HomeMy WebLinkAboutSPAC.2012.1010.Minutes TOWN OF FOUNTAIN HILLS
MINUTES OF THE FOUNTAIN HILLS
STRATEGIC PLANNING ADVISORY COMMISSION MEETING
October 10,2012
AGENDA ITEM#1 —CALL TO ORDER
Chair Nick DePorter called the meeting to order in Council Chambers at Town Hall at 4:06 p.m.
AGENDA ITEM#2—ROLL CALL
Present for roll call were the following members of the Strategic Planning Advisory Commission: Chair Nick
DePorter, Vice Chair Audra Koester Thomas, and Commissioners Denise Atwood, Peter Bordow, and Alan
Magazine; Commissioner Curt Dunham attended via teleconference; Youth Commissioner Sarah Traylor was
present; and Commissioner Mike Dooley and was excused.
Also present were Town Manager Ken Buchanan, Deputy Town Manager/Finance Director Julie Ghetti, and
Recording Secretary Shaunna Williams.
AGENDA ITEM#3—CALL TO THE PUBLIC
No one appeared at the call to the public.
AGENDA ITEM#4— CONSIDERATION OF APPROVING MEETING MINUTES OF SEPTEMBER 12,
2012
ID
Vice Chair Koester Thomas MOVED to approve the September 12, 2012 meeting minutes and Commissioner
Magazine SECONDED the motion,which CARRIED UNANIMOUSLY by those present.
AGENDA ITEM#5—TOWN MANAGER'S UPDATE
a. Strategic Plan Goals and Operational Priorities for FY12-13—Mr. Buchanan made a PowerPoint Presentation
(copy attached) entitled Town Council/Staff Retreat Results. He pointed out that the Operational Plan and
Council Goals and Initiatives for FY12-13 (copy attached) were adopted by the Council at their October 4
meeting and that they are included in the meeting packet,with staff assignments noted.
Mr. Buchanan and Ms. Ghetti responded to questions from Commissioners by stating that the Emergency
Operations Plan is being updated; that the Planning and Zoning Commission will discuss the sign code at their
next meeting and that their recommendations will be taken to Council; that if a November 2013 bond election for
Saguaro Blvd. passes, it would take at least six months for design and procurement, and the actual road
construction would take approximately 120 days during the summer of 2014; that performance criteria are
included in community contracts; that projected revenue from the Ellman project has been pushed into the future
due to a slower start on development; that $15,000 was budgeted for vehicle maintenance for the Posse; and that
the Council has elected not to move forward with franchise fees at this time.
Discussion ensued about potential ways that SPAC can contribute in the immediate future toward to moving
forward with economic development, which is Council's number two operational priority. The need to
communicate the trajectory of the Town to the citizens was pointed out, as was the need for strong leadership to
accomplish an economic development plan.
During a further discussion of franchise fees, it was noted that franchise fees for use of public rights-of-way by
for-profit companies are a standard practice in most communities; that a vote of the people is required to establish
11109 a franchise fee;and that franchise fees are typically passed along to customers.
Page 1 of 3
In response to a question,Mr. Buchanan gave examples of how economic development has been achieved in other
communities as the result of a push by a group of citizens.
•
AGENDA ITEM#6— QUARTERLY UPDATE ON TOWN FINANCES
Ms. Ghetti gave a PowerPoint presentation (copy attached) entitled Quarterly Update to Strategic Planning
Advisory Commission. She referenced the Quarterly Budget Report, September 2012 (copy attached) that was
included in the meeting packet.
AGENDA ITEM #7 — DISCUSSION REGARDING THE RESEARCH PROJECT "COMPETITIVE
ADVANTAGES AND REGIONAL COLLABORATIVE OPPORTUNITIES FOR BUSINESS
DEVELOPMENT IN THE TOWN OF FOUNTAIN HILLS," AS WELL AS POTENTIAL NEW
PROJECTS WITH NEW VENTURE GROUP.
Chair DePorter stated that gaps in the report on the health care project are being addressed by NVG.
Chair DePorter reported that NVG has submitted a Scope of Work(copy attached) for a new project to inventory
the town's current economic assets,i.e., existing businesses.
Commissioners suggested the following edits to the proposed Scope of Work:
• On page 4, paragraph 4, change the phrase, "...the type of space they own," to "....the type of
space they occupy."
• On page 6,in the third bullet under Final Report, define the word"compatibility."
The Commission discussed Dr. Brooks' presentation at the Council Work Study Session on October 9 and noted
that it appeared to have been positively received by the Council. The Commission further discussed potential •
ways to bolster momentum toward economic development as result of Dr. Brooks' presentation.
AGENDA ITEM #8 — ANNUAL REVIEW OF STRATEGIC PLAN/RECOMMENDED CHANGES TO
STRATEGIC PLAN
Chair DePorter stated that a memorandum to the Council (copy attached) had been drafted by Commissioner
Dunham.
Following discussion,the Commission agreed to the following editorial changes to the draft memorandum:
• In paragraph 1, change, "There remain some overall concerns...," to, "There remain some significant
concerns..."
• At the end of the first sentence in paragraph 2,add the words,"such as road rehabilitation."
Vice Chair Koester Thomas MOVED to approve the memo, as revised, for submission to the Council and
Commissioner Atwood SECONDED the motion,which CARRIED UNANIMOUSLY by those present.
AGENDA ITEM#9— SCHEDULE UPCOMING MEETINGS
It was noted a joint meeting between the Town Council and SPAC has been scheduled for November 7, 2012 at
5:30 p.m. The SPAC meeting previously scheduled for December 5, 2012 at 4:00 p.m. was rescheduled to
December 12, 2012 at 4:00 p.m. due to a conflict with a Town event. An additional SPAC meeting was
scheduled for January 16, 2012 at 4:00 p.m.
•
Page 2 of 3
A r d s
AGENDA ITEM#10— ADJOURN
Vice Chair Koester Thomas MOVED to adjourn at 5:42 p.m. and Commissioner
Atwood SECONDED the motion,which CARRIED UNANIMOUSLY by those present.
Shaunna Williams, Recording Secretary
Page 3 of 3
1 A L
10/10/2012
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TOWN OF FOUNTAIN HILLS
Town Council/Staff Retreat
Results
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Held on
August 23rd 2012
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Mission, Vision , ,,
& Values
Were Re-affirmed
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10/10/2012 fi
Mission
• Town of Fountain Hills
— The Mayor&Town Council are charged with serving the
best interests of the community by providing for its safety
and well-being; respecting its special, small-town character
and quality of life; providing superior public services;
sustaining the public trust through open and responsive
government; and maintaining the stewardship and
preservation of its financial and natural resources.
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• Our Vision V
Fountain Hills is a distinctive community designed to invigorate the
body,mind and spirit and strives to:
— Be stewards of this unique enclave,dedicated to preserving the
environment and visual aesthetic and to living in balance with the
Sonoran Desert;
— Champion the diversity of experiences our residents bring to our
community and rely on this depth of experience to innovatively
address our challenges;
— Be economically sustainable and anchor our vitality in an active,
vibrant town core that serves us culturally,socially and economically;
— Be civic-minded and friendly,taking responsibility for our Town's
success by building partnerships and investing our talent and
resources.
2
10/10/2012
Values $ roeZ., t
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• Our Values
— Civility
— Civic Responsibility
— Environmental Stewardship
— Economic Vitality
— Education, Learning and Culture
— Maintain and Improve Community Infrastructure
— Public Safety, Health and Welfare
— Recreational Opportunities and Amenities
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Financial
5 year Overview
3
10/10/2012T
FY2013-2018 Projected General Fund
Revenues and Expenditures
s13.0 ........ ...._..
