HomeMy WebLinkAboutSPAC.2013.0116.Minutes _
TOWN OF FOUNTAIN HILLS
MINUTES OF THE FOUNTAIN HILLS
STRATEGIC PLANNING ADVISORY COMMISSION MEETING
January 16,2013
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
Present for roll call were the following members of the Strategic Planning Advisory Commission: Chair Nick
DePorter and Commissioners Peter Bordow, Mike Dooley, and Curt Dunham. Vice Chair Audra Koester Thomas
joined the meeting at 4:08 p.m. Commissioner Magazine attended via teleconference. Commissioners Denise
Atwood was excused. Youth Commissioner Sarah Traylor was present.
Also present were Town Manager Ken Buchanan 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 DECEMBER 12,
2012
Commissioner Dooley MOVED to approve the December 12, 2012 meeting minutes and Commissioner Bordow
SECONDED the motion, which CARRIED UNANIMOUSLY by those present.
AGENDA ITEM#5—TOWN MANAGER'S UPDATE
a. Economic Development Plan
Mr. Buchanan stated that staff presented the draft Economic Development Plan to the Council at a Work Study
Session and that Council suggested strengthening the language by adding the following: (1) bolster retail
strategy; (2) higher education development; (3) population leakage/fluctuation; and (4) organizational approach,
e.g., working through SPAC with subcommittees, or a more informal approach following a summit, or formalize
implementation by creating a commission. He noted that revised draft language will go back to Council in
March.
AGENDA ITEM#6— PRESENTATION REGARDING THE TOURISM WEBSITE AND BRANDING
PROGRAM AND HOW THEY RELATE TO ECONOMIC DEVELOPMENT BY MARK
MCDERMOTT AND FRANCESCA CAROZZA OF THE FOUNTAIN HILLS & FORT MCDOWELL
VISITORS BUREAU
Tabled.
AGENDA ITEM#7— DISCUSSION REGARDING ATTRACTING EQUESTRIAN RELATED
BUSINESS TO FOUNTAIN HILLS
Tabled.
Page 1 of 4
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AGENDA ITEM#8— DISCUSSION REGARDING THE PROPOSED ECONOMIC DEVELOPMENT
PLAN AND A DRAFT PROPOSAL TO FOUNTAIN HILLS TOWN COUNCIL FROM THE STRATEGIC
PLANNING ADVISORY COMMITTEE
Commissioner Magazine recapped the history leading up to development of the Draft Proposal to Fountain Hills
Town Council(copy attached)and reviewed details of the draft proposal to execute an adopted Economic
Development Plan by utilizing a Steering Committee. He stated that Open Meeting Law would need to be taken
into consideration.
Vice Chair Koester Thomas suggested holding the proposed summit that is outlined in the draft Economic
Development Plan(copy attached)in order to bring stakeholders together and allow them to decide what they
want to do regarding the appropriate implementation entity and priorities.
Chair DePorter suggested having an implementation group work through the Town Manager's office.
Discussion ensued regarding accountability, implementation,and the need to have the Town Attorney review the
implications of Open Meeting Law with respect to the utilization of a Steering Committee.
Commissioner Bordow MOVED to proceed with the recommendations in the Draft Proposal to Fountain Hills
Town Council and Commissioner Magazine SECONDED the motion.
Following further discussion, Commissioner Bordow withdrew his motion and AMENDED the motion to include
a recommendation in the proposal that SPAC having primary accountability for organizing the summit.
Commissioner Magazine withdrew his SECOND to the original motion and SECONDED the amended motion.
Commissioner Bordow restated the amended motion as follows: (1)that the proposal be reviewed by legal
counsel to obtain an opinion about whether or not it meets the goal of operating outside Open Meeting Law; (2)
that the proposal be subject to suggestions by the stakeholders at the meeting; and(3)creating the summit by
SPAC be a top priority.
The question was called and the MOTION FAILED on a 3-3 roll call vote.
Commissioner Dunham MOVED that(1)SPAC work to get the plan adopted; (2)as part of the adoption,
direction be given to the Town Manager to put together a working group or task force to organize and implement
the summit, with the draft proposal being part of the summit agenda; (3)that legal options presented to the
summit as far as Open Meeting Law. He stated that the summit needs to happen quickly after plan adoption.
Commissioner Dooley SECONDED the motion.
Mr. Buchanan reviewed the strategies listed in the implementation section of the Economic Development Plan
and pointed out that Open Meeting Law applies any time Council appoints a committee.
Pursuant to a roll call vote,the MOTION CARRIED 6-0.
It was agreed that a memorandum to Council from SPAC outlining the approved recommendations will be drafted
by Commissioner Dunham, with support from Commissioner Bordow.
Commissioner Magazine excused himself from the teleconference.
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AGENDA ITEM#9— DISCUSSION REGARDING UPDATES TO STRATEGIC PLAN TO BE
CONSIDERED BY COUNCIL ON JANUARY 17,2013
Chair DePorter stated that Strategic Plan updates will be on the agenda at the Council meeting tomorrow night
and that he will be there to recommend approval.
Commissioner Dooley MOVED to accept the memorandum to the Council regarding implementation ideas(copy
attached)and Chair DePorter SECONDED the motion, which CARRIED UNANIMOUSLY by those present.
AGENDA ITEM#10— DISCUSSION REGARDING RECOMMENDATIONS FOR SPECIFIC
INITIATIVES FOR COUNCIL TO CONSIDER AS PART OF FY 13-14 BUDGET (PER STRATEGIC
PLANNING PROCESS)
Chair DePorter stated that Suggested Budget Priorities and Initiatives were submitted by Vice Chair Koester
Thomas (copy attached).
Discussion ensued and it was noted that the Strategic Planning process includes offering specific budget
initiatives.
Vice Chair Koester Thomas proposed adding"13 Adopt and implement the Pavement Management Plan"to the
recommended initiatives. She also noted that the Cl recommended initiative should read"Council Rules of
Procedure" instead of"Council meeting policy."
Chair DePorter MOVED to approve all of the suggested initiatives and Commissioner Bordow SECONDED the
motion, which CARRIED UNANIMOUSLY by those present.
Vice Chair Koester Thomas volunteered to write a memorandum to Council stating SPAC's recommended budget
initiatives.
AGENDA ITEM#11 — DISCUSSION REGARDING THE NVG RESEARCH PROJECT ENTITLED
"COMPETITIVE ADVANTAGES AND REGIONAL COLLABORATIVE OPPORTUNITIES FOR
BUSINESS DEVELOPMENT IN THE TOWN OF FOUNTAIN HILLS"
Chair DePorter reported that there is no status and recommended that this item be pulled from the agenda until
there is a status.
There was no discussion.
AGENDA ITEM#12— DISCUSSION REGARDING THE NVG RESEARCH PROJECT ENTITLED"A
SURVEY AND PROFILE OF CURRENT BUSINESSES IN FOUNTAIN HILLS"
Chair DePorter stated that Mr. Buchanan has recommended that we accept the final report(copy attached). He
MOVED to accept the report and shelf it for Mr. Buchanan's resource library.
Commissioner Dooley SECONDED the motion.
Discussion followed regarding obstacles to obtaining a presentation by Dr. Brooks.
AGENDA ITEM#13— SCHEDULE UPCOMING MEETINGS
It was noted that SPAC meetings are scheduled on February 13, 2013 at 4:00 p.m. and March 13, 2013 at 4:00
p.m. An additional meeting was scheduled on April 10, 2013 at 4:00 p.m.
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AGENDA ITEM#13— ADJOURN
Commissioner Bordow MOVED to adjourn at 5:40 p.m. and Vice Chair Koester Thomas SECONDED the S
motion, which CARRIED UNANIMOUSLY by those present.
Shaunna Williams,Recording Secretary
Page 4 of 4
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Proposal
To Fountain Hills Town Council
The overriding objective of any economic development plan is to diversify the economy
so as to produce more high paying jobs which, in turn,will increase the sustainability of
our retail operations, increase the age diversity of the town, and provide more tax
revenue. This is obviously a huge undertaking and there are no guarantees of success. But
Fountain Hills must take the first steps. As stated by Dr. Brooks of ASU, we must
recognize the urgency of the situation and take immediate action. The number of possible
tasks are too numerous to list, and if not approached properly creates the risk of having
people throw up their hands and say it's "impossible". Many are contained in the
excellent draft "Economic Development Plan"transmitted to SPAC and Council.
With the assumption that the Council will adopt some form of the plan presented by Ken
Buchanan, we believe that a critical component is an implementation plan that
recognizes the lack of funding available for such an undertaking; i.e, the use of external
consultants is unlikely. Therefore,we believe private citizens of Fountain Hills must step
forward to effectively accomplish the tasks that must be completed to bring the Economic
Development Plan to fruition.
Whatever implementation method is decided upon should result in the ability to set clear
objectives, priorities and responsibilities as well as to provide measurable status and
io
success criteria.
Therefore,we propose for your consideration the following:
1) The acknowledgement that to be successful,the effort requires a public-private
partnership.
2)That a steering committee be established under the aegis of the Strategic Planning
Advisory Committee titled: Fountain Hills Committee For Economic Develop-
ment
3) The Committee shall have a Chairman and between 8-10 members representing
the Council, SPAC,the Chamber and others with specific expertise in the substantive
areas to be addressed eg. healthcare/wellness, software etc.
4)The role of the steering committee shall be to:
• Examine the recommendations contained in the adopted Economic Development
Plan and determine priorities for action. Further,to establish
timelines for action.
• Create subcommittees (not necessarily from the steering committee)to be
actively involved with specific objectives as set by the steering committee. Eg.
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outreach to other institutions and organizations in the metropolitan area,
identification of businesses that are prime targets for expansion to Fountain
Hills, etc. and whatever other subcommittees deemed appropriate by the steering
committee. Members of the subcommittees will be chosen by the Steering
Committee and shall be knowledgeable residents of Fountain Hills as well as
other experts in the region who might be in a position to be of assistance.
• Report, in person or in writing,to the SPAC on a monthly basis re progress to
date and any other issues the Steering Committee wishes to address.
• Report to the Council as necessary or as requested by Council.
We strongly believe the Steering Committee and subcommittees, if established,
Must have complete freedom to meet free from any restrictions under the Arizona
Open Meeting Laws so as to facilitate open debate and discussion. Therefore, if
Council concurs with this approach, Town legal staff should review the recommended
Plan, and if potential violations of the Open Meeting Law are identified, SPAC and
Council should consider alterations to the plan to avoid this pitfall.
We trust the Council will accept these recommendations in the spirit in which it is
intended. We are all in this together. SPAC stands ready to assist the Council in any
way you deem appropriate.
