Hills'closeness to • P 1 Promote and enhance community-based partnerships in he 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. antity. The Idea Box section of the plan is a collection of specific ideas offerer by residents and stakeholders. The ideas are presented neither with endorsement nor evaluation by the Town. The Idea Box is intended tc serve as a repository of tools and activities that can be considered to build the Town's annual action plan. If you have some ideas you'd likc included in the Idea Box, please provide them by visiting the Strategic =ountain Hills Strategic Plan 2010—Updated January 17, 2013 Plan's Web site at: www.fh.az.gov/strategic-plan.aspx JegAIN�� Q MEMORANDUM _ ' 14,gat is A�ti0+ DATE: January 28, 2013 FROM: Ken Buchanan, Town Manager` e) TO: Mayor and Town Council SUBJECT: BUDGET RETREAT The following is a review of the items discussed that staff will proceed with while developing the 2013/14 Annual Budget. General The Mayor and Town Council, minus two members due to illness,discussed the departmental core services and staffing levels, various projects,priorities,programs and funding issues leading up to the development of the 2013/14 Annual Budget. Operational Priorities, Strategic Goals(with SPAC recommendations),as well as a Five-year Financial Overview,were presented and discussed. Priority budget issues involved the Capital Improvement Plan and its funding level; Pavement Management Plan;Economic Development; Fountain Lake IGAs;Fire Station#2 location;Public Safety Fire Fee;Town Prosecutor position; Avenue of the Fountains Median Project; Saguaro Blvd Intersection Project; Saguaro Blvd.Road Bond Project; Community Partnership Funding Process; and the Budget Calendar. Core Services A brief review was conducted of the three Town departments of Administration,Development Services and Community Services relating the current core services provided with their associated staffing levels. There are 39 full time employees with 18 part time employees currently providing the necessary service levels of the core services within the three departments. No new staff positions for the 2013/14 Budget are requested. A 2.5%performance merit increase is recommended.The Pay Plan recommended is for 50.51 FTE positions,down 3.8% for personnel with benefits total from the 2012/13 Annual Budget. Administration Department's budget is estimated at$2,011,707 which is a lower budget by 21.9%due largely in part to the Pavement Management Plan. The department currently holds 10.08 FTEs and is comprised of the Town Manager,Town Attorney,Town Clerk,Finance Director, Human Resources Administrator. • Page 1 of 5 Development Services Department currently has 16.25FIE employees and estimates a budget of $1,856,281,which is 9.6%lower than the 2012/13 Budget. The department's core services Divisions are Planning(which contains the P&Z Commission,Board of Adjustment,General Plan; Strategic Plan implementation,Downtown Vision Plan,Zoning/Subdivision Ordinances, Dark Skies Ordinance, Signs Ordinance, Public Art Ordinance,TUPs, SUPS and Administrative Permits);Facilities(which contains Building Maintenance for Town Hall,Community Center, Library/Museum,Physical Plant, Fire Stations#1 and#2,Kiwanis Building and Community Theatre Buildings#1 and#2);Environmental Programs(which includes Storm Water, Wash Maintenance, Dam Maintenance,Air Quality, Solid Waste/Curbside Recycling,and Energy Efficiency Programs); Engineering(which includes Plan Review, Permitting,Engineering for ROWs,Traffic Control,Floodplains& Storm Drainage,Encroachment Permitting,Utility Construction coordination,and property transaction easement review); Building Safety(which includes Building Permitting,Building Inspection and Plan Review);Code Compliance(which includes Safety Hazards,Abandoned Vehicles,Property Maintenance and Illegal Sign Enforcement);and Mapping/Graphics(which includes Aerial Exhibits,As-Builts,Final Plats, Traffic Counts, Speed Limit Mapping,Trails Mapping,Traffic Accident Diagram Reporting, Sanitary Sewer District Atlas,and Banner and Display Boards). Community Services Department currently has 21.18 FTE employees and estimates a budget of $2,142,274,which is 4.1%lower than the 2012/13 Budget. The department's cores services include the Community Center Advisory Commission; McDowell Mountain Preservation Commission; Parks&Recreation Commission; Senior Services Advisory Commission;Parks Maintenance; Trails Operation and Maintenance;Community Center, Botanical Garden; McDowell Mountain Preserve;Public Arts Program; Recreation Programming for Youth/Teens; Special Interest; Adult& Youth Sports; Senior Programs including a Home Delivered Meals Program;and