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512.0
OLD
FY12-l1 PY1A11 fY14-1S FY1S.16 FY16-1T FY17-1$
1111111111OP(RATING EXPENDITURES —4—OPERATING REVENUE —10--W/ODIMAN PROPERTY
a
State Shared Revenue Summary
(In millions)
$8.0
$7.0
$6.0
$5.0 — —
$4.0 — —
$3.0 ii
— — _ — _
FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17
AActual /\Projected
a
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10/10/2012
0
Local Sales Tax Revenue Summary
(in millions)
$9.0 -_
$8.0 — -
$7.0
$6.0 1 1 1 1 _
$4.0 — -.. - _
II
$3.0 —
$2.0 _..-•—_--r—_—
FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17
. Actual / \Projected
Permits,Licenses, Fees Revenue Summary
(in millions)
$2.0
$1.8
$1.5 __
$1.3
$1.0 — _ _- — _
$0.8 — — -
$0.5
FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17
AActual AProjected
5
10/10/2012
GENERAL FUND REVENUE
PROJECTIONS
(includes Ellman property)
STATE
FISCAL YEAR SHARED LOCAL TOTAL GE SURPLUS/
(July to June) REVENUES REVENUES EXPENDITURES (SHORTFALL)
2012-13 $5,015,492 $8,590,520 $13,548,618 $57,394
2013-14 $5,087,656 $8,709,459 $13,789,577 $7,538
2014-15 $5,337,214 $8,935,459 $14,262,532 $10,141
2015-16 $5,292,056 $9,462,825 $14,729,033 $25,848
2016-17 $5,379,232 $9,940,342 $15,305,194 $14,380
2017-18 $5,522,668 $10,392,125 $15,907,954 $6,839
1101
GENERAL FUND REVENUE
PROJECTIONS
(excludes Ellman property)
STATE
FISCAL YEAR SHARED LOCAL TOTAL GF SURPLUS/
(July to June) REVENUES REVENUES EXPENDITURES (SHORTFALL)
2012-13 $5,015,492 $8,590,520 $13,548,618 $57,394
2013-14 $5,087,656 $8,709,459 $13,789,577 $7,538
2014-15 $5,337,214 $8,935,459 $14,262,532 $10,141
2015-16 $5,292,056 $9,342,825 $14,729,033 ($94,152)
2016-17 $5,379,232 $9,760,342 $15,305,194 ($165,621)
2017-18 $5,522,668 $10,092,125 $15,907,954 ($293,161)
6
10/10/2012
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Assumptions
•Revenue projections are determined using both a trend analysis formula
as well as a flat percentage increase(3%—4%) but are estimates
•No change in distribution of State Shared revenues
•Maintaining existing level of service
•Inflation factor of 3% in departments except public safety contracts
increase 4%in FY15
•The two lines represent revenue — one with development in the Ellman
property(red)and one without the Ellman development(green)
•No increase in staffing levels
•Annual General Fund payment for Community Center is eliminated in
FY15-16
•The projections presume development in the former State Trust land
beginning in FY15-16, moderate increase (3%) annually in local economic
activity
11110
OUTSTANDING BONDS
Bond Purpose Date of Interest Date of Outstanding
1Type of Issue Bond Issue Rate Maturity Principal
tip,- I - ;4. GO Refunding 6/1/2005 4.00 7/1/2019 $3,755,000
TOTAL $3,755,000
i Rev Mtn.Bonds 12/1/2001 4.70 7/1/2021 $400,000
sjT Rev Refunding 6/1/2005 4.15 7/1/2019 $4,230,000
~3,. 11:3, 11, TOTAL $4,630,000
' SA Eagle Mtn 7/12/2005 3.95 7/1/2021 $3,090,000
TOTAL $3,090,000
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4r, <RAND TOTAL $11,475,000
Y i. r GO General Obligation Bonds
"'ts,._. Rev Revenue Bonds
SA Special Assessment Bonds
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Core Services
Were Re -Affirmed
Town of Fountain Hills Organization
45 Full Time Citizens of Fountain Hills
19 Part Time
64 Total Employees Mayor and Town Council
56.61(FTE) Executive Assistant
Municipal Court Town Manager Town Attorney
Judge
-- -
Community Development
Services Services Administration Law Enforcement
Streets/ Deputy Town Manager/
Parks Fleet Finance Director
Recreation Engineering/GIS Human Resources/
Risk Management
Community Planning/
Center Code Enforcement Economic
Senior Development
Building Safety
Services Town Clerk
Facilities
8
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10/10/2012
PERSONNEL & BENEFITS
$3,356,721
• No new staff positions
• 64 Total Employees/56.61 Full Time Equivalent
• Pay Plan includes 46 Positions; 47 Job Descriptions
• 15%savings in health insurance premiums
• 2.5%cost of living increase granted 7-1-12
Number of Town Employees
Delivery of service to the
i citizens of Fountain Hills is
dependent upon the number
II . . of employees who can
,„.,o . „r„ .,,,,. perform the services.
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Core Services
Administration
9
10/10/2012
ADMINISTRATION DEPARTMENT
Town Manager
Kenneth W.Buchanan
Executive Assistant
Shaunna Williams
Deputy Town Manager/ Town Clerk Human Resources Economic Development
Finance Director Bev Bender Administrator/ Administrator
Julie Ghetti Risk Manager (Vacant)
Joan McIntosh
Volunteer
-_. Coordinator(.88)
"Heather Ware
Accounting Supervisor IT Coordinator
Quinell Hui Mike Ciccarone
'CAR(5) Accounting Financial
Cathy Whynot Clerk(.6) Services Tech
"Sonia (.5)
Kukkola *10 Moorman
'CSR(.5) Financial
Robin Lehman Services
Tech(.25) *Part Time
IT Tech(.75)
Beata Bogdan
ADMINISTRATION DIVISIONS
DIVISION NAME FTE'S FY13 BUDGET INCR/(DECREASE)
PRIOR YR
Town Manager 1.83 $940,491 $252,512
Information 1.75 $317,799 $56,902
Technology
Town Clerk 1.0 $179,526 $(79,755)
HR/Risk Mgmt 1.88 $415,624 $(30,445)
Finance 3.55 $324,318 $9,360
Econ Development 0.5 $89,904 $(2,673)
Legal Services .00 $317,360 $10,888
Sub-TOTAL 10.51 $2,585,022 $216,789
Economic Development Fund .5
Town Council .35
Legal(PSAC) .32
GRAND TOTAL 11.68
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10/10/2012
ADMINISTRATION
$2,485,022 -
• 11.68 FTE's
• CORE SERVICES: Town Manager, Town Attorney, Town
Clerk, Finance Director, Human Resources Administrator
— Information Technology,Economic Development,Budget,Finance, Banking,Asset Tracking,
Licensing, Purchasing, Audit,Customer Service,Volunteer Program,Channel 11, Website.
— Employee policies/procedures,employee benefits,payroll/compensation,Loss Control/Risk
Management,Volunteer Program,Employee Relations.
— Public Records Administration,elections,General Administration,Legislative Administration.
— Business Attraction Initiative,BR&E,Downtown Initiative,Tourism Initiative.
— SPAC Commission,Public Safety Advisory Commission,Municipal Property Corporation.
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core Services
Development
Services
•
11
10/10/2012
DEVELOPMENT SERVICES DEPARTMENT
Director
Paul Mood
Executive Assistant
Janice Baxter
Streets Facilities/Environmental Chief Building
Town Engineer Senior Planner Official Plans
Randy Harrel Superintendent Supervisor Bob Rodgers /
Examiner
Ken Kurth Raymond Rees
Jason Field
Engineering Maintenance Tech. Code
Inspector Traffic Signal Tech II George Waligora Enforcement Permit Tech
Justin Weldy Jim Michalak Roy Jaffe Marilyn Grudier
`Maintenance Tech(.5)
GIS/CAD Operator Vacant
Ken Valverde Fleet Mechanic/
Open Space Specialist 'Custodian(.75)
Jeff Larson Mitch Arcola
Streets Maint Tech `Custodian(.5)
Greg Elco Juan Hernandez
Streets Maint Tech
Frank Germinaro
Streets Maint Tech
Vacant
*Part Time
DEVELOPMENT SERVICES
$2,071,685
• 18.75 FTE's
1
• CORE SERVICES:
— Planning—Planning&Zoning Commission, Board of Adjustment, General
Plan,Strategic Plan, Downtown Vision Plan,Zoning/Subdivision
Ordinances, Dark Skies Ordinance, Signs Ordinance, Public Art Ordinance,
TUPs, SUPs,Administrative Permits
— Building Safety—Building Permits, Building Inspections, Plan Review,
— Code Enforcement—Safety Hazards,Abandoned Vehicles, Property
Maintenance, Improperly Maintained Pools, Illegal Signage.
— Engineering-Plan Review, Permitting, Engineering for ROWs,Traffic
Control, Floodplains&Storm Drainage, Encroachment Permits, Utility
Construction, Property Transactions easement review.
12
10/10/2012
J° s
Development Services cont....
• Streets—General Roadway Maintenance, Fleet Vehicle Maintenance,
Traffic Signals, Street Sweeping, Regulatory Signage, Median Landscape
Maintenance, Emergency/Storm Response,Adopt-A-Street Program,
Holiday Lighting.
• CIP—capital improvement plan administration
• GIS/GIS—Aerial Exhibits,As-Builts, Final Plats,Traffic Counts,Speed Limit
Mapping,Trails Mapping,Traffic Accident Diagram Reporting, Sanitary
Sewer District Atlas, Banners&Display Boards.
• Facilities/Environmental—Building Maintenance for Town Hall,
Community Cenetr, Library, Museum, Physical Plant, Fire Station#1,
Kiwanis Building,Community Theatre Building#1. Environmental
Programs for Storm Water,Wash Maintenance, Dam Maintenance,Air
Quality,Solid Waste/Curbside Recycling, Energy Efficiency Programs.
111)
DEVELOPMENT SERVICES DIVISIONS
DIVISION NAME FTE'S FY13 BUDGET INCR/(DECREASE)
PRIOR YR
Engineering 1.7 $577,546 $76,355
Facilities 3.3 $850,578 $358,201
Planning 3.35 $205,353 $62,431
Building Safety 1.0 $204,952 $(29,735)
Code Compliance 1.0 $102,586 $(23,265)
Mapping&Graphics .8 $101,563 $27,208
TOTAL 11.15 $2,042,578 $471,195
CIP .85
Streets Fund 6.75
GRAND TOTAL 18.75
13
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10/10/2012
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Core Services
Community
Services
COMMUNITY SERVICES DEPARTMENT ..1010111!