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Fountain Hills Economic Development Plan
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November 2012 Draft Page 3 of 19
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Fountain Hills Economic Development Plan
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Table of Contents
Growing Our Economy is Critical 5
Strategic Approach 7
Our Commitment to Success 8
Fountain Hills Economic Game Plan 9
Business Attraction 11
Goal: Attract new business growth to diversify the Fountain Hills economy. 11
Business Retention and Expansion 13
Goal: Retain and expand existing businesses. 13
Entrepreneurial Development 14
Goal: Establish Fountain Hills an entrepreneurial center. 14
Foundational Maintenance 14
Goal: Ensure that the tools, systems, and structures effectively support economic growth.
14
Locational Catalysts 15
Goal: Revitalize and maximize the economic opportunities of community assets 15
Strategic Implementation 17
Performance Metrics 19
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November 2012 Draft Page 4 of 19
Fountain Hills Economic Development Plan
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Growing Our Economy is Critical
Economic development builds upon local assets to maximize resources in a way that enhances
economic opportunities while improving the community's quality of life in a sustainable way.
Fountain Hills was originally master-planned by McCullough Properties over 40 years ago to be
a diverse community of residential, commercial, and employment that supported a vibrant live,
work, and play environment. Since 1989 when the Town incorporated, Fountain Hills has
continued to evolve its vision, committed to ensuring a high quality of life for both residents
and visitors.
Like most communities throughout the U.S.,the Great Recession has had an impact on
Fountain Hills. However, the downturn has also provided an important opportunity for the
community to redirect efforts and identify strategies to position the community for long-term
success. The Town of Fountain Hills economic development vision is to be economically
sustainable and anchor our vitality in an active vibrant town core that serves the community
culturally, socially, and economically. To attain this vision,the following criteria will be used to
track economic success:
• Multi-generational community that provides opportunities to live, work, learn, and play
• Established regional destination
• Strong economic identity and business friendly
• Economic diversity
• Known for its strong vision and sense of place
Business growth is critical to creating community wealth and is an important component of any
economic development strategy. However, ensuring the right mix of business development is
also important to maintaining a vibrant economy in Fountain Hills that can withstand
downturns in economic cycles. Attracting and retaining quality, well-paying jobs help to
diversify the economic base and fosters a live/work atmosphere. Attracting and developing
business activities that create wealth and revenues in Fountain Hills is required to achieve the
community's vision of long-term economic sustainability.
To achieve community wealth and generate revenues,there are two types of business activities
that must be present in the local economy. These are "basic" and "non-basic" activities.
Basic economy is defined as an activity that will bring new
dollars into the community. Building a basic economy comes in Basic activities bring
a wide range of activities from tourists staying in town at local new revenues into
hotels to a manufactured product made or processed in a Hi
Fountain Hills being sold and distributed outside its boundaries.
Money coming into the community creates jobs and wealth.
November 2012 Draft Page 5 of 19
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Fountain Hills Economic Development Plan
However, a sustainable economy also requires activities that will keep those revenues in the
�- local economy as long as possible. Therefore, it is critical to
build a non-basic economy. These are activities that keep [on-basic activities
dollars already in the local economy in Fountain Hills. The
longer the dollar stays and circulates in the local economy, the
more jobs and businesses it creates. The types of businesses that re-circulate that dollar include
service type activities such as grocery stores, dry cleaners, and local retail.
A vibrant, sustaining economy will not occur without a healthy blend of both basic and non-
basic activities present. Ensuring a diverse mix of both types of businesses also helps to buffer
against an economic downturn and fluctuations in business cycles, as well as recession-proof
the local economy. This is critical because the Town of Fountain Hills depends on locally-
generated sales tax revenues to provide community infrastructure, amenities, and services.
Both basic and non-basic activities are critical to the future viability of Fountain Hills.
One last important concept to address is leakage. This is -11.14
defined as dollars leaving the community or residents having or 110eakage is when
choosing to purchase goods and services outside of the revenues leave Fountain
community. Even in the most diversified local or regional Hills.
economy some leakage occurs. However, the longer a
community can retain those dollars created through local economic activity the more the
L economy expands. Encouraging local spending generates revenues that can be used to improve
streets, expand parks, and meet the public needs of residents.
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Fountain Hills Economic Development Plan
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Strategic Approach
Building a diversified economy with both basic and non-basic activities requires a
comprehensive strategy. Both types of economic strategies require different approaches. The
purpose of the Fountain Hills Economic Development Plan is to present the community's
approach to achieve long-term economic success.
Fountain Hills is not an economic or employment hub. In fact, most employed residents
commute out of the community to their employment destination. This reality translates into a
daytime population which is significantly less than the night time population. Fountain Hills also
experiences a significant shift in population from winter months and summer months.
Building a strong local employment base comprised of base sector employers is critical to the
development of a well-rounded, sustainable, and vibrant community. Base sector employers
provide the expansion and diversification to a community's economic base. The jobs created by
base sector employers, especially quality jobs, contribute to local prosperity.
A strong employment base supports local businesses and commercial districts. There is a
positive correlation between local employment and spending in the local economy by
employees. People who work in a community tend to spend a portion of their money
purchasing goods and services from local businesses.
C. To illustrate this point, an analysis by the International Council of Shopping Centers shows that
office workers patronize local establishments and, not only spend money dining out, they also
spend money on convenience goods. The lunch and convenience item spending of these
workers can be a substantial part of local retailers' revenue. Additional spending may occur by
workers who choose to shop locally, to avoid rush hour traffic, for regularly needed items. A
strong employment base increases the daytime population and contributes to the success of
local service sector businesses. Many merchants, particularly those engaged in hospitality
businesses such as restaurants depend on daytime traffic to make ends meet. The town has
experienced reluctance on the part of potential chain restaurants to open in Fountain Hills due
to the low daytime population. The attraction of quality base sector employers provides
daytime population which increases the likelihood of additional service sector businesses
locating in the community.
Attraction of base sector businesses enhances the quality of life for citizens in four significant
ways:
1. It provides opportunities for citizens to work locally versus commuting outside of the
community for employment.
2. It attracts people from outside of the community who spend money locally but don't
require town services.
3. It evens out the seasonal fluctuations in the population and spending which lessons the
impact and strain on local businesses who struggle during the summer months.
November 2012 Draft Page 7 of 19
Fountain Hills Economic Development Plan
4. It increases the viability of the Fountain Hills market to attract other desired goods and
services.
The Fountain Hills market is often perceived as being oversaturated with retail, although the
Town lacks empirical evidence that such is the case. A recent trade area analysis commissioned
by Town Council indicates that there is an abundance of certain services and retailers and a
deficit of other. Compounding this problem, as suggested earlier, is the reality that the
inventory of retail space aligns itself with accommodating a population much larger than the
summer population of Fountain Hills, or even the winter population for that matter.
Tourism and recreation plays a significant role in the Fountain Hills economy. According to a
recent study by the national travel research firm Dean Runyan Associates,total visitor spending
in the Fountain Hills and Fort McDowell destination area have increased as a result of the
opening of two new lodging establishments in 2005—the Radisson Fort McDowell Resort and
the Fountain Hills Holiday Inn. Gaming at Fort McDowell, area golf, and the large number of
vacation home rentals attract visitors that tend to stay longer and spend more.
The Fountain Hills Fort McDowell destination area consists of the town of Fountain Hills, the
Fort McDowell Yavapai Nation, the McDowell Mountain Regional Park and the "The Verdes"
communities (Rio Verde,Tonto Verde, and Vista Verde). The overall destination product mix is
very strong in offering what traditional travelers to Arizona are seeking: scenic beauty; outdoor
adventure; desert experience; golf, resorts and spas; Native American and Old West culture;
performing arts and festivals; and of course, sunshine. In addition, the destination offers unique
attractions such as the town's iconic Fountain, an excellent museum of area history, and even a
nationally recognized disc golf course. Tourism and recreation brings new money into the
community while non-basic activities keep those dollars in Fountain Hills. Another benefit of
tourism and recreation is that these activities introduce new visitors to Fountain Hills with the
prospect of relocating either their residency or business as a result of their experience. Building
on all of Fountain Hills' assets and opportunities is critical to the successful expansion of the
local economic base.
Our Commitment to Success
The Town of Fountain Hills is committed to
building a sustainable community and high- Strategic Plan Values
performing organization. In 2010, the Town Civility
Council approved a community-wide Strategic Environmental Stewardship
Plan. The strategic plan is integrated into the Civic Responsibility
daily operations of the Town's organization. All OIEducation, Learning & Culture
proposals and initiatives are evaluated in Recreational Opportunities & Amenities
relationship to the Strategic Plan. Economic Vitality
Maintain & Improve Community
The Strategic Plan Vision for Fountain Hills is to nfrastructure
be a distinctive community designed to h & '
November 2012 Draft Page 8 of 19
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Fountain Hills Economic Development Plan
invigorate the body, mind, and spirit and strive 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.
The 2010 Strategic Plan identified the priority initiative for the Town was to maintain financial
stability and local control, and promote economic growth to support the community's needs
and promote successful businesses. Economic Vitality was one of the eight values identified in
the Strategic Plan along with these eight directives:
• EV1 - 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 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.
Fountain Hills Economic Game Plan
Economic development requires a public/private partnership to comprehensively build a strong
economic base in Fountain Hills. Everyone has a role to play. The Town, business groups, civic
organizations, businesses, and residents all can contribute to ensuring that Fountain Hills'
economy grows. Creating more base jobs locally attracts more year-round residents to live,
work, and play in the community.These jobs expand the market for local businesses creating
revenues that support the community's quality of life. As revenues are generated and the
economic base expands, revenues are available for needed basic services such as parks,
recreation, and roadway improvements.
Our economic development game plan is a multi-tiered approach to building a strong economic
base.
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November 2012 Draft Page 9 of 19
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Fountain Hills Economic Development Plan
Economic Objectives are the broad desired achievement that through the implementation of
the Economic Development Plan Fountain Hills will accomplish. The economic objectives are:
• Grow Our Economy
• Maximize Our Talent
• Enhance Our Community
Our Focused Approach is how Fountain Hills is going to achieve its economic objectives. All five
are important and would be addressed simultaneously. The focused approach is through the
following strategic initiatives:
• Business Attraction
• Business Retention and Expansion
• Entrepreneurial Development
• Foundational Maintenance
• Locational Catalysts
Targeted Industry Sectors are the business sectors that offer Fountain Hills the most
opportunity and will be pursued through our focused approach. The industry sectors help the
community meet the stated economic objectives.
• Professional, Technical, and Scientific Services
• Healthcare, Medical, Biosciences, and Wellness
• Finance and Insurance
• Tourism and Recreation
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November 2012 Draft Page 10 of 19
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Fountain Hills Economic Development Plan
The graphic that follows illustrates the tiered approach to building a strong economic base.
Targeted Vibrant
Economic Focused Sustainable
Objectives Approach Industry Community
Sectors
Grow Our Economy Business Attract'.P Professional,
echnical&Scientific
Business Retention Services
Maximize Our Talent Expansion
'Heathcare,Medical,
Entrepreneurial Biosciences&
Enhance Our Development Wellness
Community
Foundational Finance&Insurance
Maintenance
Tourism&Recreation
Locational Catalysts
Following is a description of the goals and actions that will be taken to achieve the economic
objectives.