Community/Special Events Planning. Public Safety is comprised of(1)a Law Enforcement Contract with the Maricopa County Sheriffs Office for 3.8 beats plus a School Resource Officer,Animal Control/Shelter services, and Jail Fees,with an estimated budget of$2,976,860; (2)a Fire Service Contract with the Rural/ Metro Fire,with an estimated budget of$3,341,837(a 2.7%increase),which includes fire suppression,emergency medical services,Building Safety Fire Code Review services and the C.A.R.E support services program; and(3)the Fountain Hills Municipal Court currently staffed with 4 FTE(one reduced position due to the Pavement Management Program),with core services including civil/criminal traffic violations, misdemeanor offenses,town code/ordinance offenses,trials,hearings, sentence enforcement,orders of protection and harassment injunctions, teen court,and an estimated budget of$364,206, which is 9.6%lower than the 2012/13 budget. 2013/14 Annual Budget A Five Year Financial Overview was given by staff. Highlights were presented indicating a $2,000,000 Pavement Management Plan to be instituted in July-September of 2013; Economic Development Plan with re-consideration, adoption and implementation plan; Shea Blvd./Saguaro Blvd Road Improvement Project expected to be initiated; Community Partnership Funding Page 2 of 5 reduction considered as previously mentioned; and a 2.5%Personnel Performance Merit Increase,with an overall reduction in personnel costs of 3.8%from the 2012/13 Fiscal Year. Budget Assumptions for the 2013/14 Annual Budget include very little available funds;revenue projection are determined using both trend analysis as well as a 2% flat annual increase;no change in the State Shared Revenues; maintaining existing core service levels; inflation factor of 2%except in the Rural/Metro Fire Contract which is 3%,and with the Law Enforcement Contract with MCSO which has pass-through costs factored in;the Ellman Property is not included in any of the five-year estimates;no increase in personnel is projected; Community Center Debt is factored in the five-year estimates; and the TPT Construction Sales Tax is included in the projections. STATE FISCAL YEAR SHARED LOCAL TOTAL GF SURPLUS/ (July to June) REVENUES REVENUES EXPENDITURES (SHORTFALL) 2012-13 $5,015,416 $8,582,799 $13,548,620 $49,595 2013-14 $4,374,320 $8,817,852 $12,812,932 $379,239 2014-15 $4,609,611 $8,891,965 $13,131,630 $369,946 2015-16 $4,549,901 $9,134,356 $13,311,216 $373,041 2016-17 $4,621,293 $9,530,556 $13,642,371 $509,477 2017-18 $4,749,571 $9,768,591 $14,026,805 $491,356 a Operational Priorities were again reviewed since their development in August of 2012 by the Mayor and Town Council. They remain as follows: Pavement Management Program,Economic Development Plan, Fountain Lake IGAs,Fire Station#2,Town Prosecutor,Volunteer Program and Community Partnership Funding. The 2012/13 Strategic Goals were again reviewed. They entail twelve(12) Strategic Directions from Strategic Plan 2010 that are considered for inclusion at some level of progress into the 2013/14 budget,as follows: C3 Solicit public/stakeholder feedback;EV 1 Develop Economic Development Plan;EV2 Develop balanced, equitable,sustainable,local financing structure for core services; EV4 Promote retention,expansion and relocation of quality businesses; I2 Develop reliable funding source for infrastructure maintenance; CR7 Communicate the role of local government; CR2 and CR3 Expand volunteerism program; R2 Provide interconnected, multi-use trail and bicycle system; I3 Pavement management index program; C2 Support community events/activities to build community and friendship;CR1 Foster accessible,response governance;and CR6 Evaluate customer satisfaction on regular basis. SPAC provided the following priority strategic goals for the Town Council to consider in the FY2013-14 budget as well: 12 Evaluate and identify potential funding sources;I3 Create an executive summary of the current conditions assessment and publicize/distribute/communicate to constituents; I3 Adopt and implement the Pavement Management Plan; I9 Evaluate and identify potential funding options; Cl Review and update, if necessary,Council meeting policy; C3 Page 3 of 5 Develop a town stakeholder involvement plan/strategy; EV3 Identify next implementation stages of Downtown Vision Master Plan; and EV 1 Implement Economic Development Plan. Debt Service Levels were reviewed as well with a total of$11,475,000 expected to be paid by 2021. Priority Budget Issues were discussed at length. They are as follows: Capital Improvement Plan(CIP). There is currently$9.3 million available for 10-Year CIP programming and approximately $9.4 million is programmed. Due to