Director
Mark Mayer
Executive Assistant Receptionist(.75)
Nancy Walter Susan Phillips
Receptionist(.25)
*Dominick LaBate
Recreation Senior Services
Supervisor Supervisor Parks Supervisor
Bryan Hughes Kelley Fonville Don Clark
Community Center Community Center Parks Lead
Chance Butterfield
Events Operations
Rec
Rec Coordinator Coordinator Coordinator
Anjelica Giardino Coordinator Rino Ghetti Bill Haughey
Parks Lead
Kathy Worrell Bo Cichuniec
'Operations Support
Rec Assist PT Grounds Keeper
Worker(.825)
*Erik Lundin Ron Hoffman Eric Smyth
HDM Activities Grounds Keeper
Rec Assist PT Coordinator(.75) Coordinator(.58) 'Operations Support
*Danielle Serrano *Nita Blose *Marti Lemieux Worker(.825) Wes Loyet
Clay Vaske Grounds Keeper
Rec Assist PT Phil McKenzie
*Ronn Miller Senior Services
Assistant(.35)
*Lorilee Dunn
Rec Assist PT
*Jim Hamann
*Part Time •
•
14
10/10/2012
COMMUNITY SERVICES
$2,233,838
• 21.18 FTE's
• Core Services: Community Center Advisory Commission, McDowell
Mountain Preservation Commission, Parks & Recreation
Commission, Senior Services Advisory Commission. Parks
Maintenance,Trails, Community Center, Botanical Garden,
McDowell Mountain Preserve. Public Arts Program. Recreation
program for Youth/Teens, Special Interest, Adult &Youth Sports.
Senior Programs, Home Delivered Meals. Community/Special
Events Planning.
COMMUNITY SERVICES DIVISIONS
DIVISION NAME FTE'S FY13 BUDGET INCR/(DECREASE)
PRIOR YR
Recreation 6.3 $473,494 $1,899
Parks 6.9 $1,071,483 $17,637
Community Center 4.3 $421,050 $(4,135)
Operations
Senior Activity 3.68 $267,811 $45,282
Center
TOTAL 21.18 $2,233,838 $60,683
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15
10/10/2012
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Core Services
Public Safety
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LAW ENFORCEMENT
$3,049,572
• 3.8 beats plus School Resource Officer
• Increases to County benefits are passed on to the
Town
• Includes contract with County for animal control and
jail fees
• $15,000 for MCSO Posse for vehicle
Maintenance •
J
4
16
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10/10/2012
0
LAW ENFORCEMENT DIVISIONS
DIVISION NAME FTE'S FY13 BUDGET INCR/(DECREASE)
PRIOR YR
Administration .07 $22,396 $14,651
Animal Control .25 $65,324 $(1,074)
Incarceration/ .0 $96,000 $0
Transport
Patrol .0 $2,865,852 $136,473
TOTAL .32 $3,049,572 $150,050
ID
FIRE & EMERGENCY MEDICAL
$3,255,335
• Activities include fire suppression, emergency medical
service, building safety and C.A.R.E.
• Contract with Rural Metro through 2014
• Includes depreciation cost for fire engines
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10/10/2012
FIRE AND EMERGENCY DIVISIONS
DIVISION NAME FTE'S FY13 BUDGET INCR/(DECREASE)
PRIOR YR
Fire Administration -0- $144,944 $2,312
Fire Safety -0- $149,872 $3,648
Fire Emergency -0- $1,378,543 $17,132
Medical Services
Fire Suppression -0- $1,551,476 $49,731
C.A.R.E. -0- $30,500 $26,300
TOTAL -0- $3,255,335 $99,123
Municipal Court$402,933 frill`
• 5 FTE
• Core Services
— Civil/Criminal Traffic Violations; Misdemeanor Offenses;
Town Code/Ordinance Offenses; Trials, Hearings, Sentence
Enforcement and Compliance; Orders of Protection and
Harassment Injunctions, Teen Court.
18
1, •
10/10/2012
•
41,
es
MUNICIPAL COURT
Presiding Judge
Mitchell Eisenberg
Court Administrator
Pat Dunn
Court Clerk Senior Court Clerk Court Clerk
Robyn Becher Dawn Hernandez Nan Norton
Town Council
Retreat .•••-•
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• Town Attorney/Town Prosecutor
— Does the Town Council desire to revisit the
positions currently outsourced?
19
10/10/2012
Town Attorney/Town Prosecutor cont
Determination and consideration to revisit the
"in-house" prosecutor and Town Attorney or
stay with the present format.
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4/10 Work Week
Schedule
Was Not Changed
...o
20
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10/10/2012
Work Week Schedule cont....
• Is there a continued desire to maintain the
4/10, four day a week schedule; a modified
9/80's where Town Hall is open 5 days a week;
or straight 8s with Town Hall open five days a
week.
1)\*
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Strategic Plan that`is AO'
sA
Process
Re-affirmed
21
•
10/10/2012
Strategic Plan cont....
Strategic Plan
• Council Goals—confirmation or revisit for modification. In particular,
review of the current 2010 Strategic Plan, any possible changes or
directions to the Strategic Planning Advisory Commission.
• =Civility
• =Environmental Stewardship
• =Education/Learning/Culture
• Recreational Opportunities/Amenities
• Citizen Survey
• =Civic Responsibility
• =Economic Vitality
• =Maintain/Improve Infrastructure
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Emergency Operations
Plan
22
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10/10/2012
Emergency Operations Plan cont....
• Emergency Operations Plan
• Update of the Emergency Operations Plan; National Incident Management
Systems Training(NIMS); ICS 100/ICS 700 Training for council/employees;
Emergency Operations Center;Tabletop Exercise.
• Emergency Management
• Complete revisions of Emergency Operations Plan (EOP)with Maricopa
County Emergency Management
• Complete NIMS training for Staff
• Conduct tabletop emergency exercise in 2013
��TAIN41
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Volunteer
Program
Was
Re-Affirmed
23
10/10/2012
604
Volunteer Program cont.... 4
am
The Town of Fountain Hills has had a Volunteer
Program in some capacity for many years,
although it has evolved in more recent years. The
August 2, 2007 Town Council Action Form states "It
is the Town's goal to develop an expanded
program structured to benefit all departments and
divisions of Town Hall. A Volunteer Coordinator will
be crucial in developing this program and assisting
the volunteers to become an integral part of the
Town team."
T AIV��i
r ... `Volunteer Progr
am am cons. ,,...
• EVENTS and PROGRAMS coordinated by our Volunteer Coordinator: Other Volunteer Programs:
• Give-A-Lift Adopt-A-Street
• Mayor's Youth Council Art Walks
• Volunteer Expo(in the fall) Commissions
• Make A Difference Day(in the fall) Greening of Downtown
• Trees and Trains(in December at CC) Save our Sculptures(SOS)
• Volunteer Reception(in the spring) Community Ser.for H.S.Students
Home Delivered Meals
• There are many other volunteer opportunities that are not part of the Town's Volunteer Program:
• C.A.R.E.
• Library volunteers
• Neighborhood watches
• Student Mentors
• Posse
24
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10/10/2012
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Public Safety Chet is wti
Funding Strategies
Taken Under
Advisement
L
Public Safety Funding cont....
Consideration to re-address the dedicated
funding scenarios to adequately fund Public
Safety and/or funding sources such as a Public
Safety District which would require special
Legislation.
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25
10/10/2012
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Jail
Alternatives
No Further
Discussion on Subject
Jail Alternative cont....
Reconsideration and/or determination to
change to an "in-house" jail. Building
modifications required, building renovations
and a lease cancellation with DPS is involved.
26
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10/10/2012
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Intergovernmental
Relationships
-J.
Intergovernmental Relations =„A
cont....
• Importance with maintaining a sound working relationship
with the following and address any issues with any of the
following:
— Ft. McDowell
— Salt River Pima-Maricopa
— Maricopa County Regional Park
— FH Unified School District
— FH Sanitary District
•
— FH Chamber of Commerce
— Fire Districts
— Adjacent Cities/Towns/County
9
27
10/10/2012
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Budget
Process
Budget Process cont....
Determine was not to use a Budget
Committee in future for annual budget
process. Further discussion was considered
for the Town Manager to provide the Budget
considerations to Town Council.
28
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10/10/2012
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"9p�q.__.-oro
ghat iv i\citi
Franchises
Were not
Further Given
Consideration
Franchises cont....
Consider further discussion regarding pursuing
franchises with the three private investor-owned
utilities in Fountain Hills operating within the Town's
Rights-of-Way.
• =Chaparral City Water Company
• =Southwest Gas
• =Cox Communications
I (
29
10/10/2012
o/ �z
r.
vmy
Capital �hat�pr
Improvement
Program
Revampment for a Balanced 10
Year CIP
oNTA�Ny�l
CIP _� =
• Capital Improvement Program &
Infrastructure Improvement Plan
• Capital Improvement Plan(CIP): A multi-year planning document that is the product of a systematic
evaluation of capital projects which serves as a guide for the construction of public facilities.
• Infrastructure improvement Plan(IIP): A written plan that individually identifies the necessary public
services that are to be subject to Development Fees and is incorporated into the Town's CIP.
• Senate Bill 1525 requires that municipalities adopt an IIP to serve as the central document for the
planning and imposition of development fees.
• Projects identified in the IIP must be completed within 10 years(15 years for water/wastewater projects)
or development fees paid may be subject to a refund.