Business Attraction
Goal: Attract new business growth to diversify the Fountain Hills economy.
FOUNTAIN HILLS POSITION
Based on existing community assets and regional opportunities, Fountain Hills will focus
business recruitment efforts within the following targeted industry sectors as defined by the
North American Industry Classification System (NAICS) of the U.S. Census Bureau:
• Professional,Technical, and Scientific Services (NAICS 54)
• Healthcare, Medical, Biosciences, and Wellness (NAICS 62)
• Finance and Insurance (NAICS 52)
• Arts, Entertainment, and Recreation (NAICS 71)
These sectors offer higher wage professional positions that match our labor force and build
upon existing regional clusters.
GAME PLAN
aw 1. Facilitate and/or recruit new base sector employment opportunities.
November 2012 Draft Page 11 of 19
Fountain Hills Economic Development Plan
Action Steps:
• Develop an inventory of office space and implement office recruitment strategies for
advanced business services and healthcare, medical, and bio-medical businesses which
can occupy existing space.
• Initiate a higher education feasibility study to determine and assess the existing
educational resources and provide strategic direction for the attraction of higher
education to Fountain Hills.
• Initiate a healthcare and wellness feasibility study to assess the current healthcare
environment, determine the additional healthcare services needs, and identify potential
growth strategies.
• Continue to build on relationships with economic development entities, like the Greater
Phoenix Economic Council (GPEC) and Arizona Commerce Authority (ACA), to cultivate
leads for new businesses that could potentially locate to Fountain Hills. Respond to
these leads as appropriate and feasible.
2. Recruit local business owners, who operate their business outside of Fountain Hills,to
make their offices in town.
Action Step:
• Identify targeted business owners and communicate the advantages of relocating
businesses to Fountain Hills as a viable business expansion/relocation venue.
3. Target recruitment efforts on those businesses identified in the retail market analysis.
Action Step:
• Identify opportunities to connect directly with retailers to discuss Fountain Hills as a
location for their retail operation.
4. Develop and execute a communication strategy aimed at the targeted industry sectors.
Action Steps:
• Provide current data on the economic dynamics of Fountain Hills and the region to
prospects and site selectors electronically and through print materials.
• Establish a strong economic development presence on the Town's website with content
and messaging geared toward targeted business sectors.
• Develop collateral materials and messaging about Fountain Hills' position related to the
targeted business sectors.
5. Implement a comprehensive tourism and recreation development program.
Action Steps:
• Actively pursue the Vision Plan's core element of a first class performance venue in
Fountain Park as the central attraction component for enhanced downtown vibrancy
through non-resident visitation as well as increased resident patronage.
• Collaborate with Fort McDowell Yavapai Nation to adequately fund and implement a
destination marketing effort focused on niche tourism segments such as golf(Sonoran
November 2012 Draft Page 12 of 19
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Fountain Hills Economic Development Plan
Desert Golf Trail), weddings, desert/Southwest Experience, Native American Heritage
and Old West experience, and arts.
• Promote the Community Center and other local venues as viable meeting and event
centers.
• Explore the feasibility and initiate strategies to expand hospitality facilities in Fountain
Hills.
• Develop more multi-day major events to Fountain Hills while ensuring long-term
viability of existing events.
• Implement a program to attract more group tours to Fountain Hills.
Business Retention and Expansion
Goal: Retain and expand existing businesses.
FOUNTAIN HILLS POSITION
The bulk of new jobs created in this country are created by existing companies. Therefore, an
effective business retention and expansion (BRE) program is an important component of any
community business plan. Engaging in ongoing dialogues with existing businesses can inform
labor force development programs as well as potential business recruitment targets.The
retention of existing business is a key measure of the strength of the local economy and the
1416.- relative success of the business within the community. With a seasonal population, Fountain
Hills struggles to maintain home-grown restaurants and retail establishments. A formal BRE
program in Fountain Hills would help to identify those companies at risk of failing or leaving the
community and providing preemptive measures to ensure their success. Adopting traditional
goals of a business retention program, Fountain Hills BRE program will address the followings:
• Identify companies with plans to expand
• Identify companies at risk of leaving/downsizing
• Identify company and community problems
• Provide assistance
• Build relationships
GAME PLAN
6. Implement a business visitation program for base sector industries,targeting those
businesses which align with NAICS 52, 54, 62, and 71.
Action Steps:
• Utilize an electronic tool/system specific for business retention, like the Synchronist
Business Information Systems, for use in the business retention outreach.
• Regularly interview, evaluate the results of the interviews, and identify policies or
incentives that would be helpful to retaining existing businesses.
1 Blaine Canada, Ltd,Synchronist
November 2012 Draft Page 13 of 19
Fountain Hills Economic Development Plan
• Annually conduct an economic summit to understand business needs and changes
within the economy.
Entrepreneurial Development
Goal: Establish Fountain Hills an entrepreneurial center.
FOUNTAIN HILLS POSITION
Arizona has been ranked very high nationally in entrepreneurial activity and new business
starts. According to the Arizona Commerce Authority, the attraction is that Arizona's business
and property taxes are low, as well as workers' compensation costs. It is critical for long-term
success to ensure that new business start-ups and entrepreneurs have a solid foundation. Some
of the basic mistakes that lead to entrepreneurial failure include:
• Poor business planning
• Inadequate funding
• Choosing the wrong business structure
Creating the environment within Fountain Hills that fosters the entrepreneurial spirit and
assists new business start-ups is an important component of the economic program. In 2010,
the Fountain Hills Business Incubator was established as a public/private partnership to
enhance the entrepreneurial success rates.
GAME PLAN
7. Create a support structure and assistance for entrepreneurial growth.
Action Steps:
• Utilize the Business Incubator to grow new businesses and assist others that may be
struggling.
• Annually evaluate the Business Incubator effectiveness to ensure it is achieving its
mission and providing adequate return on investment.
• Partner with existing groups and organizations to assist with business start-ups,
mentoring, and other resource identification and deployment.
Foundational Maintenance
Goal: Ensure that the tools, systems, and structures effectively support
economic growth.
FOUNTAIN HILLS POSITION
Lir Community foundations are those resources such as infrastructure, regulations and policies,
education and training, and capital that are the building blocks for a strong economy. Successful
November 2012 Draft Page 14 of 19
� U
Fountain Hills Economic Development Plan
community and economic development programs are dependent upon this solid framework for
growth and sustainability.
GAME PLAN
8. Identify and promote viable incentives for businesses locating to Fountain Hills that relieve
fiscal burdens and/or make the businesses more competitive.
Action Steps:
• Perform a comprehensive survey of incentive tools and strategies currently being
successfully employed by communities throughout the metro area.
• Compose business assistance and incentive package/proposal for Council's
consideration and possible adoption.
• Develop and execute a strategy to communicate the availability of incentives as adopted
by the Council to targeted businesses.
9. Ensure a business-friendly environment within Fountain Hills.
Action Steps:
• Identify, inventory, and review Town regulations that are onerous for economic
development efforts.
• Develop a plan to make regulatory modifications that would facilitate economic
development activities that align with creating a more vibrant business environment
while not compromising community values.
10. Maintain Fountain Hills' physical infrastructure to support economic development.
Action Step:
• Adequately fund and maintain capital improvement projects that maintain the Town's
investment and improve the community's quality of life.
11. Ensure Town services meet community needs and achieve a more sustainable revenue
balance.
Action Step:
• Collaboratively pursue funding strategies that meet the current and future needs of the
Town of Fountain Hills.
Locational Catalysts
Goal: Revitalize and maximize the economic opportunities of community
assets.
FOUNTAIN HILLS POSITION
L
Fountain Hills has tremendous geographic and locational assets that can serve as a catalyst for
economic growth. These business development areas include the Civic Center, Avenue of the
November 2012 Draft Page 15 of 19
Fountain Hills Economic Development Plan
Fountain Hills, Fountain Park Area, Shea Corridor, and Saguaro Boulevard. Each asset has
development that has occurred, is occurring, or is in need of revitalization. Continual evaluation
and action planning is needed to ensure that these assets are not under-utilized and are
developed in such a way to enhance the long-term sustainability of the community.
In 2009, the Town of Fountain Hills adopted the Downtown Area Specific Plan that identified
nine districts that offered revitalization and development opportunities. These districts
included:
• Business District: Center of downtown commerce that promotes entrepreneurship
through a variety of commerce related opportunities and business related uses.
• The Avenue District: Core of the downtown with a comfortable atmosphere for
strolling, sight-seeing and shopping. This district will evolve into a premier shopping
destination for residents and a must-visit magnet for visitors.
• South End District: Envisioned as a mixed-use downtown residential neighborhood that
is complemented with small neighbor-hood-oriented commercial, second story offices,
and specialty shops. This district will contain a "village square" that will provide the
downtown with a prominent park.
• Residential District: Currently developed as condominiums and is a vital component in
providing an infusion of people into the downtown area and enhancing the vitality and
quality of the downtown experience.
• West Side District: A true mixed-use district where residential infill as well as retail,
Loffices, and services will be encouraged. This is also a possible location for a future large
entertainment anchor.
• Civic District: Current home of the Town Hall, Community Center, Library, and Museum.
This district will be enhanced with future additional artwork and possibly infill
development such as a community pool or similar uses that will enhance the quality of
life for the town residents and visitors.
• Service District: Existing commercial area and the current location of Fountain Hills
Plaza (aka Bashas' plaza). Community oriented businesses in this area will be maintained
as an important component of the downtown and the community as a whole.
• Lakeside District: Provides a dynamic transformation of a portion of the existing
Fountain Park. This district will become a unique, amenity-oriented open space
environment with a prominent performance venue and the possibility of some specialty
retail shops, café's, and other appropriately sized businesses.
• Park District: The majority of Fountain Park will remain as it is. Potential improvements
include more trees, decorative park lighting, seating areas, signage, and park
furnishings. The park will remain as a primarily passive recreational area.
Each district is intended to have its own unique character and yet each district will also blend
harmoniously with the other downtown districts to create the "Downtown Vision."The
Downtown Vision gives the Fountain Hills downtown area its unique character and appeal while
providing for an invigorated business climate as well as an increased quality of life for the town
residents and visitors.
November 2012 Draft Page 16 of 19
a
Fountain Hills Economic Development Plan
Though much emphasis has been placed on the Downtown Specific Plan area, the Shea
Boulevard Corridor and Saguaro Boulevard offer economic development opportunities that
should not be overlooked.
GAME PLAN
12. Develop and prioritize an implementation strategy for the Downtown Specific Plan.
Action Steps:
• Identify and mitigate land use restrictions and zoning within the Districts which are
hampering development as envisioned and identified in the Area Specific Plan.
• Identify and assess potential conflicts between vehicular and pedestrian traffic in
downtown.