the current discussion regarding the Avenue of the Fountains/Saguaro Intersection Project and the Saguaro Blvd. Road Bond Issue,along with the upcoming discussion of the Four Peaks Park Master Plan, and the required update of Development Impact Fees Infrastructure Improvement Plan there is a need to revisit the CIP in the coming budget cycle. Pavement Management Plan. The pavement management plan adopted by Resolution #2013-02 on January 24, 2013 was briefly discussed. The plan includes reprogramming existing funding in the 2012/13 Budget to begin pavement maintenance in April/June of 2013in the estimated amount of$867,000,if funds are available. Also programmed in the 2013/14 fiscal year is a$2,000,000 arterial street maintenance project beginning in July/September 2013 and finishing in the Spring of 2014. Subsequent fiscal years require Pavement Management to be prioritized with Public Safety in the minimum amount of $1,000,000 until the 2021 fiscal year for designated pavement maintenance zones. Fountain Lake IGAs. Considered a high priority as designated in August of 2012,a brief discussion occurred concerning the status and progress of the Reclaimed Water Intergovernmental Agreement between the Town and the Sanitary District. The Reclaimed Water IGA is scheduled to be in front of the Town Council at the end of February 2013. The Mayor and designated staff will then begin negotiations on the Fountain Lake IGA. Fire Station#2. Staff presented the fact that Fire Station#2 has ran its course and is in need of being relocated to a place where Response Times can stay within the desired 4 minute response time limit set in the Contract with Rural Metro. It is also a matter of prioritization within the CIP and subsequent programming is required. General discussion occurred regarding Station#2 siting and the merits of the two possible sites on Shea Blvd. or Fountain Hills Blvd. The development of a Master Plan depicting the siting of the current fire station locations,as well as,a future station when the Ellman and Adero Canyon developments begin developing, is required for Town Council consideration. Public Safety Fire Fee. Discussion and update occurred regarding the Town of Paradise Valley's recent enaction of a fee for fire service. The Town Attorney described the fee's structure and the concerns over the state statute in which the fee is based. No fee is being proposed with only on-going observation of the Paradise Valley Public Safety Fire Fee as it progresses for the upcoming 2103/14 fiscal year. C Page 4 of 5 Town Prosecutor. There have been on-going discussions regarding the present cost for the currently outsourced Town Prosecutor's position. There was considerable discussion regarding the merits of the current model used by the Town of Fountain Hills as well as how well the current system has worked. The Town Manager recommended that the current model be used whatever the Town Council ultimately decides to do. It was agreed that further discussion on the subject should occur in an upcoming Council Meeting to determine the subject's course. Avenue of the Fountains Median Project. The project was revisited under the auspices of how the project relates to the Capital Improvement Plan priority programming, Saguaro Blvd/Avenue Intersection Project,and the Saguaro Blvd. Road Bond Project. No action was taken other than what directives were previously given. Saguaro Boulevard Intersection Project. The project was discussed as it relates to the Avenue of the Fountains Median Project budget,the Capital Improvement Plan priority programming, and the Saguaro Boulevard Road Bond Project. Saguaro Boulevard Road Bond Project. In keeping with previous discussions regarding the Avenue of the Fountain Median Project,the Avenue of the Fountains/Saguaro Blvd Intersection Project and the Capital Improvement Plan,interrelatedness was discussed as it pertains to priority capital programming and budgeting. General discussion centered around keeping the Bond Project separate from the Intersection Project with respect to budgeting and bonding. The project is yet to be determined pending final decision on the Intersection Project. Community Partnership Funding Policy. Staff presented a proposal to address the issue of a funding policy for the various partnerships. The proposal is based on the City of Cottonwood's"Building Better Communities"grant process which is utilized by many local governments across the country. Much discussion centered around the various funding levels and how they should be determined by interrelatedness to the current core services and administered/proposed by the Department Heads and Town Manager. The general understanding is that