• Questions regarding Fountain Hill's IIP:
• What projects will be eligible for development fees under SB 1525?
• What projects will be completed within 10 years?
• What funding source will be utilized for projects not fully funded by development fees?
• Will enough development fees be collected to fund projects?
• Is development fee funding of projects realistic?
30
10/10/2012
�T Div qi
Development °�h�t it i\<\t
Impact Fees
Awaiting for the
Update Study
Development Impact Fees cont.... `
Address the required update of the
Development Impact Fees due to the
sweeping changes in municipal development
fees laws, as well as the viability of DIFs as a
revenue source and the underlying issue of
the requirement for any capital project funded
by DIFs to be built in 10 years.
31
10/10/2012
-1//'�.,r'Jra
that is AO
Sign Code
t AIV
Sign Code cont.... =='
Address the Sign Code Committee and
Planning & Zoning recommended changes to
the sign code.
32
10/10/20
1-2
(1
1 A.!N_ 1
0 .?
‘ 1,:
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)\V '
44'' ' r011110
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• '' R V‘
11/1ha t i'
m
paveent
p
manageni -
nt
r
progam
-
November
d in
se
addres
Plan to be
N Ote.f.'a
Town of
Fountainf
Hills
ills
Pavement Management
'-- 7
7_
-
.. ,.
,,-
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33
/
10/10/2012
Historical Streets Revenue & Road
Maintenance 7.„
M,
HURF* Total Road GF/CIP
Fiscal Year
Revenue Maintenance Contribution
2000 $1,012,184 $ 1,557,543 $ 1,269,100
2001 $1,061,521 $ 1,281,528 $ 771,700
2002 $1,254,816 $ 968,745 $ 588,100
2003 $1,310,997 $ 306,356 $
2004 $1,400,448 $ 540,428 $
2005 $1,471,032 $ 595,289 $
2006 $1,574,453 $ 548,074 $ 500,000
2007 $1,750,051 $ 1,171,728 $
2008 $1,682,055 $ 721,183 $ 721,183
2009 $1,468,335 $ 637,905 $ 637,905
2010 $1,391,100 $ 420,883 $ 420,883
2011 $1,396,075 $ 325,074 $ 325,074
2012 $1,132,332 $ 200,000 $ 100,000
2013 $1,265,640 $ 200,000 $ 100,000
*Excludes in-lieu fee and miscellaneous revenues
Pavement Maintenance Zones
, otae
7- 4:2,64 2s.•
n.o !
307,,01
\ 174-10 sos,m
p Oi.
Fountain Hills Roadway Statistics
• 390 lane miles
• 3,460,000 SY of pavement surface _ e 47,c';
• 7 Pavement Maintenance Zones
'
‘•;.1 4 )1' <
IP'
•
LEGEND t;t7'""
0 ZOK
•
.......MN.MU, ttik.*qr
P.M ROAD
ralwat ROAD 07:47, 4#1 i •
6,4 41,0" ra*.' •
Nod
34
10/10/2012
Pavement Management Practices
Historical pavement management practices have consisted of crack sealing,surface
seals and slurry seals by maintenance zone once every seven years and was funded
through a combination of HURF,General Funds and CIP Funds.
Current budget constraints allow only$200,000 annually for lane striping,curb,sidewalk
and asphalt repairs. The January 2009 Pavement Management Report completed by
Stantec Engineering suggested the need for$1.2 million annually for pavement
management projects.
It is estimated that$2.8 million annually will be required to provide asphalt mill&overlays
to 20%of the Town's streets as well as slurry seal or surface seal treatments to the
remaining streets. This is a long term pavement management program that will target one
of seven pavement management zones each year and will replace the entire public street
network over a 35 year period. This program is perpetual in nature but will not address
reconstruction of the worst roads such as Saguaro Blvd. The lifespan of some existing
streets will need to be stretched to 50+years in some areas under such a program.
If a budget of approximately$1.1 million were available on an annual basis the Town could
apply a slurry seal to the collector streets and a surface seal to residential streets in one
zone annually. While this will provide some benefit to prolonging the lifespan of the
streets it is not a long-term,sustainable program. Eventually,all asphalt needs to be
removed and replaced.
110
Asphalt Conditions: Zones 1 — 7
Staff has conducted an assessment of Pavement Management Zones 1 -7 and
identified various areas where the asphalt and subgrade is failing. These areas will
need to be removed and replaced before any surface treatments can be effectively
applied. The cost of the asphalt replacements are estimated at$782,000.
Asphalt Replacement Costs
Zone 1 $318,000
Zone 2 $218,000
Zone 3 $95,000
Zone 4 $12,000
Zone 5 $7,000
Zone 6 $22,000
Zone 7* $110,000
Total= $782,000
Excludes portions of Saguaro Blvd.,Fountain Hills Blvd.,
Palisades Blvd.and Shea Blvd.which may be included in a future
bond.
•
35
10/10/2012
Zone 1: Asphalt Replacement
�� Town of Fountain Hills
t��P ZONE 1 PAVEMENT MANAGEMENT AREA:
`'i ASPHALT REPLACEMENT
' i� *L,,..'.c/opus .am} T'Notes:
w . i` •73 pavement replacement locations
•
'M,
tic
tfi ' ,-� •19000 square yards
jaw •$380000 replacement cost
lkir
$y
410114
z*'*va, 4,,,...,,A,..,,4,' A i
if
• , /a7 #0,44"iiti
�1%cN 1
4
Zone 1: Asphalt Replacement Examples
Bayfield&Hamilton Sterling&Ibsen
it
1
fie
Valloroso&Armijo Del Cambre&Rosita
4
36
10/10/2012
Arterial Roadway Reconstruction
In June of 2012 the Town contracted with RAMM Geotechnical Engineering to take core
samples in order to determine the actual pavement thickness and subgrade profile for the
following streets:
1. Saguaro Blvd. (Shea Blvd.to Fountain Hills Blvd.)
2. Palisades Blvd. (Saguaro Blvd.to Fountain Hills Blvd.)
3. Fountain Hills Blvd. (Palisades Blvd.to Middle School)
The results of the geotechnical investigation showed that the pavement thickness and
subgrade profile varied greatly on all of the streets tested. For Saguaro Blvd.the asphalt was
typically between 1"and 2"thick over a 2"to 3"subgrade which is far less than normal
standards.
Due to the existing conditions of Saguaro Blvd.the RAMM report recommends full
reconstruction for the entire length which consists of removing the top 10"of existing asphalt
and subgrade,scarifying and compacting the exposed subgrade and placing a new pavement
section of 4"of asphalt on 6"of base course.
The report also recommends full reconstruction for the areas of Palisades Blvd.and Fountain
Hills Blvd.with the exception of the area on Fountain Hills Blvd. near the Ashbrook Wash
which was reconstructed with a wash crossing project in 1996.
Arterial Roadway Reconstruction
$8.2 million Saguaro Blvd. Road Bond
November of 2013
The estimate for Saguaro Blvd. reconstruction includes the following:
• engineering design and construction oversight
• asphalt/subgrade/curb removal and replacement
• water valve&sewer manhole adjustments
• striping and pavement markings
• drainage Improvements(intersections of Palisades and Desert Canyon Golf Course areas)
• modified three-way stop at Avenue of the Fountains(turn lane and pedestrian)
•ADA sidewalk and ramp improvements(Federal requirement)
All work would be coordinated with the Sanitary District,Chaparral City Water,SRP, SW
Gas,Cox Communications,Century Link,etc.
37
10/10/2012
Saguaro Blvd. Drainage Improvements MN'
The photographs below show Saguaro Blvd. near the Desert Canyon Golf Course. The inlets
to various drainage structures on the west side of the street are undersized and do no allow
for proper drainage.The Saguaro Blvd. Reconstruction estimate includes design and
construction of proper sized drainage structures in this area to prevent standing water which is
not only a hazard to motorists but accelerates deterioration of the asphalt and subgrade.
rt,
"K
i. .. rq••
S I.z y
October 2010 December 2011
4
Saguaro Blvd. Drainage Improvements 0
The photographs below show southbound Saguaro Blvd.from Palisades Blvd.to Parkview
Ave.after a rainstorm in October of 2010. Due to the lack of storm drains in this area the
water drains to a catch basin south of Parkview Avenue which then flows into Fountain Park.
The Saguaro Blvd. Reconstruction estimate includes design and construction of proper
drainage in this area to prevent standing water.
}
}
ti
a
y_a��
Saguaro Blvd.:Palisades Blvd.to Parkview Ave. Saguaro Blvd.&Palisades Blvd.,
Intersection
4
38
.k . 4 .
10/10/2012
JyTaINy1
\��
% i P
of
,r.