• Evaluate parking quantity and quality.
• Ensure public and private infrastructure is properly maintained.
• Maintain downtown aesthetics.
• Encourage infill development, development of large vacant parcels, and redevelopment
within the Districts in alignment with the Area Specific Plan.
• Support a diversified retail and restaurant mix in the Avenue District between Saguaro
Drive and Verde River Drive.
• Develop a plan to clearly identify pedestrian walkways and interconnectivity within
Districts and between Districts that minimize conflict between pedestrian traffic and
vehicular traffic.
13. Foster the revitalization and enhancement of existing areas.
Action Step:
• Establish a vision and guidelines for future revitalization and enhancement of
commercial corridors such as Shea Boulevard and Saguaro Boulevard as well as existing
neighborhoods.
Strategic Implementation
Economic development in Fountain Hills requires a collaborative effort to ensure success. The
Town of Fountain Hills plays a key role along with the business community and residents. The
Town works collaboratively with the various stakeholder groups and other agencies in its effort
to diversify the local economy.
The Economic Development Plan is based on expanding the local economy and improving the
standard of living within the Fountain Hills area. Following is a list of success objectives that will
assist in implementation. Many of these objectives are similar to The Ahwahnee Principles for
Smart Economic Development created by the Center for Livable Communities in Sacramento,
California.
L
November 2012 Draft Page 17 of 19
s.
Fountain Hills Economic Development Plan
Coordinated Approach: All entities involved in economic development must work together to
``- achieve mutually agreed-upon goals to ensure a sustainable effort.
Community Collaboration: A comprehensive understanding of the town and region and a
commitment to collaborating with entities throughout the region (e.g., federal agencies,
incorporated communities) are critical.
Smart Growth: The regional environment is a tremendous asset that should be protected for
community and economic development reasons. The community must take great strides in
addressing resource issues, such as water, to ensure long-term sustainability.
Long-Term Efforts: Economic development is not a one-shot activity. Success requires long-
term investments (e.g., infrastructure and telecommunications) as well as continued focused
effort and evaluation.
Existing Business Support: The town's focus is on supporting existing enterprises, while looking
at diversifying the economic base is important. Existing businesses are Fountain Hills' most
valuable assets because they are already contributing to the local economy and quality of life.
They are also the best source of business expansion and local job growth.
Corporate Responsibility: Fountain Hills encourages enterprises to work as civic partners,
contributing to the community, protecting the natural environment, and providing workers
with good pay, benefits, and opportunities for upward mobility, within a healthy working
environment.
Human Investment: Human resources are so valuable in the Information Age and Fountain
Hills will strive to provide life-long skills and learning opportunities by investing in excellent
schools, post-secondary institutions, and opportunities for continuous education and training
that are available to all.
The strategic implementation program should be initiated with an Economic Development
Summit. The Summit would bring together community leaders, stakeholders, and experts in
economic development, downtown development, and tourism fields to discuss the initiatives
and direction the community should be take to implement the Economic Development Plan.
Annually, the Economic Development Summit would be held to review, revise, and redirect the
economic development effort.
Potential partners for the summit might include (but would not be limited to):
• Town of Fountain Hills
• Fountain Hills Chamber of Commerce/Visitors Bureau
• Greater Fountain Hills Business Alliance
• Fort McDowell Yavapai Nation
• Greater Phoenix Economic Corporation
November 2012 Draft Page 18 of 19
Fountain Hills Economic Development Plan
• Arizona Commerce Authority
• Utility providers
• Education providers
• Support providers (commercial realty, etc.)
Performance Metrics
Performance metrics are applied to measure the Plan's activities and its overall performance.
As there is always an element of uncertainty about the future, regular review to ensure that a
plan is still effective and achieving desired outcomes is critical. Performance metrics should
support the intended strategic outcome and typical meet six criteria:time, cost, resources,
scope, quality, and actions. Performance metrics will be established with each strategic
initiative to provide annual assessment of progress.
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C
November 2012 Draft Page 19 of 19
`o�SAlvy��`� Memo
;
To: Town Council
CC: Ken Buchanan
From: Strategic Planning Advisory Commission
Date: January 8, 2013
Re: Strategic Plan Update / Implementation Ideas
Per a request made at the joint meeting on November 7, 2012, the Strategic Planning Advisory
Commission (SPAC) met in December to identify example implementation ideas for the three
Strategic Directions proposed to update the Strategic Plan.
SPAC recommends adding the following three strategic directions as part of its annual review of
the Strategic Plan. To provide additional context, SPAC identified example implementation ideas
for each of these proposed strategic directions.
1. Strategic Value—Civic Responsibility
Strategic Direction 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.
• Conduct outreach to large groups and organizations (churches, clubs, PTO, realtors, etc.)
• Host public meetings, community forums, etc. (i.e. divide the Town into five or six
'districts' and host forums to impart specific information)
• 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 at community events and other opportunities
2. Strategic Value— Economic Vitality
Strategic Direction EV 9: Promote the maintenance of an age-balanced population that will
support the long-term sustainability of our community.
• Partner with the school district to improve and promote schools
• Support economic development initiatives that generate high paying jobs to encourage
young professionals with families to move to Fountain Hills
• Develop a turnkey business relocation and expansion program targeting key business
opportunities
• Identify resources (i.e volunteers, staff and/or consultant services)to quantify, develop
and market technical infrastructure to attract young professionals/families, (e.g., provide
free wi-fi and fee-based, secure wi-fi in downtown/Fountain Park)
• Expand sidewalk and pathway network in Town Center
• Create marketing materials in collaboration with school district, chamber, non-profits,
realtors and Town to encourage Fountain Hills residency
3. Strategic Value— Economic Vitality
Strategic Direction EV10: Define Fountain Hills' market niche and actively pursue opportunities
that attract and retain high quality employment opportunities.
• 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
• 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
Suggested Budget Priorities and Initiatives:
• 12: Evaluate and identify potential funding sources
• 13:Create an executive summary of the current conditions assessment and
publicize/distribute/communicate to constituents
• 19: Evaluate and identify potential funding options
• C1: Review and update, if necessary,Council meeting policy
• C3: Develop a town stakeholder involvement plan/strategy
• EV3: Identify next implementation stages of Downtown Vision Master Plan
• EV1: Implement Economic Development Plan
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•
New
Ventu re
group
Tempe,Arizona
A Survey and Profile
Of Current Businesses in Fountain Hills
Final report submitted to:
Ken Buchanan,
Town Manager of Fountain Hills
By:
New Venture Group
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Contents
NI)
Executive Summary 3
Surveying Process 4
Types of Businesses Surveyed 5
Primary Benefits of being in Fountain Hills 7
Special Challenges Summary 8
Factors affecting Business Revenue Summary 9
How the Town has Helped Businesses 10
Conclusion 12
Appendices 14
Exhibit A—Maps of Surveyed Businesses 14
Exhibit B -Excel Dashboard 17
Exhibit C -Business Survey 18
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Executive Summary
In an effort to assess Fountain Hills' business portfolio,New Venture Group was tasked to plan,
complete and assess a business inventory of the town. The first step was to identify as many
businesses by their location as possible and create a survey that would capture basics facts as
well as in depth knowledge about their business performance and contentment in regards to the
town's efforts to stimulate economic growth.
The finalized survey was used to interview 120 businesses of which 77 responded in full,while
the remaining businesses were either approached and denied to be interviewed or unavailable to
fill out the survey. A response rate of almost 65%indicates that most business owners have a
vested interest in their town's success and future growth as well as a desire to be involved in
local business issues.
Fountain Hills is made up of 60%local businesses with 70%of all employees residing in the
town,which creates a small community business environment. This type of setting is appreciated
by many businesses and was often the reason they chose to start in Fountain Hills. The small size
and beautiful environment are the top two benefits of being in Fountain Hills that business
owners identified.
However,many businesses struggle with the seasonality of revenues that is created by the large
amount of snowbirds,who only live in the town during the winter months. Some businesses
struggle during the summer months, while others have learned to adjust to the cyclical flow of
customers.Although many businesses appreciate the town's small and quiet community,this
also presents a problem because they receive little business during the evening hours.
Most business owners did not think that the town has done enough to help their business become
more success and grow. Some appreciated the town's efforts to boost the start-up community and
host events such as the annual fairs. Unfortunately,the fairs affect businesses that are not in
walking distance negatively due to traffic regulations. Overall,the business community would
like to be more involved in the town's business-related decisions and specifically ask for less
signage restrictions.
The appendices are an extension of the group's data analysis and provide further ways of
visualizing the data.
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Surveying Process
New Venture Group conducted a business inventory survey to assist the town of Fountain Hills
in the first phase of economic development: identifying and profiling,to the extent possible,the
town's current economic assets in the form of existing businesses.NVG first developed a survey
with demographic and open ended questions that would serve as a method to gain an overall
understanding of the current companies and what their opinions are about the current status of
the town they reside in(The survey is attached in its entirety as Exhibit C).
The purpose of the survey was to identify businesses by their name,type of business,
approximate size, location,number of employees,length of time in Fountain Hills, and the views
of the business regarding their operations in Fountain Hills,both strengths and weaknesses.
Using the adopted budget for fiscal year 2012—2013 released by Fountain Hills,NVG was able
to identify 20 distinct shopping centers throughout the town. The team identified 200 businesses
through the use of Google Maps. These businesses were split evenly among 35 students and the
consulting team who went to Fountain Hills on various weekdays throughout a three week period
to personally survey businesses. They were advised to speak with an owner or manager or
someone of equal knowledge.
After completing the surveys, students submitted their results into an excel spreadsheet which
would be used to complete analysis and evaluation of the findings. Students also submitted
photos or a business card of the location that they surveyed for quality control purposes.
The survey results identified a profile of businesses and commercial operations that fall into the
various corridors as well as the following economic categories:
• NAICS Code 52 (Finance and Insurance)
• NAICS Code 54 (Professional, Scientific,and Technical Services)
• NAICS Code 62 (Health Care and Social Assistance)
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Types of Businesses Surveyed
All interviewed businesses were categorized into the six major classifications: Education,
Entertainment, Finance and Insurance(NAICS 52), Professional Services(NAICS 54),
Restaurant,Retail, and Health(NAICS 62). By dividing the over 100 interviewed businesses in
such a manner,the team was able to further analyze the broader impact of the study and compare
them to one another. Identifying common trends across industries within Fountain Hills might
help to define specified action plans in the future.
The interview teams were able to speak to the company owner or manager in over 75%of the
time,which makes each answer valuable as well as credible. Two thirds of the interviewees were
residents of Fountain Hills,whereas the remaining one third were non-residents.
Companies were also asked to define themselves as a local,national or international business
(referring to where they sell goods). Over 60%identified themselves as being a local business
while 13%and 7%classified themselves as national or international,respectively. This indicates
that many of Fountain Hills' businesses rely heavily on local traffics from residents or non-
residents to support them.