proposed funding levels will be presented by the Town Manager with recommendations given for consideration by the Mayor and Town Council. Budget Calendar A review of the 2013/14 Annual Budget Calendar was presented. The calendar requires that a balanced budget be presented to the Mayor and Town Council by April 22,2013. A Budget Open House will be held the week of April 29,2013 along with three budget meetings on May 6,7, and 8. Community Partnership funding consideration is scheduled for May 8,2013. Adoption of the Tentative Budget is scheduled for May 16,2013 with the final budget adoption scheduled for June 6,2013 and adoption of the Tax Levy on June 20, 2013. Page 5 of 5 TOWN OF FOUNTAIN HILLS o,, OFFICE OF TOWN MANAGER INTER OFFICE MEMO n zr e TO: Mayor and Town Council DATE: March 5,2013 FR: Ken Buchanan,Town Manager RE: Economic Development Plan The Mayor and Town Council reviewed the proposed "draft" Fountain Hills Economic Development Plan and recommended that additional focus areas be included to address further Retail efforts, Education Institution attraction that provides further economic opportunities, population leakage by attracting a more balanced demographic community and an organizational approach to implementing the economic plan. After many attempts to address the above, staff concluded there is a need for further assistance from interested, qualified citizens of the community to help with redrafting the economic development plan. It is recommended that a five(5)to seven(7) member working group Ad Hoc Committee be appointed comprised of local citizenry with experience with economic development business attraction, business retention/expansion, tourism, and/or community planning to assist the Town Manager with a redraft of the economic development plan to be brought back to the Mayor and Town council for consideration and adoption no later than July 1 a` 2013. The Ad Hoc Committee charge will be the following: 1. Review the eight (8) values identified in the Fountain Hills Strategic Plan goals for the development of an economic development plan. 2. Review and make recommendations concerning the current"draft economic development plan's objectives. a. Grow the Community's Economy b. Maximize the Community Talent c. Enhance the community quality of life 3. Review and make recommendations concerning the seven (7) recommended focused approaches to achieving the stated objective which include: a. Business Attraction b. Business Retention& Expansion c. Entrepreneurial Development d. Foundational Maintenance e. Locational Catalysts 4. Review and make recommendations for the targeted business sectors: a. Tourism and Recreation b. Professional, Technical and Scientific Services c. Healthcare, Medical Biosciences and Wellness d. Finance and Insurance 411) e. Retail f. Education 5. Review and make recommendations regarding Population Leakage and attraction of more demographically balance community to assist the availability of a viable workforce. 6. Review and make recommendation regarding "an Organizational Approach" to implementing an adopted economic development plan. 7. Provide a written report and public presentation to the Mayor and Town council on or before July 1 2013 for consideration and adoption. I will be happy to discuss further any issues or details at your convenience. Priz0 , ,,,N)-, .., ..._.„.. 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Memo sdill 01; To: Town Council CC: Ken Buchanan, Town Manager From: Strategic Planning Advisory Commission Date: February 6, 2013 Re: Economic Development Plan Recommendation In January,the Strategic Planning Advisory Committee (SPAC) unanimously voted to recommend to the Town Council the expedient adoption and subsequent implementation of the proposed Economic Development Plan. SPAC also moved to unanimously recommend that the town manager initiate immediate planning and hosting of the Economic Development Summit as recommended by the Plan to bring stakeholders and those interested in expanding the local economy together to review the Economic Development Plan and to set a course for its implementation. The purpose of the Summit should include an introduction to the Plan, development of an organizational structure (e.g., a new committee, task force, subcommittees), identification and prioritization of specific implementation initiatives, and delineation of stakeholder partner roles and responsibilities. In preparation for the Summit, SPAC requests that the town's legal counsel review and recommend viable organizational structures that could accommodate the implementation of the Economic Development Plan in the most effective manner relative to open meetings requirements.