Economic ihatism,„o
Development
Program
High Priority
Consensus Based Economic Development �Tnrn
Implementation Plan
(EV1)
Downtown Tourism Business
Initiative Initiative Attraction
(EV3) (EV5) Initiative
(EV 4)
DEVELOPMENT: DEVELOPMENT: DEVELOPMENT
Area Specific Plan -Promotion/ *54-Professional,Technical,
Implementation Strategy Marketing New Events Scientific Services
(Hyatt/Palma;Swaback Planning Businesses
Plan;ULI Plan)Mixed -Website(s)/Electronic *52-Finance,Insurance,
Used Development Media Businesses
Zoning(Smart Growth -Funding *62-Health Care
Principles);Development
Incentives;Capital -Industry Retention&Expansion
Wayfinding Plan Program
Funding Plan -Website Enhancement
Industry Retention&Expansion
Program/Retail Attraction
-Website/Electronic Media
Stakeholders:Town of FH,SPAC,FH Chamber of Commerce,FH Business Alliance
Ft.McDowell,FH Sanitary District,FH School District, Utilities,Developers,Commercial
Property Owners,Commercial Real Estate Leasing Agents,Community Leaders
•
39
10/10/2012
idiv 4
3/
'fbat is
Downtown Initiative
.1.10
AIN di
, • vp
(
.it is 01'
Tourism Initiative
•
40
10/10/2012
Ary AIN 4-,
. Near 7wir .
lhat is Ac‘1'
Business Attraction
Initiative
- lh
./fir Tuir .
'bat is
Fountain Lake
IGA
High Priority
r
41
10/10/2012
Jk'taI �ll
Fountain Lake �'-`r
*,1
,hat is01.
• Fountain Lake
— Further discussion regarding the proposed
intergovernmental agreement(IGA) for the FH
Sanitary District to operate and manage the
Fountain Lake.
410
Fire Station #2 hat 1,c‘,
Project
Priority
Revisit
42
10/10/2012
J0AIN11j
Fire Station #2 �., _��t4r
3
V -_ W b
chat is 01'
• Fire Station #2 Relocation Project
— Site Determination consideration for revisiting the
site of Fire Station #2. Discussion and
reconsideration of the Land trade with MCO.
=Original Site Disposition
=Construction Project Funding Prioritized
��„ %IN,,ltl
cn
o z
L r:
O
Community is
„,,, ,,.
„. ,...
.sm
Partnership
Funding
Policy
k
43
10/10/2012
T
Community Partnership aIN
oar-
z
,
Policy
v
/hat is my'
• Policy Consideration to Review Partnerships:
• Economic Development/Tourism $103,000
• Fountain Hills Community Theatre $72,240
• Fountain Hills Boys/Girls Club $80,000
• Food Bank $30,250
• MCSO Posse $15,000
• Senior Citizens, Inc. $15,000
• JumpStartBiz $4,500
',C_ I
Operational Priorities 4,
i z
• #1 Pavement Management 94that"—i5 tJ2
• #2 Economic Development Plan
• #3 Fountain Lake IGA
• #4 Community Partnership Funding Policy
• #5 Fire Station #2
• #6 Town Prosecutor
• #7 Volunteer Program
-40
44
♦ • `
10/10/2012
Strategic Goals •
z n
•
• Active Goal & Initiatives '''hat�a o.-
— C3 Genuinely solicit and consider public and stakeholder feed sack as
part of the decision-making process.
— EV1 Develop a comprehensive economic development strategy for the
Town's future and work with our partners to forward economic growth
and awareness.
— EV2 Develop and maintain a balanced, equitable,sustainable and local
financing structure to support the Town core government services at
desire service levels.
— EV4 Promote retention,expansion and relocation of quality
businesses.
— 12 Lower the reliance on state revenue by developing a locally
controlled, reliable funding source for infrastructure maintenance
AIN 4rt
Strategic Goals °'/� _ ' 0-41
\
•
1.7'•
• Active Goal & Initiatives cont 'hat isMV"
— CR7 Communicate the role fo local government and clearly de me the
trade-offs between service levels and amenities and the associated
costs so residents can make informed choices.
— CR2 Discover, recognize and utilize the talents of our citizens and use
these assets to address community needs.
— CR3 Foster a culture of public service and volunteerism.
— R2 Provide an interconnected, multi-use trail and bicycle system that
promotes active living, physical activity,education and appreciation of
our parks and natural resources.
— 13 Maintain a current condition assessment of all roadways and
sidewalks and prioritize and implement maintenance efforts to
minimize costly reconstruction.
•
45
10/10/2012
Strategic Goals %%-:````�
z z
that is Xtrl
• Active Goal & Initiatives cont
— C2 Support community events and activities that create opportunities
to build community and friendship.
— CR1 Foster an environment of accessible, responsive governance.
— CR6 Evaluate customer satisfaction with Town services on a regular
basis and implement appropriate service improvements.
AIN111
" 4.977 Ltd
z
Y 5
dot is Asti
A
�l
46
• ! •
OPERATIONAL PLAN
COUNCIL PRIORITIES FOR FY12-13
(Established at Council/Staff Retreat on August 23, 2012)
1. Pavement Management Program
2. Economic Development Plan
3. Fountain Lake (IGA)
4. Community Partnership Funding Policy
5. Fire Station #2
6. Town Prosecutor
•
7. Volunteer Program
Page 1 of 5
y . ,
STRATEGIC PLAN 2010
COUNCIL GOALS AND INITIATIVES FOR FY12-13
(Established at Council Retreat on January 26, 2012)
A. Active Goals and Initiatives
C 3 Genuinely solicit and consider public and stakeholder feedback as part of the decision-making process. Ken
• Conduct a statistically valid citizen survey, correlating to the previous statistically valid survey($35,000 in
Town Manager budget) See also CR6 Ken,Julie
• Staff to attend at least 12 meetings per year(one per month)with community organizations, HOA's,etc. (no
fiscal impact, however, impact will be staff time) Ken
• Utilize telephone technology to make calls to citizens to inform them of upcoming events, etc. Julie
EV 1 Develop a comprehensive economic development strategy for the Town's future and work with our
partners to forward economic growth and awareness. Ken
• Review the economic development plan annually and recommend revisions as appropriate
vat
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. Julie
• Outreach to the community citizens regarding proposals that came from the November toolbox retreat;
highlight individual proposals during the budget process; reemphasize sustainability Julie
Page 2 of 5
4
I
EV 4 Promote retention,expansion and relocation of quality businesses. Pending assignment
• Expand upon the outreach efforts in one of the targeted industry sectors to encourage business locations
which create new employment opportunities and increase daytime population
• Utilize the trade area analysis to target recruitment efforts on those businesses/business sectors identified
• Encourage the location of businesses along the Avenue that complement and support the existing business
base (fiscal impact$42,000-$8,000 (or-19%)from the General Fund and $34,000(or-81%)from the
Excise Tax Fund; a significant portion geographically falls within the downtown area (the retail,office and
"Avenue" initiatives)
12 Lower the reliance on state revenues by developing a locally controlled, reliable funding source for
infrastructure maintenance. Julie
• Sell assets that have become expensive to maintain and have limited future value Julie, Mark, Paul
CR 7 Communicate the role of local government and clearly define the trade-offs between service levels and
amenities and the associated costs so residents can make informed choices. Ken
• Continue Citizens Academy Mark
cs, • Create a reader friendly budget report that citizens can understand Julie
CR 2 Discover,recognize and utilize the talents of our citizens and use these assets to address community
needs.
CR3 Foster a culture of public service and volunteerism. Ken,Joan
• Advertise with a Request For Proposals for specific need or skillset that a member of the community may
have and want to offer services to the Town Ken,Joan
• Foster a culture of public service and volunteerism through the annual Make a Difference Day Ken,Joan
R 2 Provide an interconnected, multi-use trail and bicycle system that promotes active living, physical
activity,education and appreciation of our parks and natural resources. Mark
• Coordinate and promote activities with McDowell Mountain Regional Park Mark
• Coordinate with Tourism Bureau to promote Town trails and bicycle system as part of active living, including
a booth during the two fairs Mark
• New flyers distributed to valley sports stores Mark
• Promote FIT(Fountain Hills Interconnected Trails) Mark
• Urban Trails Plan,create a flyer for distribution,coordinate with Tourism, create new Town webpage
dedicated to healthy living,active lifestyles; utilize FIT logo to promote trails, signage to mark FIT stations
Mark,Julie
13 Maintain a current condition assessment of all roadways and sidewalks and prioritize and implement
maintenance efforts to minimize costly reconstruction. Paul
4 Page 3 of 5
• Evaluate the post mortem on bond with the public, prepare new strategy for recommendation Paul, Ken
Julie
C 2 Support community events and activities that create opportunities to build community and friendship.
Mark
• Do more events; network with promoters Mark,Tourism
• Coordinate calendars with McDowell Mountain Regional Park and Tourism Mark,Tourism
CR 1 Foster an environment of accessible, responsive governance. Ken
• Appoint a formal Ombudsman (perhaps a retired judge so they are impartial) Ken
CR 6 Evaluate customer satisfaction with Town services on a regular basis and implement appropriate service
improvements. Ken
• Statistically valid customer satisfaction survey($35,000 fiscal impact, using prior as a baseline);consider
survey at least once every three years See also C3 Ken,Julie
• Develop customer service performance measures utilizing the ICMA standards Ken,Julie
Page 4 of 5
i • j i
B. Inactive Goals and Initiatives
(accomplished via alternative methods, abandoned or delayed)
C 3 Genuinely solicit and consider public and stakeholder feedback as part of the decision-making process.
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.
• Support Chaparral City Water with franchise election in Spring 2013
• Continue to work with partners and legislators on the creation of a Public Safety District
• Consider a public safety fee on all property owners(similar to Paradise Valley)
CR 7 Communicate the role of local government and clearly define the trade-offs between service levels and
amenities and the associated costs so residents can make informed choices.