Fountain Hills' business parks and shopping plazas are made up of mostly local businesses with
less than 24 employees. The survey indicated that 65%have less than 10 employees and 31%
have less than 24 employees. On average, 70%of a company's employees are Fountain Hills
residents,while the remainder commutes from neighboring communities.
Businesses were also surveyed on the number of years they have been in business and how many
of those years were spent in Fountain Hills. The data indicates that 98%of local businesses were
in fact founded in Fountain Hills.
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What Drew Businesses to Fountain Hills
In order to gauge Fountain Hills' best business features,businesses were asked to state why they
decided to open doors in the town. The survey produced multiple reasons for starting business in
Fountain Hills, detailed in the graph below. The top reason, that 29%of businesses surveyed
stated,was location. Business owners found Fountain Hills beautiful, calm, and friendly; one
business answered, "It's quieter here. The pace of life is slower,and it's not so busy."The next
most frequent answer was demographics. The wealth and the older population of the town drew
18%of the businesses surveyed. According to the survey,there are a"large amount of mansions/
high-end homes [in addition to an] (o)lder,upper-class population".Next, 17%of businesses
started in Fountain Hills because the owners already lived in the town,whereas 15%of the
businesses surveyed opened in the town because the opportunity arose. They saw an opening in
the market, bought a business that was for sale,or wanted to bring a new culture to Fountain
Hills.After opportunity, personal reasons make up 12%of the owners answers for starting
business. Most personal reasons pertained to family or friends. Finally, 8%of businesses opened
due to perceived demand. The owners sensed Fountain Hills was lacking in an area and decided
to fill the void. For example,one business owner said, "a group of people thought they needed a
theater", while another stated,"lots of residents and no hotel". While there are several different
reasons to start a business in Fountain Hills,many of the owners feel that Fountain Hills is a
beautiful and quiet place to work.
What Drew Businesses to Fountain Hills
35%
30%
25%
20%
15%
10%
5%
0% _—r.__...- ----,
Demand Demographics Location Opportunity Personal Resident
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Primary Benefits of Being in Fountain Hills
In order to assess the advantages of businesses being in Fountain Hills, the survey asked what
the primary benefit was to be in Fountain Hills. The most common answer was regarding the size
and serenity of the town. The small town environment allows businesses to not have as much
competition compared to neighboring cities such as Phoenix or Scottsdale. One business
described it as being a"big fish in a small pond."Other owners praised the environment for the
town's cleanliness and beauty. Many believed this brought in more non-resident customers while
also making it a great place to live and work. Although not as significant,demographic,location,
and socioeconomic factors also contributed for a big part of the answers. Many owners claimed
that return customers are significant for their business. The older age of the population also
helped a lot of the businesses that were surveyed. Overall,many employers viewed the town to
be wealthier compared to neighboring towns,which helps them maintain their business as more
of an upscale and classy profession.
Some highlights from the survey results include:
• "The city is less crowded,the people are wonderful,we love the views, and property
value is high for the homes."
• "The primary benefits are the large influx of visitors during the winter and the amount of
Co. money people in the area spend."
• "It's a small town, so it's like being a big fish in a small pond."
• "The city provides a nice small town atmosphere and is a good place to raise a family."
Primary Benefits of Being in Fountain Hills
40%
35% --
•
30%
25% — - -
20% _ ,...__ _
i
15%
10% — —
5% — __
1111
Size/Quiet Demographics location Socioeconomic Environment Non-Resident
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Special Challenges Summary
.1)
Business were asked about special challenges that they faced doing business in Fountain Hills.
The seasonality of Fountain Hills with the"snowbirds"was the biggest challenged noted by
businesses.They thrive doing the busy winter months but then struggle getting a large customer
base in the summer. The second most popular answer was the quietness and"small town"feeling
that Fountain Hills has detracts from business development. Location also contributed to a large
proportion of the answers citing that the area is land locked and far away from major cities.
Lastly was town competition which includes competition from other cities such as Scottsdale and
government&policies which cite government regulations that create challenges to a business.
Some highlights from the survey results include:
• "There is a small base population from which to draw from,and there is significant
competition in the area."
• "Limited clientele because of isolated community, snowbirds."
• "We have a low amount of customers in the summer, literally no customers during hot
summer days."
• "The concentration of business in the fourth quarter. It's causing the store to move to a
smaller location nearby."
• "The rules regarding signage and business leaving the area."
Special Challenges for Businesses
30%
25%
20% . --
15% -- — —
10%
5%
0% -_— Alt
co
go pie
e,
o,
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Factors affecting Business Revenue Summary
In order to better understand the economic climate in Fountain Hills,NVG investigated what
factors contribute to the success and business sustainability of local businesses. The majority of
complaints address the issue of seasonal business cycles which are mostly to be attributed to the
vast amount of snowbirds. This type of response was seen in almost one third of the answered
surveys. As shown in the previous section,the topic of snowbirds and the disruption they cause
seems to be one of the primary concerns of business owners in Fountain Hills. Especially
businesses in the health&wellness sector, as well as in the professional services industry are
troubled by this fact.
Over 25%of the responses indicate that the general economy has the greatest effect on
their business' well-being,which indicates that Fountain Hills is as affected by the market as any
other town. The third major category being `demographics' includes responses such as"Getting
to know people and attending events is most important"and"Younger families are moving to
Mesa".
There are several interesting quotes that highlight the business climate:
• "Snowbirds, easy to drive to Scottsdale rather than keep business in Fountain Hills."
• "The craft fairs that are held in the area,the economy, and fluxes in population due to
winter visitors."
• "Inadequate signage and craft fairs in the vicinity."
Major Effects on Business Revenue
40%
35% —
30% — — —
25% ---
20%
15% -
10% -
5%
2%
0% ® r —
`oF e,�Ol L ( l O CO
0 5
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How the Town has Helped Businesses
The business inventory survey allowed New Venture Group to receive extensive feedback from
Fountain Hills' businesses regarding their relationships with the town. The chart below
summarizes the town's actions that the businesses have valued most. Many businesses are
pleased with the development of the Chamber of Commerce, as it demonstrates the town's
interest in working collaboratively with businesses. One business owner expressed special
appreciation for the list of Fountain Hills' businesses that the Chamber posted on its website,
stating that it helped all businesses in Fountain Hills. Many businesses also cited the events that
the town plans as an appreciated contribution to their businesses' success. Another recurring
theme among the businesses' feedback was the gratitude for the advertisement that the town has
been distributing.
Some highlights from the surveys regarding what the town has done to help business include:
• "Nothing. We have been Chamber of commerce members for 15 years. They haven't
done anything to help."
• "There are great events,the art fair, and a great high school."
• "The city's trying to bring in more start-up businesses, so that's been helping."
What Has the Town Done?
70%
60%
50%
40%
30%
20% , 1111
-
10%
0%
Nothing City Services Chamber of City Investments Other(Safety,
Commerce Start-ups,
Programming)
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What the Town Can Do in the Future
NVG also requested suggestions from businesses regarding how the town can further help them
in the future, as summarized in the chart below. While there were several businesses that were
satisfied with the town's efforts and felt that their voices were adequately heard,there were many
that do not feel support from the town and that believe the town is not"pro-business."From this,
we can conclude that the town could benefit from reaching out to more businesses and ensuring
that every business has an opportunity to contribute. Among the most popular feedback was a
request for decreased regulation on advertising and signage as well as more efficient responses to
business requests such as permit applications. We also learned that,while several businesses
appreciate the events that the town puts on and believe that they help their business,there are
also many businesses who find that the events significantly detract from their business. They do
so because the way the traffic is directed makes it difficult for customers to access their store.
Many have found that their regular customers avoid them on event days because they are
overwhelmed by the traffic difficulties.
L
What Can the Town Do?
40%
30%
25% , —
20%
15%
10% -
5% 1 -
0`Yo +
Less City City-Business More Nothing Other
Restrictions Investments Involvement Entertainment (Chamber of
Commerce,
Business
Recruitment)
Many businesses felt that the town should focus on activities that attract more young people,
more families, and more full-time residents. Suggestions for ways to do so included further
developing downtown,especially with the addition of a movie theater,as well as promoting
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more nightlife. One business owner stated that the town could benefit from developing a
relationship with Fort McDowell,making information about Fountain Hills available to their
customers in order to attract more visitors. To bring in more families, many businesses suggested
renovating the look of the town to make it more attractive to potential residents.A key part of
that would be to improve the road conditions.Many business owners mentioned the high taxes
that they pay and stated that they would not be concerned with those taxes if they knew where
they were going, especially if they were going towards updating Fountain Hills. Lastly, when
discussing attracting more families, a couple businesses mentioned the need for an improved
public school system.
Some highlighted recommendations from surveyed business owners include:
• "The city has some restrictive signage ordinances that make it difficult to promote
business."
• "Show where the city's funds are going. Make it a visitor town. Make Fountain Hills info
available at casinos/hotels nearby."
Conclusion
The most frequent reasons why people decided to start their business in Fountain Hills '"
were due to the location and demographics. Business owners tend to find the town beautiful and
calm in addition to having an older and wealthier population.
However,there are a variety of challenges that hinder the success of businesses in
Fountain Hills. Snowbirds and the size/quietness of the city were cited as the two largest factors
that influence their business. Other things that influence business success included the location of
the town, government policies, and city demographics.
It was concluded that the town is pretty evenly split in their opinion regarding the
size/quietness of the town. Contrary to many claiming it a challenge,many other businesses
actually enjoyed the quiet environment and small size of Fountain Hills and considered them as
primary benefits of being in Fountain Hills. The relaxed setting allows the companies to operate
with less competition while allowing many owners to raise a family in the town. The cleanliness
and beauty of the town also allows many businesses to strive as such environment brings in more
non-residents to the community. Other significant factors that benefited the local companies
were socioeconomic,demographic, and location aspects.
In terms of how influential the town government has been with the businesses, many
owners were not aware of the town's efforts to help businesses succeed. Those that are aware
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13
appreciate the increased presence of the Chamber of Commerce,the events that bring visitors to
the town, and the financial support that the town has provided.
To summarize, Fountain Hills business owners would like to see the town collaborate
more with business owners, decrease regulation on advertising and signage, further develop
downtown, update the look of Fountain Hills, and improve the public schools. They would like
the town to make it a priority to attract more young people, families, and full-time residents.
Based on the data that was gathered from the business owners, we suggest taking further
actions to benefit the town and its businesses. First, benchmarking with other towns in similar
economic/environmental situations will be significant. For a town trying to conserve its natural
beauty while working to boost its local economy, observing other towns' regulations and policies
will be beneficial. In order to evaluate where there can be further expansion within the town, it
will also be crucial to gather empty lot data.This will allow the town council to get a better
picture of what part of the town needs more urgent development plans. Ultimately, to implement
these plans into action, we suggest creating a focus group for value model. By using a focus
group,the town will be able to figure out what the citizens of the town actually want.