• SPAC recommendation: "Create a sense of urgency regarding the importance of residents and businesses
taking responsibility to financially participate in the Town's infrastructure maintenance and provision of
basic services to protect home, land and property values."
•
Introduce the idea of a property fire fee to cover the cost of fire and EMS protection
19 Build a protected fund to finance the major periodic maintenance of community facilities.
Other SPAC Recommendations and proposed initiatives(those not included in above)
EV4 Promote retention,expansion and relocation of quality businesses.
Move forward with strategy development for the two other target industry sectors for employment
expansion: "health care and social assistance", and "finance and insurance".
EV6 Identify a slate of economic development tools and strategies(including tax incentives, fee abatements,
etc.)to stimulate economic growth.
ELCS Encourage access to higher learning opportunities or the establishment of an educational or training
campus within our community.
Other Public Safety Ken
• Propose bond issue for fire station Ken,Julie
C
Page 5 of 5
Quarterly Update to
Strategic Planning
Advisory
Commission
September 2012 ,.
t.i o >
Qt .. .. 4x4TAIN
j. f I 4 till-
Ile"
z.
. — o
r
.,.., "•, _ t fat is
Prepared by:
Julie A.Ghetti,MPA,CPA
October io,zorz
•
SUMMARY
-, 4 Single Family home permits this quarter (compared
to 4 for all of last year)
General Fund revenues are 8% higher than last fiscal
year and expenditures are 2% less
But retail and restaurant sales tax is less than the
average of the past five year first quarters
General Fund expenditures are less than available
resources
HURF revenues are 9% less than last fiscal year (in lieu
fees) and expenditures are 27% less
t.
October io,zorz
•
1
4 (: •'
QUARTER ENDING 9/30/12
Current Year Revenues-All Funds
of +/(-)from
FUND FY2011-12 FY2012-13 Budget Budget Prior Year
General Fund $2,678,367 $2,892,460 $3,399,554 85.1% 8.0%
HURF $303,214 $276,171 $330,470 83.6% -8.9%
Dev Fees $295 $28,399 $32,683 86.9% 9515.5%
Special Revenue $145,811 $83,710 $441,138 19.0% -42.6%
Downtown Development $67,661 $68,679 $73,890 92.9% 1.5%
Debt Svc MPC $135,188 $129,345 $196,280 65.9% -4.3%
Debt Svc GO $206,978 $10,522 $357,004 2.9% -94.9%
CIP $88,315 $74,210 $1,798,000_ 4.1% -16.0%
Grand Total All Funds $3,625,828 $3,563,496 $6,629,018 53.8% -I.7%
October 10,2012
QUARTER ENDING 9/30/12
Current Year Expenditures-All Funds
%of +/(-)from
FUND FY2011-12 FY2012-13 Budget Budget Prior Year
General Fund $2,885,542 $2,833,579 $3,387,155 83.7% -1.8%
HURF $286,145 $206,894 $330,470 62.6% -27.7%
Dev Fees $19,197 $21,069P $38,093 55.3% 0.0%
Special Revenue $141,104°. $113,810 $449,313 25.3% -19.3%
Economic Development $14,882 $28,907 $45,992 62.9% 94.2%
Debt Svc MPC $10 $0 $269,175 0.0% -100.0%
Debt Svc GO $1,000 $1,000 $356,006 0.3% 0.0%
CIP $114,049 $29,998 $2,924,552 1.0% -73.7%
Grand Total All Funds $3,461,929 $3,235,258 $7,800,755 41.5% -6.5%
October 10,2012
2
•. 1 r
0
QUARTER ENDING 9/30/12
General Fund Montly Revenue Report-September 2012
+/(-)from
Period %of Prior
FY2011-12 FY2012-13 Budget Budget Year
Local Sales Tax $1,307,037 $1,334,808 $1,678,770 79.5% 2.10
State Income Tax $474,463 $574,301 $564,960 101.7% 21.0%
State Sales Tax $417,841 $434,133 $470,100 92.3% 3.9%
Vehicle Lic/Fire Ins Tax $181,718 $186,390 $218,794 85.2% 2.6%
Permits,Fees and Rentals $124,982 $217,745 $313,422 69.5% 74.2%
Fines&Forfeitures $52,213 $50,962 $72,450 70.3% -2.4%
Miscellaneous&Interest $20,038 $94,121 $29,954 314.2% 369.7%
Period Total $2,578,293 $2,892,460 $3,348,450 86.4% 12.2%
October 10,2012
(
QUARTER ENDING 9/30/12
Local Sales Tax Collections by Type
(In millions)
$i.o July-Sept
Wholesale/Retail
$0.9
$0.8
$0.7
$0.6
$0.5 --- Transp/Utii/Com
$0.4 _. -.. ... _....._ __..
$0.3 ----__. --
Construction Ins/Real Estate other
$0.2 ------ Restaurants/Bars ,' S_rvires
$0.1 E _..-- �...I.__v
■FY09-10 FY10-11 ■FY11-12 11FY12-13 ■FY12-13 Budget
October 10,2012
4 3
4 0
-44
Local Sales Tax
July through September Retail Activity
FY09 thru FY13
$1,000,000
$900,000 ------- ''.
$800,000 ''..
$700,000 — -
$600,000 I , ,
$500,000 I I
$40O,000 I _ I
$300,000 I ' -- I
FY08-09 FY09-10 FY10-11 FY11-12 FY12-13 FY13 SYr
Budget Average
Decrease of 4%over prior year
October io,zou
Local Sales Tax
July through September Restaurant/Bar Activity
FY09 thru FY13
`` $1so,000
$130,000
$uo,000 I
I
$90,000
$70,000
$so,000 i m
FY08-09 FY09-10 FY10-11 FY11-12 FY12-13 FY13 Budget SYr Avg
Decrease of 3.6%over prior year
October to,zoiz
4
I'
i 11 •
Local Sales Tax
July through September Trans/Telecommunications
Activity
FY09 thru FY13
$500,000
$400,000
$300,000-
$200,000
$100,000
FY08-09 FY09-10 FY10-11 FY11-12 FY12-13 FY13 5Yr
Budget Average
Increase of 3.8%over prior year
w4°
October 10,2012
Local Sales Tax
July-September Construction Sales Tax Activity
FY09 thru FY13
$500A00
$400,000
Decrease of 22%over prior year
$300,000
$200,000
$100,000
$0 - ,
FY08-09 FY09-10 FY10-11 FYII-12 FY12-13 FY13Budget 5Yr Avg
50% of this revenue funds capital projects
October 10,2012
r
5
t,13+,
ti
General Fund Expenditures by Department
Quarter Ending September 30,2012
Maroc a row"council Adpf t G law
AfrlOfi Enf«oament
':, Municipal court
4 .
community
Semmes
Fie L Fmergenry
Medd Servos
° Development
li Berries
Total$2.8M
October 10,2012
4111
QUARTER ENDING 9/302
General Fund Montly Expenditure Report-September 2012
+/(-)from
Jul-Sept Jul-Sept FY2012-13 %of Prior
Actual FY12 Actual FY13 Budget Budget Year
Mayor&Council $17,707 $20,432 $20,703 98.7% 15.4%
Administration $507,703 $505,386 $646,255 78.2% -0.5%
Municipal Court $94,370 $94,441 $100,733 93.8% 0.1%
Development Services $322,412 $312,351 $510,644 61.2%, -3.1%
Community Services $480,387 $417,456 $558,460 74.8% -13.1%
Fire&Emergency Medical $753,926 $775,685 $813,834 95.3% 2.9%
Law Enforcement $709,037 $707,828 $736,526 96.1% -0.2%
Period Total $2,885,542 $2,833,579 $3.387,155' 83.7% -1.8%
October 10,2012
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HIGHWAY USER REVENUE FUND
(HURF)
FYII-12 FY2012-13 YTD to Year End
Actual Actual Budget Estimate
State Shared Revenues $258,563 $288,149 87% $1,265,640
In Lieu Fees $39,639 $1,062 26% $50,240
Miscellaneous&Other $5,012 $1,960 131% $6,000
IIURF Expenditures by Program-Fiscal Quarter Ending 9/30/2012
Expenditures by Program FY2011-12 FY2012-13 FY2012-13 %of
Actual Actual Budget Budget
Administration $34,699 $47,110 $50,004 94.2%
Adopt A Street $784 $723 $824 87.7%
Legal Services $5,110 $2,244 $5,352 41.9%
Open Space $70,288 $52,243 $74,911 69.7%
Pavement Management $40,923 $30,298 $37,260 81.3%
Street Signs $14,750 $12,300 $18,705 65.8%
Street Sweeping $40,768 $34,306 $37,547 91.4%
Traffic Management $22,927 $0 $24,089 0.0%
Traffic Signals $39,425 $12,717 $50,174 25.3°/
Vehicle Maintenance $16,471 $15,555 $20,708 75.1%
Grand Total I'IRE $286,145 $207,496 $319,575 64.9%
f
Capital Projects F and
FYI1-12 FY2012-13 YTD to Year End
Revenue Actual Actual Budget Estimate
Construction Sales Tax $87,006 $70,724 236% $120,000
Grants $0 $12,337 3% $5,758,000
Interest&Miscellaneous $1,310 $13,649 191% $28,649
Transfers from Other $0 0% $1,299,000
Funds
TOTAL $88,315 $96,710 4% $7,205,649
FY12-13 YID Fs timated Cos t to
Project Number/Name Project Budget 9/30/2012 Complete in FY13 Complete
E8504 AOTF MEDIAN&RIGHT- $1,792,000 $6,481 $1,792,000 0.4%
F4012 LIBRARY EVENT CIRCLE $48,000 $19,999 $48,000 41.7%
F4020 VOICE&DATA $25,000 $16,239 $25,000 65.0%
P3008 FOUR PEAKS PARK $50,000 $44,350 $50,000 s8.7%
P3024 URBAN TRAIL $50,000 $11,130 $50,000 22.3%
S6005 SHEA BLVD WIDENING $3,944,679 $26,095 $3,944,679 0.7%
S6053 FOUNTAIN HILLS BLVD $134,250 $56,770 $134,250 42.3%
TotalFY12-13 Capital Projects $11,698,210 $181,064 $11,698.210 I 5%
October 10,2012
0
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Questions?