L
L
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14
Appendices
Exhibit A -Maps of Surveyed Businesses
Map is available online at:NVG—Fountain Hills Map
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17
Exhibit B - Excel Dashboard
New Venture Group
Survey of Fountain Hills'Businesses
Type of Business Surveyed
EducationCompany Category
V11Rty-_ s% Entertainment
2% / 1%
Retail
15%
411)
%of FH Resident Employees Length of Time in Fountain Hills
1 � >12 years
7699% a-12yean
51.7S% 1
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26-50%
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0 Bon <1 year MI
0 5 10 15 20 25 0 5 10 15 20 25 30 35
Revenue Factors Whet oreW Businesses to FH
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18
Exhibit C - Business Survey
Fountain Hills - Business Survey
Name of Company:
Type of Business:
Location of Company:
Position of Interviewee: Resident:Y/N
Local/National/International: L N I
Nearby Competitors: No Yes If yes.number:
Number of Employees: or ❑ < 10 ❑ 10 to 25 ❑ 25 to 100
❑loo to 200 ❑ 200 to 500 ❑ >500
What proportion of your employees live in Fountain Hills?
How long has your business been in Fountain Hills?❑<1 yr❑1-3❑ 4-8 0 8-12 0 >12
How long has the company existed? ❑ <1 yr❑1-3❑4-8❑ 8-12 ❑ >12
What drew you to Fountain Hills? [partners,demographics,geographic location,the Fountain.etc.]
What do you feel the primary benefits are to being in Fountain Hills?
Do you see any disadvantages to being in Fountain Hills?
What are the major factors that affect your business revenues?
How would you describe your typical customer?
❑ Residents❑ Non-Residents of Fountain Hills ❑Tourists
What do you think about the mix of businesses in your plaza?
How do you perceive the city's efforts to help the business community?
What has the city done to help your business succeed?What can the city do to further help your
business?
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Group Survey Process
Fountain Hills Business Profile
Open-Ended Questions
Supplemental Materials
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Fountain Hills-Business Survey
Survey Process
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• NAICS Codes 52, 54, 62 `""'"°'"'°
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Survey Process Business Types
• Business Classifications
• Business Survey
• Level of Interviewee Employment
• Online Business Identification
• Local Business Community
• 2012/13 Budget—District Map
• Employees
• NAICS Codes 52, 54,62
• Founders
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What Drew Businesses to Fountain Hills
35%
30% 26%
25%
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15% 17%
15%
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SURVEYANALYSE :, Demand Demographics Location Opportunity Personal Resident
• Ts quieler here.The pate olds is slower,and es not so busy,"
• 'Large amount of roonsions9ryhendhorses.Older,upper-classpopuletion'
• "A group otpeople thought they needed a theater
2
12/11/2012
Primary Benefits
40% Challenges to Doing Business
35% ..._..34%_ 3D%
25%
27% Zp% 20%
25%'_- 20% ... 7 7%
15% _......
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6¢elOuiel Demographics Location Socioeconomic Environment Non-Resident �� O
• The primary benefits are the large influx of visitors during the winter and the amount of money people • 'We have a low amount of customers in the summon Morally no customers during hot summer days."
in the area spend'
• -The concentration of business in the fourth quarter it's causing the store to move to a smeller
• 'It's a small loire.SO its Pke being a big fish in small pond." location nearby.'
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What Has the City Done?
Major Effects on Business Revenue 70%
40% _..... _ ... ............... _....... 61%
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Commerce ups,Programming)
Competition Demographic, Economy Government location None Snowbirds
• 'Snowbirds,easy to drive to Scottsdale rather than keepbusinassN Fountain Hilts."
• 'Nothi�Wa have been Chamber of commerce members for t5years.They haven't done anything
p
• 'The crag fairs that are held in the area,the economy and fluxes in population due to winter visiors.- • 'There are great events,the art fair,and a greet high school.'
• 'Inadequate signege and craft fairs in the vicinity' Vk'{mrtl.; • "Thecdys trying to bring in more start-up businesses.so that's been helping." Vent Up{:
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12/11/2012
What Can the City Do?
40% Survey Recap
• Attractive environment/climate
20% 18%
15% .- ,<%. 14%_.. _._...-+.%. .__..._..._.. • Snowbirds'effect on revenue cycles
10%
5% I • Positives/Negatives of small/quiet town
less Restrictions City Investments CApElosiness More Nothing Other plumber or I Presence of Chamber of Commerce
mrohtment Entertainment Commerce,
Basin,
RecmNnen0
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dy 9 a9 promote business."
• 'Show where that crty's funds ere going.Make it a visitor town.Mehe Fountain Hills info amiable at
casinosrhotels nearby."
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Suggested Next Steps Dashboard
• Benchmark Similar Towns'Signage • Purpose
Policies
• Gather Empty Lot Data
• Focus Group for Value Model ''e' ( ` I
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Map of Fountain Hills
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4
FOUNTAIN HILLS REPORT
W.P. CAREY AT ARIZONA STATE UNIVERSITY
Honors Business Students at Arizona State University's compilation of information collected
through interviews and conducted of current businesses in Fountain Hills, Arizona. Intended
`to.- for use in the planning of continued revitalization of the area.
W.P. CAREY AT ARIZONA STATE UNIVERSITY
INTRO 2
METHODOLOGY 2
QUANTITATIVE ANALYSIS 3
QUALITATIVE ANALYSIS 4
CONCLUSION 6
APPENDIX 7
N
FOUNTAIN HILLS REPORT
W.P. CAREY AT ARIZONA STATE UNIVERSITY
INTRODUCTION
In Fall 2012, statistics students at the W. P. Carey School of Business at ASU surveyed businesses in
Fountain Hills, Arizona at the request of the Fountain Hills City Council. The purpose of this survey was
to assess economic status of Fountain Hills, with the hope to provide insight on what Fountain Hills can
do to improve development and address a range of concerns. This survey was intended to capture a
statistically significant sample of Fountain Hills businesses in order to provide insight into the entire
city's business atmosphere.
METHODOLOGY
With the knowledge that past surveys conducted through phone and mail by the City of Fountain Hills
had difficulty with gathering significant responses, our group sent out pairs of honors students to go
door-to-door to most of Fountain Hills' businesses with a survey designed to gauge the town's
economic status and needs. Pairs were assigned a particular sector of Fountain Hills, which was
comprised of an average of ten businesses. Surveyors stressed anonymity and created a forum where
businesses could comfortably share their comments. The questions included those about the nature of
the business and their relationship with the city and customers of Fountain
Hills. Quantitative questions included:
• Business Type
• Location of Company
• Position of Interviewee
• Interviewee's Residency Status (Fountain Hills or other)
• Presence of Competitors (Used to gauge market share)
• Number of Employees
• Proportion of Employees Who Live in Fountain Hills
• Length of Business in Fountain Hills: to gauge how long businesses stay in Fountain Hills
• Length of Existence of Company:to see what kind of businesses Fountain Hills attracts
Surveyors also asked subjective, qualitative questions pertaining to what drew them to Fountain Hills,
the benefits and challenges of having their business there, and the factors that affect their
business. These qualitative questions are further discussed in the "Qualitative Analysis" in this report.
Survey pairs each completed a summary of their survey outing. These summaries can be found in the
appendix of this report.
QUANTITATIVE ANALYSIS
Basic variable summaries were completed for quantitative portions of the survey. Results varied in
significance, but notable results were as follows:
• An R2 value of 0.53 was found between the time a company has existed in Fountain Hills and
the length of time since the company's founding. This weak statistic lacks conclusive
implications, but could be indicative that a large proportion of companies had moved to
Fountain Hills after beginning in other locations.
• Below is a graph depicting a count of survey responses for the amount of time that businesses
have been in operation in Fountain Hills and the total amount of time that the companies have
existed.
50
40 — — tis How Long
Company has
30 existed in
20 Fountain Hills
How Long
10 company has
0 _
existed
<1 1-3 4-8 8-12 >12
year years years years years
• Companies listed, on average, 2.5 nearby competitors.
• Interviewed businesses reported that an average of 67%of employees were residents of
Fountain Hills. However, the median employee residency percentage was 77%, accounting for
possibly skewed distributions.
• Below is a table presenting counts of businesses in various fields. Interestingly, 63% of
restaurants, 65% of professional services, 64% of retail, and 100% of finance and insurance
companies interviewed had been in business for longer than 12 years.
Type of Business Count
Education 4
Entertainment 1
Finance & Insurance 8
Health 11
Professional Services 20
Restaurant 11
Retail 14
Total 69
W
QUALITATIVE ANALYSIS
The qualitative portions of the survey focused on the background of Fountain Hills' business owners
and their experiences holding a business in the town. Questions were asked regarding business mixes,
unique factors that affect revenue, efficacy of city efforts, and other pertinent business topics. Those
surveyed were also given the opportunity to provide additional comments to the survey team.
The following questions were qualitative and are numbered for convenience:
1. What drew you to Fountain Hills as a manager/business owner?
2. What do you feel are the primary benefits to being located in Fountain Hills?
3. Do you encounter any special challenges that arise from being located in Fountain Hills? If so,
what?
4. What are the major factors that affect your business?
5. Does the mix of surrounding businesses aid your business in any way?
6. What has the city done that has helped your business succeed?
7. What can the city do to help further your business?
Responses for the qualitative questions have been summarized and categorized by our team to draw
general trends from the data. An average of 63 businesses provided qualitative feedback. The table
below presents the top three responses for each question, shown with their respective counts.
Q1: Draw to FH Q2: Primary Benefits
Location 19 Small Size/Quiet 19
Demographics 12 Friendly town atmosphere 15
Already Resident 11 Socioeconomics 8
Q3: Special Challenges Q4: Factors for Business Rev.
Snowbirds 16 Snowbirds 22
Size/Quiet 13 Poor Economy 17
None 13 Demographics 11
Q5: Business Mix Q6: What has the city done?
Yes 40 Nothing 28
No 24 Provide helpful city services 7
Q7: What can the city do?
Less restrictions 17
City investments in maintenance 9
and business
As evidenced by Question 3, winter residents are commonly considered a large barrier to business.
However, Question 4 presents winter residents as a factor that affects business revenue, but not
necessarily in a negative aspect. Many participants listed Fountain Hills' small size and peaceful
atmosphere as a primary benefit to business operation. However, other participants voiced distress
over the small-town environment of Fountain Hills, fearing that it hindered growth and development.
Question 6 suggests that large majorities of participants felt that the city had done little work to aid
their businesses. Less restrictions on ordinates regarding practices such as sign placement was a
common request for city action. The desire for greater city investment in youth attractions was
frequently voiced, accompanied by a common participant request for a movie theater.
V7
CONCLUSION
Overall, our survey of businesses in Fountain Hills revealed vital information that can provide the city
with better insight to help further the success of local businesses. Out of 110 businesses surveyed, 74%
were local businesses, 11% were national businesses, and 15%were international businesses. The
survey demonstrated that most businesses in Fountain Hills were local businesses that had been
established in the city for more than 12 years—a trend consistent with the city's concern about the
stagnant economic growth. Undoubtedly, the vast number of older businesses indicates the slow
economic development cycle occurring in Fountain Hills.