Octoberio,zoiz
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8
TOWN OF FOUNTAIN HILLS
QUARTERLY BUDGET REPORT
SEPTEMBER 2012
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General Fund
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General Fund Revenues
‘Iror the fiscal quarter ending September 30, 2012, revenues were received at 85% of budgeted amounts but $214,093
more than the same time period last fiscal year(an increase of 8%). The increase is the result of three categories where
revenues are higher than the previous year—the State income tax, State sales tax and miscellaneous revenues. Total
General Fund revenues for this quarter are $2,892,460.
FY11-12 FY2012-13 YTD to Year End
Actual Actual Budget Estimate
General Fund $2,678,367 $2,892,460 85% $13,598,215
TOWN OF FOUNTAIN HILLS The four revenues in the chart on the left represent
PERIODENC)ING ES 87,5% of General Fund revenues, and as such,
GENERAL FUND REVENEVENUES".••
provide key indicators of the Town's •overall
economic condition and performance. Local sales
tax collections have increased slightly with an
local sales Tex approximate 3% increase over the same period last
1 T.. year(includes construction activity of which 50% is
$10 transferred to the Capital Project Fund). State sales
and income taxes are 13% higher than last year as
Sate� ome Tt[
r, projected and vehicle license taxes are about 3%
higher compared to last year(this revenue source is
1 derived from vehicle registrations). Overall,
General Fund revenues are at 85% for the first
__I quarter of the fiscal year.
State Shared Revenues
State Shared Revenues represent a distribution of the State income, sales and vehicle licenses taxes returned to the
Town based on its population in relation to the total population of all incorporated cities and towns. The income tax
funds are distributed from tax collections from two years prior to the fiscal year in which the Town receives the funds.
Sales taxes are distributed to cities and towns three months after the actual sales activity occurs. These revenues are
distributed monthly through a distribution from the State Treasurer's Office. The revenues from these categories total
$1,194,824 which is $120,802 or 12% more than the same time period last year — the increase in revenue was
anticipated based on optimistic projections by the Arizona League of Cities and Towns.
FY11-12 FY2012-13 YTD to Year End
Actual Actual Budget Estimate
State Income Tax $474,463 $574,301 101.7% $2,259,840
State Sales Tax $417,841 $434,133 92.3% $1,880,400
Vehicle License Fees/ $181,718 $186,390 85.2% $758,400
Insurance Premium Tax
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Local Sales Tax(2.6%)
The annual revenue for this category total $1,686,300 (including all funds), which is 86.6% of projections. Compared
to the same time period as last year the total revenues are 13.4%lower.
Retail: A retail sales tax of 2.6% is collected for the sale of all tangible personal property including grocery, clothing,
home and garden, autos and other related retail activity. This revenue source is sensitive to changes in the economy
and can fluctuate from one fiscal year to another. The revenues for this category total $706,453 which is 76.1% of
projections;compared to last fiscal year revenues are up down 3.2%.
Restaurants/Bars: Food and liquor sales are taxed at a rate of 2.6% in the Town. The revenues for this category total
$114,540,which is 77.1%of projections; compared to last fiscal year revenues are down by 1.6%.
Communication/Utilities/Transportation: Utilities such as Chaparral City Water, cellular telephone companies and
Qwest are taxed at a rate of 2.6% in the Town as well as cellular phone charges. The revenues for this category total
$395,906,which is 110.6%of what was anticipated; compared to last fiscal year revenues are up by 1.8%.
Construction Contracting: This revenue is generated from the 2.6% tax on new home and business construction as
well as improvements to real property. Like retail sales tax, this revenue source is considered to be volatile as it is
strongly impacted by changes in the economy. The largest sources of revenues in this category come from residential
homebuilders. The revenues for this category total $141,448,which is 235.8%of what was budgeted; compared to last
fiscal year revenues are down by 18.7%. The Council has dedicated 50% of this revenue to the Capital Projects Fund
for future appropriation.
FY11-12 FY2012-13 YTD to Year End
Actual Actual Budget Estimate
Local Sales Tax $1,754,800 $1,334,800 79.5% $7,785,744
Local Sales Tax
C Illecti'ns by Type Local sales tax makes up 46.1% of General Fund
$1.0 July-Sept _ revenues; for the first quarter ending June 30, 2012
$0.9 """°"""'"°"" - collections were $1.6M for all funds ($1.3M in the
sa.' General Fund). Retail and restaurant/bar activities
s0.7 represent 47.7% of total collections;
$0.6 telecommunications and utilities represent another
$0.5 T,.,.p/UtwCan 23.5%. Construction revenues collected this fiscal
s9.• quarter total $141 K,which is an 18.7% decrease over
sa.3 Construction last fiscal year. Retail sales tax collections decreased
' In'IR l Est.t. Other
$0.2 Restaurants/Ban by 3.2%over the same period last year;restaurant/bar
$o.i Services
7 I$0.0 I I rig--1 collections are down 1.6% from the same period last
.FY09-10 .FY10-11 .FYI1-12 .FY12-33 .EY12-13 Wdg.t year.
4
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Building Permit Revenue
'evenues in this category include both commercial and residential permitting activity with the majority of
evenues coming from residential activity. This fiscal quarter, revenues for this category total $20,933 or
20% of the annual budget. Housing permits issued for the fiscal period are 4 single family, 0 multi family
and 0 commercial. Plan review fees have been submitted by the Ellman Group for the grading, paving and
landscape preservation associated with the relocation of Fountain Hills Blvd. and future park area within the
former State Trust Land area, however,there has been no further activity.
FY11-12 FY2012-13 YTD to Year End
Actual Actual Budget Estimate
Building Permit Fees $13,152 $20,933 20% $84,650
Court Revenue
This category summarizes several revenue funds collected by the court. The court generates various revenues
through fines, sanctions and court orders. These fines include criminal, civil, Town code violations and
diversion fees for defensive driving school attendees. Reimbursement fees for required background checks,
incarceration costs, and Public Defender costs are also collected by the court and included in this category.
This fiscal period, revenues for this category total $50,962 which is $1,251 (3%) less than last year's same
fiscal period and 30%less than budgeted.
FY11-12 FY2012-13 YTD to Year End
Actual Actual Budget Estimate
thirCourt Fines & Fees $52,213 $50,962 70.3% $289,800
License Revenue
Revenues in this category include both business and animal licensing activity with the majority of revenues
coming from business licenses. Current quarter revenues for these two categories total $29,925 or 74% of
the fiscal period budget.
FY11-12 FY2012-13 YTD to Year End
Actual Actual Budget Estimate
Business License Fees $21,688 $19,701 69% $114,679
Animal License Fees $11,147 $10,224 87% $47,365
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General Fund Expenditures
The General Fund accounts for most of the day to day operations of the Town, including Police, Fire and As
Emergency Medical Services, Development Services, Community Services, Court, Council and
Administrative functions. At the end of the first fiscal quarter 83.7% of the period budget has been
expended.
FY2012-13 Expenditures by Category - General Fund
Jul-Sept Jul - Sept FY2012-13 % of
Actual FY12 Actual FY13 Budget Budget
Salaries and Benefits $775,103 $774,145 $839,180 92.3%
Supplies and Services $392,536 $254,069 $453,449 56.0%
Contractual Services $1,699,930 $1,757,313 $1,867,632 94.1%
Internal Services $5,613 $9,392 $51,137 18.4%
Other $12,360 $38,659 $175,756 22.0%
Grand Total all Funds $2,885,542 $2,833,579 $3,387,155 83.7%
• Salaries and benefits represent one fourth (25%) of the total General Fund operating budget and
accounts for all staff with the exception streets employees who are funded through a separate Highway
User Revenue Fund (HURF)
• Contractual services represents 56% of the General Fund budget and includes contracts for law
enforcement (Maricopa County Sheriff's Office) and fire and emergency medical services (Rural
Metro). The Town utilizes contracts for specialized or one-time services that do not require the addition
of full time staff.
• Services, Supplies and Utilities represents 14% of the total General Fund operating budget and includes
items such as facility maintenance, utilities, office supplies, insurance, software, etc. These types of
expenditures can be controlled to avoid expending more than revenues received.