Many of these businesses surveyed expressed that they were drawn to Fountain Hills by its beautiful,
safe, and small community environment, which was satisfactory for their businesses'
establishments. Many proprietors of these businesses were also proud to be residents of a small,
beautiful city in a convenient location. On the other hand, some businesses voiced that the small town
atmosphere of Fountain Hills was not "business friendly" since it attracted fewer customers and
provided less income to sustain businesses. Some businesses also disclosed that other local businesses
around them were leaving the block and vacating the city because they could not garner enough
profits. They suggested that Fountain Hills do something about these vacant buildings left behind
before it becomes a deterrent that pushes away prospective customers and other small businesses.
Additionally, many of the small businesses surveyed were spread on different spectrums about the
issue of winter residents. Some businesses suggested that winter residents are large barriers to the
success of their business. Others claimed that although these residents may be large barriers when
they leave, their short period of stay in Fountain Hills increases profits every year and augments the
number of new local customers. Some businesses suggested that the city could specifically target these
winter residents by organizing fairs or events during the "winter resident season" involving local small
businesses so that not only can winter residents enjoy local products and services, but businesses can
also market to these residents and attain more profit.
During our survey analysis, we also asked businesses about what the city can do to further their
success. Many businesses believed that Fountain Hills could enhance the success of their businesses by
eradicating the restrictions of signage so that businesses could freely market their products and
services to the community. Moreover, some businesses felt that the Chamber of Commerce was
isolated from the circle of small businesses;they wanted the Chamber to be more involved in the local
business community and provide a hub where all of the local businesses can come together, network,
and share advice and suggestions among themselves. Other businesses suggested that Fountain Hills
could promote local products and services to residents by creating a discount program that will provide
an incentive for locals to buy local products and services.
Although this survey illustrates a brief analysis about the business statistics in Fountain Hills, the results
and commentary from the survey reveal that businesses are proud to be established in Fountain Hills
and want to be a part of shaping the development and the future of the City.
APPENDIX
The following summaries were written by the survey pairs that conducted this survey. Each pair was
tasked with approaching a specific "sector" of businesses and asked to write a brief report regarding
their experience.
Business Sector X
Several reoccurring themes were made evident by surveying a few business owners in Fountain Hills.
Business owners seemed to be universally drawn to the area by small town atmosphere,the
geography and the community. While these were not the only motivating factors, they provide a firm
base to understand some of the forces that bring people to Fountain Hills. The overall message from
business owners was positive, but many owners felt that current rules regarding signage were
detrimental to their businesses and that there is a perception that the city is cutoff from the larger
metropolitan area.
Many business owners sighted that the small town atmosphere is what drew them to Fountain Hills.
The parks, walking paths and of course the fountain were considered to be a boon to the overall
atmosphere. Also many owners stated that the convenience of being able to walk from their houses to
other stores and to work was a very important to them. This led many to state the importance of
better sidewalks and accessibility to stores,which they felt would increase the small town appeal and
play to the cities current strengths.
For this reason owners felt that signage restrictions were slightly inhibiting, because it is hard for their
customers to tell where there businesses are located. It prevented people from feeling the need to
walk around from shop to shop and take advantage of the convenient placement of shops. Finally,
many of the people surveyed lamented the fact that people who live outside of Fountain Hills have the
perception that it is very far away from the rest of the metropolitan area. The owners agree that the
city is not much farther than other cities in the area and that the perception that Fountain Hills is a
long drive is what prevents more people from visiting the area.
Business Sector X
From observing the economy and society of Fountain Hills, we got the impression that the pace of life
is slow but industrious. We did not find many people walking along the sidewalks in the district we
surveyed, nor did we observe much interaction at the town fountain. Since we surveyed Fountain Hills
on a Friday afternoon, we believe that most people were working, closing up shop, or already heading
home. Many lots had vacant properties, including the medical center, which served as our anchor point
for surveying.
Medical facilities of Fountain Hills—Our assigned focus was to survey a set of medical blocs. We
succeeded in locating roughly half of the firms given on our survey list, which suggests that the others
had moved away from Fountain Hills since the list was created. Business appeared to be smooth and
continuous throughout the afternoon, which suggests that these practices are attracting and retaining
a loyal patient base. When pressed for information about their perceptions of Fountain Hills,
receptionists deferred to the practice owners or to others whose knowledge of the town was more
extensive.This suggests that, assuming the clinical practitioners or owners have lived in Fountain Hills
longer than other staff members, there is a discrepancy of knowledge between the young (or new)
residents and old (or longtime) residents. Due to the aging demographics of the town population
according to the 2010 census, we predict that there will be an increased desire for medical care. We
also predict that the presence of health care firms should increase regardless of town council policies;
however, the health care industry would perform better if more citizens from the greater Phoenix area
move out to Fountain Hills, due to the increased consumer base.
Recommendations—For the medical facilities in Fountain Hills, as well as the overall viability of the
town itself,we have a few recommendations for public policy decisions:
• Create conditions that allow for easier renting of vacant property. Where feasible,that could
mean reducing the municipal property tax rate or helping conduct a public auction for
repossessed lots.
• Entice current businesses to remain in Fountain Hills by bundling different medical and other
service-based activities together. For example, create a public address campaign for fitness
clubs to partner with medical clinics, sharing their customer base and binding the town's
businesses together for a common purpose.
• Feature a new business in a Fountain Hills publication (magazine, newspaper, newsletter, etc)
to draw attention and awareness for potential customers. This will personalize the business
community and give customers more information on where they may go to get the same
services in Fountain Hills that they may have gone elsewhere to obtain.
Business Sector X
During our visit to Fountain Hills our field team learned a lot of interesting things about the city. First
and foremost, we realized just how quiet the area was there were hardly any vehicle traffic and
basically no foot traffic at all. It seems as if someone had put a mute on the area, it was a pleasant
change to the loud and hectic atmosphere of other cities, for example: Tempe.This tranquil quality of
Fountain Hills was actually in large contention between the different generations that lived there. The
older residents found this quality extremely appealing as it allowed for a more comfortable pace of life,
they found the silence a nice respite from their past busy lives. However, the younger residents
thought the silence was boring and very stifling, there was a tone of dissatisfaction in the kind of
recreational activities they could do. The younger residents expressed the need for more things to do,
a lot of people told stories about how they went to school or worked in Fountain Hills and then left the
city when they wanted to anything. We noted a distinct difference in the quality of living in relations to
the proximity the house was to the fountain. It seemed like the closer the real estate was to the
fountain the nicer it seemed and the farther away you moved from the fountain the less attractive the
properties seemed to be. There was a lot of loyalty between the local businesses and their customers,
there was a definitely a sense of community, a lot of customers showed their devotion to the business
and a lot of customers were repeat customers. However, there was a disconnect between the
businesses and the local government.
00
Business Sector X
For the Fountain Hills project, we interviewed local companies in order to gather data regarding their
business, as well as to hear their input on the actions of the local government and further actions they
could take in order to help these businesses succeed. The six businesses we were able to contact were
Pal's Inn Pet Resort, Fountain Hills Theater, Fountain Hills PC Repair, Hollywood's Body and Paint,
Friendship Pet Hospital, and Alamo Saloon. However, we were unable to contact many other
businesses, either due to time conflicts, confusion on how to find the company, or the company being
unresponsive to our calls or visits. After interviewing each of the six companies, we analyzed their
company, pinpointed a variety of issues the companies were having, and came up with qualitative
recommendations that the City of Fountain Hills could put in place to help these businesses become
more profitable and the town more enjoyable.
An issue that was highly prevalent among a majority of the companies we interviewed was the code
restrictions on signage. One company complained that the city wouldn't let them put up unmanned, a-
frame signs on the street, because the town is not pro-business. Another business said that the city is
biased between businesses and more lenient regarding code restrictions on other companies, because
the company we spoke to, as a bar, advertises alcohol. A recommendation we would give Fountain
Hills would be to revamp the downtown in order to make it more of a tourist destination, and display
tourist information at nearby casinos and hotels. Another recommendation we came up with was to
make what the City Counsel does more transparent by showing where the city's funds are going, as
well as obviously lightening up on code restrictions.
Business Sector 5
Upon first impression of canvassing the strip-mall that we were to be interviewing the businesses of we
noticed that the majority of the shops on our list were not at that location any longer. Four out of the
ten businesses on our list were left:Zusia's Doggie Salon & Su "PAW"Market,Anytime Fitness, Pisa
Pizza, and Delux Nail and Spa. Three more of the lots were empty. We were surprised that the majority
of the businesses on our list have already moved out and were replaced so quickly, meaning that our
list was recently outdated and the business market had such high turnover and was so unstable.
The responses we received were varied; some were ecstatic to be interviewed, they appreciated their
opinion being heard, and some were indifferent and disbelieving that their business situation could be
bettered by the city of Fountain Hills. We did not receive responses from two of the businesses, Zusia's
Doggie Salon& Su"PAW"Market and (Insert Business Name) Yoga. One of the most memorable
interviews we had was with the VP of Marketing and Sales of AZ Trails Travel. Ironically, this person
was completely content with his business and did not have any complaints unlike every other owner or
manager we spoke with. He did, however, have suggestions on how to encourage business
development in Fountain Hills. His opinion was that the best way to improve the business market in
Fountain Hills would be to start with changing the leadership to people that are more progressive and
business-minded. He believes that with leaders that understand economy comes growth and economic
development. He recommended a committee or task force of business leaders in the community that
will recruit, attract, and mentor businesses in the Fountain Hills area.
tD
Another interesting response we received was from the Pisa Pizza owner's son. He seemed to be
involved in the community and informed us that the city of Fountain Hills did have plans a long time
ago to expand and populate itself by building a movie a theater and other venues that would
encourage people to go out at nighttime. This promise was never fulfilled. His opinion was that the city
was very quiet at night and that encouraging people to participate in nightlife would allow residents to
be more involved in the business market therefore building the economy in the area.
Overall, people were happy with the businesses they were running but were unhappy with their
revenues. Most of the business agreed that snowbirds helped a lot during the winter, but business
during the summer was slow and therefore almost negated any revenue that was made during the
winter. This made an impression on us especially since for them winter is only four months out of the
year while summer is eight months of struggle.
Business Sector 9
In Business Sector 9, we interviewed three service companies, FMS Ferrari Service, Mike's Automotive,
and Chaparral City of Water Co. All three companies have been located in the city of Fountain Hills for
greater than twelve years, are small business with fewer than 25 employees, and are local to Fountain
Hills. In response to both questions regarding both benefits and drawbacks to being located in
Fountain Hills, all of the business mentioned the small community and friendly environment as being
influential. Two of the three businesses, emphasized the importance of word of mouth and that there
success relies upon the quality of their work. The businesses also claimed to benefit from the affluent
nature of Fountain Hills' population as a major component to their regularity of customers and overall
success of the business. None of the business expressed any strong concerns with the city itself, with
the exception of one business that mentioned city ordinances restriction of signage used to advertise.
Collectively, we have come to the conclusion that the businesses we interviewed were neither
concerned nor interested in individual business expansion. More so, all three businesses realistically
expressed that the majority of their customers are residents of Fountain Hills; the individual businesses
do not draw customers from outside of the city. As college students visiting Fountain Hills, we were
aware that the city's population reflects an older community, shown by the secluded location, quiet
streets, and vacant buildings. It is clear that there is an abundant amount of space available for the
emergence of new businesses. However,the business themselves were hard to find, map locations
were absent or incorrect, as well as an overall lack of visible street signage. With that said, expansion
or increase in residents will reflect an in increase service and retail customers, thus aiding the success
of Fountain Hills merchants. We bear in mind that our conclusions were solely based upon the business
we interviewed and may not reflect the city as a whole.
Business Sector X
Our survey of the business located in the downtown sector of Fountain Hills produced many results
that were consistent across those that we were able to get responses from. In total we received 4
responses from the total of 24 businesses that we attempted to contact. The biggest issue in getting in
contact with the businesses and their owners or managers is that many of them were not on location
during the day in which we surveyed (Friday). There were also three businesses on our list that had F,%
O
shut down and were no longer open. This highlighted a trend for us, in that there were numerous open
spaces for rent/lease, more than one would expected from a downtown area. Some of the buildings
were nearly empty, while some had only a few openings available; in general there was an excessive
amount of empty offices and storefronts. Of the responses that we obtained there were several areas
that tended to repeat across each survey. Each business had listed numerous competitors within a very
short distance,with no less than 5 as a response. A great amount of the workers at each business also
lived in Fountain Hills, showing that a lot of the workforce comes from the surrounding area. In every
response we also found that the primary benefits for being in Fountain Hills were mimicked in each
survey: Small town, quiet, and affluent community. These also tend to carry over into the question "Do
you see any special challenges that come from being in Fountain Hills?"; every response was that the
community was based on seasonal customers and that it was a small community, which hindered the
business in the summertime months. Overall the respondents had a positive view of the city and had
very limited thoughts on how the city could help their business succeed. 50%of our respondents noted
that they were part of the chamber of commerce.
Business Sector 17
Our group interviewed the businesses of sector 17, an area along Shea Boulevard. Within this sector
we encountered several businesses unable or unwilling to participate including: Streets of NY, Subway,
MCO Realty, Ross, and Famous Footwear (being out of business). Utilizing time left to us after finishing
what we could, we also visited Munich Gyro's, McDonalds, and Comfort Inn, all of which were in a
nearby location.
The first thing noted was that all the businesses enjoy being in Fountain Hills. They view the area in
very positively. It is seen as a clean, nice place,with good residents. Additionally customers are loyal,
nice, and typically have good incomes. The size of the town means that there is usually little
competition, a leading reason for why businesses located where they did, and the nearby highway is
helpful.
However, owners also feel that even with the highway, not enough business is being brought into the
town. Often, it would seem Fountain Hills' main non-resident consumers come as a result of
Scottsdale's overflow. Also, not only are not enough customers coming in, but too many leave during
the winter to make business viable;there is simply not enough consistency in quarterly performance.
As to what businesses hope the city will do for them, the main answer was increasing presence in the
community. The most specific answer, which seemed to eloquently state what others were hinting at,
was that businesses should have more of a say in the chamber of commerce and the tourism bureau.
Another popular answer was to develop the downtown further, bringing in a movie theatre and other
nightlife attractions. Overall, the attitude was that Fountain Hills is an attractive community that simply
needs more business friendly development.
12/11/2012
40 Agenda
6,;;,1�; •Types of businesses
• Older
Economic Assessment of • Locals
Fountain Hills •Appeals of businesses
A W.P.Carey Honors Business Statistics Course Perspective • Benefits
Presented to •Challenges
Ken Buchanan,Town Manager
and
The STRATEGIC PLANNING ADVISORY COMMISSION
Goals -."
• To gain an accurate sample of the businesses in the o ' j� ,fit* '
community of Fountain Hills g 1*> ,,,.`
• To gain a perspective of current state of businesses ~ 4. i;' --
ranging from local to international o - + i ,
•To obtain constructive criticisms and opinions on future ,4".ji-- +
actions and development of Fountain Hills •P: I
P v
• Public and private sector �, y b:+.'�•.
�` ,
a;; `
•To provide accurate feedback based on accumulated �Kr� t-
data for future growth of Fountain Hills ili:/i rs k a
,r V^r-_
o o :����
how 60M
ram..
Methods of Research - Survey Form and '--;,.•..... x.,.,,,
format for ''''''-o—" °° -- —
facilitated ,—w''°a.~—• c Q„ :. 0,.,;°
• Name of Company c:<4.,m,U:w„u<a.,:.
•Type of Business,Age of business interviews wan w°.=,°a.7,..-.--•=r...41-e_
• Location s.,oa,,o,r3..a...0 a
• Nearby Competitors a o�•ol,o•roe„oar
• Number of Employees .4.m...L.>a qa My �—4.„• -
• Benefits of Fountain Hills ,,,.....nz,,, “,,.--;-..,.,-,,,;.,,,;,,",,
•Challenges .=awm•a.�s ,-., ..,.,.
• Factors affecting performance
• Typical customer(resident,non-resident,tourist,snowbird)
1:11•. .__11:1.ahva..v,:rt.....A.._Cr..s...7u•,1.•.,:;..4.::A
• What can the city do to help?
1
1 -
12/11/2012
..rr
Types of Business Types of Business
■Education
I1% I •■Local -National ❑International
`eEntertainment
AIM /
—o Finance& /
Insurance r11°� ..`
■Health
FKta tr.lt
t+tt
3 ltr ilia t� j� o Professional Service
15%
rill
rot rg f r
2 Restaurant
!�Il;.:!a•�;::;��!: , ■Competitors —No Competitors ❑Na Response
�
❑Retail Competition
Top Sources of Income - Currently Age of Businesses
• Administrative,support,and waste management Age of Business
• Wholesale Trade <1 year
•Markets and Grocery stores 1-3 years
• Healthcare and social assistants 4.8 years
• Ambulatory Healthcare Services 8-12 years
>12 years
0 5 10 15 20 25 30 35
What drew you to Fountain Hills? Appeals of Fountain Hills
• Easy community to work with;friendly;wealthy
Resident 1.
• Job opportunities,business opportunities
Personal • Connection to the city through family
Opportunity • The fountain
Location • Landscape
• The fair
Demographics • The Weather
Demand
• Affordable real•estate
0 5 10 15 20 • Not a lot of traffic
• Low crime rate
2
12/11/2012
Typical Customers Major Factors that Affect Business
■Non-residents o Residents taTourists•Winter residents
on-residents •Winter residents • Average age,wealth level
1% lifestyle of residents
• Economy • Inventory buildup
•Travel off the highway • Can't raise prices
• Shutting down of other
businesses • Get to know the residents
Resident:
77% •Younger families moving to • Inadequate signage
other communities
•chart excludes businesses that did not respond
Primary Benefits of Business in F.H. Primary Challenges of Business in F.H.
• Residents are friendly, • Customer demographic: •Shopping centers are spread out
easy to work with,and wealthier
loyal • Beautiful city • No new traffic or city growth
• Great reputation •Tourists and vacationers
•Distance and isolated location of community
•Small community;less
crowded;easy to manage
• Less competition:can
provide needed services • Difficulty attracting non-resident customers
City Cooperation with Businesses
Primary Challenges (continued)
•Seasonality of residents •25%believe the city has done little to help their
•Sign regulations business succeed
•Competition with Scottsdale and limited diversity •15%believe the city has done something on an
of stores individual basis
•Limited nightlife •60%of companies chose not to comment or were
•
fps unaware about this subject
• Closed for holidays
3
•
New Venture Group and Barrett Honors College
W. P. Carey School of Business
Arizona State University
Introduction
Hello,we are from the W. P. Carey School of Business and Barrett,the Honors College,and we are
working with the city of Fountain Hills to collect some information about the current businesses in the
city. That information will aid Fountain Hills planning for the downtown and commercial districts.
Any information that you chose to share will be anonymous and only used to compute averages.
May we speak with you or your owner/proprietor/supervisor?
l a
Name of Company:
Type of Business:
,,,,,,.,cation of Company:
Position of Interviewee: Resident:Y/ N
Local /National / International: L N I
Nearby Competitors: No Yes If yes,number:
Number of Employees: or ❑ < 10 ❑ 10 to 25 ❑ 25 to 100
❑ 100to200 n 200to500 I I > 500
What proportion of your employees live in Fountain Hills?
How long has your business been in Fountain Hills?❑< 1 yr[1 1-3❑ 4-8 ❑ 8-12 ❑ >12
How long has the company existed? I I < 1 yr ❑1-3 ❑ 4-8❑ 8-12 ❑ >12
What drew you to Fountain Hills? [partners, demographics, geographic location,the Fountain, etc.]
What do you feel the primary benefits are to being in Fountain Hills?
CITio you see any special challenges that come from being in Fountain Hills?
What are the major factors that affect your business revenues?
How would you describe your typical customer?
❑Residents ❑ Non-Residents of Fountain Hills ['Tourists ❑ Winter residents of F.H.
Does the mix of businesses in your area aid your business in any way?
What has the city done that has helped your business succeed?What can the city do to further help your
business?
L
12/11/2012
Proposals by Business Owners Concluding comments...
•Majority want less restrictions • Primary challenges
• Signage/advertising • Trouble bringing money into the community
• Many want city investments • Paradox of balancing what everyone wants
• Put money into the economy through renovations •Opportunities
•More communication • More involvement with the city
• Newsletters,etc • More cooperation from the city
• More options for younger people
•More say in decision making
Thank you!
Appendix
Selected statistical patterns
Questions?
Age of company Et years in F.H. Number of competitors nearby
How long has company existed? a gam or auks a.mp,oy hs.,y e..by mmpeteoa,toughly how
m.ryare there)/Data Set v1
Most companies
y°01 have about 2.5
�\\
�°°a competitors nearby
3
j" The companies that have
been in Eli the longest _ °.os
are also older companies _ ! -
.L_ g 9 A
let
Age&years in Fountain Hills correlation: +0.73 Mode: 2.5 Average: 3.6 Perhaps influences lack of cooperation?
4
12/11/2012
Proportion of employees from F.H.
Histogram of What proportion of theiemployees We in Founein Rilb? Note:
Companies who
have been In FH
the longest also
,:I This group of companies have the largest
have 95%of employees number of
from FH area _ employees(on
average)
)
os
0 0 0 a 9
Most companies have virtually all employees from Fountain Hills area
5