• Internal Services Charges are charged to the General Fund operating budget by department and
transferred to other funds to provide funds for future scheduled replacement of vehicles and equipment.
• Other includes transfers that are made at the end of the fiscal year from the General Fund (Community
Center) to the Debt Service Fund for the annual bond repayment due in June ($193,500 annually) as
well as contingency and other minor expenditures.
Department summary:
General Fund Montly Expenditure Report- September2012
+/(-) from
Jul-Sept Jul- Sept FY2012-13 % of Prior
Actual FY12 Actual FY13 Budget Budget Year
Mayor& Council $17,707 $20,432 $20,703 98.7% 15.4%
Administration $507,703 $505,386 $646,255 78.2% -0.5%
Municipal Court $94,370 $94,441 $100,733 93.8% 0.1%
Development Services $322,412 $312,351 $510,644 61.2% -3.1%
Community Services $480,387 $417,456 $558,460 74.8% -13.1%
Fire & Emergency Medical $753,926 $775,685 $813,834 95.3% 2.9%
Law Enforcement $709,037 $707,828 $736,526 96.1% -0.2%
Period Total $2,885,542 $2,833,579 $3,387,155 83.7% -1.8%
6
•
• Law Enforcement represents 22% of the General Fund operating budget and includes the contract with
Maricopa County Sheriff's Office as well as costs for jail incarcerate fees, which are costs for holding
Cindividuals at the jails and billed by Maricopa County. The Town also has a contract with Maricopa
County for animal control and shelter services that is included within the Law Enforcement budget.
• Fire & Emergency Medical Services represents 24% of the General Fund operating budget and includes
the contract with Rural Metro for fire and emergency medical services; the budget also includes
expenditures for maintenance of the fleet which is Town owned, fire stations and equipment.
• Development Services (15% of General Fund expenditures) includes programs such as public works,
engineering,traffic and capital projects, open space maintenance, stormwater management, and facilities
maintenance. Divisions included in Development Services are Planning, Zoning, Code Enforcement,
Environmental, Facilities Maintenance, Building Safety, and Mapping& Graphics.
• Community Services (17% of General Fund expenditures) includes the Town's park system (Fountain
Park, Golden Eagle Park, Four Peaks Neighborhood Park, and Desert Vista Neighborhood Park),
recreation programs for youth, adults and seniors. The Community Center serves the community as a
meeting or special event location as well as daytime activities for Seniors. This department includes the
cost of the annual debt service payment ($193,500) that is transferred to the Debt Service Fund each
year to cover the semi-annual payments in December and June.
• Administrative Services includes the Town Clerk, Town Manager, Finance, Human Resources,
Volunteer Program, Economic Development, Information Technology and Customer Service and
represents 19% of the General Fund operating budget. The department is responsible for business
recruitment and retention, Town Manager activities, all licensing activity (business, animal, liquor),
provides customer service, managing audits, public meetings, Channel 11, Town website, elections,
Town Attorney and Town Prosecutor,budget and financial reporting, etc.
• The Town Court and Mayor & Council budgets represent the balance of the General Fund operating
expenditures (4%)
General Fund Expenditures by Department
Quarter EndingSeptember 30,2012
yor 6 Town Coumil ) is
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Total$2.9M
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Other Funds:
Streets
Excise Tax (Economic
Development)
Special Revenue (Grants)
Development Fees
Capital Projects
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Highway User Revenue Fund (HURF) - Streets
FY11-12 FY2012-13 YTD to Year End
%k" Actual Actual Budget Estimate
State Shared Revenues $258,563 $288,149 87% $1,265,640
In Lieu Fees $39,639 $1,062 26% $50,240
Miscellaneous& Other $5,012 $1,960 131% $6,000
This fund supports most of the Town's street and traffic operations and is managed by the Development
Services Department. The fund is primarily supported by the State Highway User Revenue Fund (96%)
and from payments for construction in the rights of way (in lieu payments). HURF revenues are
distributed partially on a population formula and partially on the county of origin for gasoline sales. There
is a State constitutional restriction that these funds be used solely for street and highway purposes. First
quarter revenues in the HURF fund are $291,171 which is 4% less than last fiscal year. The Town bills
contractors when they make cuts in the Town's rights of way which has recovered $1,062 in lieu fees.
Restitution fees are recovered from damage to Town property as a result of vehicle accidents and included
in miscellaneous and other.
HURF Expenditures by Program-Fiscal Quarter Ending 9/30/2012
Expenditures by Program FY2011-12 FY2012-13 FY2012-13 % of
Actual Actual Budget Budget
Administration $34,699 $47,110 $50,004 94.2%
CAdopt A Street $784 $723 $824 87.7%
Legal Services $5,110 $2,244 $5,352 41.9%
Open Space $70,288 $52,243 $74,911 69.7%
Pavement Management $40,923 $30,298 $37,260 81.3%
Street Signs $14,750 $12,300 $18,705 65.8%
Street Sweeping $40,768 $34,306 $37,547 91.4%
Traffic Management $22,927 $0 $24,089 0.0%
Traffic Signals $39,425 $12,717 $50,174 25.3%
Vehicle Maintenance $16,471 $15,555 $20,708 75.1%
Grand Total HURF $286,145 $207,496 $319,575 64.9%
• The Administrative program for the Streets division includes activities that are not directly related to a
program, for example overhead items such as insurance, fuel, utilities, etc.)
• Open Space program includes maintenance of the medians; the largest component of this category is the
contract for landscaping and water usage
• Pavement Management program includes personnel costs related to road repair and maintenance, such
as pot holes and curb replacement.
• Street Signs program includes personnel and maintenance costs for the Town's 6,800 street signs.
• Street Sweeping program major expenditures are for personnel costs and maintenance/fuel for operating
the Town's two street sweepers. Arterial streets are swept every two weeks and residential streets every
eight weeks.
• Traffic Signals program includes personnel and electric costs for the Town's 13 Traffic signals. Costs
0 include hardware and programs for maintenance and synchronization of the signals.
• Vehicle Maintenance program includes personnel as well as costs to maintain the Town's fleet of 50
vehicles and heavy equipment.
9
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Excise Tax Fund — Economic Development
FY11-12 FY2012-13 YTD to Year End
Actual Actual Budget Estimate
Revenues $67,661 $68,679 93% $295,560
This is a separate operating fund from the General Fund and supports the Town's downtown economic
development and business retention programs. This fund is supported by a portion of the local sales
(excise)tax (.1%of the 2.6%).
Excise Tax Fund Expenditures by Program - Fiscal Quarter Ending 9/30/2012
Expenditures by FY2011-12 FY2012-13 FY2012-13 % of
Category Actual Actual Budget Budget
Salaries and Benefits $11,949 $6,944 $12,543 55.4%
Supplies and Services $2,451 $21,956 $1,951 66.8%
Contractual Services $456_ $7 $31,059 7.8%
Internal Services $26 $0 $439 0.0%
Grand Total all Categories $14,882 $28,907 $45,992 62.9%
• Salaries and benefits, which represent 28% of the total Economic Development operating budget, are at
11) 55% of budget which is less than budget at this time. A percentage (50%) of the Economic
Development Administrator's salary and benefits had been allocated to this fund; however, until the
vacant Economic Development Administrator position is filled there will be no further expenditures in
this category
• Contractual services and supplies represent 72% of the budget and include contracts for downtown
holiday lighting, Greater Phoenix Economic Council (GPEC), and planned professional services for
marketing strategies.
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Development Fees
This is a restricted fund with revenues paid by developers at the time of new residential and commercial s
construction permits. The lack of permit activity results in less development fees collected. The budgeted
expenditures are related to the development fee study that the Town is required to have as a result of
legislation enacted in FY10-11. The study is ongoing and will take approximately nine months to
complete.
During the first three months of this fiscal year there have been four (4) single family permit applications
including development fees.
Effective January 1, 2012 cities and towns are prohibited from collecting a development fee for the
General Government category.
FY2012-13 Revenues by Category -Development Fees
FY2011-12 FY2012-13 FY2012-13
Actual Actual Budget % of Budget
Law Enforcement $42 $373 $2,094 17.8%
Streets $7 $16,853 $12,336 136.6%
Parks $0 $6,354 $2,219 286.4%
Open Space $120 $3,946 $1,350 292.3%
General Government $110 $0 $4,443 0.0%
Library $9 $245 $261 93.8%
Fire $8 $628 $470 133.8%
Grand Total All Funds $295 $28,399 $23,172 122.6%
FY2012-13 Expenditures by Category -Development Fees
FY2011-12 FY2012-13 FY2012-13
Actual Actual Budget % of Budget
Law Enforcement $0 $140 $1,250 11.2%
Streets $0 $634 $5,000 12.7%
Parks $0 $558 $3,750 14.9%
Open Space $0 $826 $0 826.0%
General Government $0 $0 $0 0.0%
Library $0 $140 $1,250 11.2%
Fire $0 $140 $1,250 11.2%
Grand Total All Funds $0 $2,437 $12,500 19.5%
12
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,
Capital Projects and Fund Balances
FY11-12 FY2012-13 YTD to Year End
Revenue Actual Actual Budget Estimate
Construction Sales Tax $87,006 $70,724 236% $120,000
Grants $0 $12,337 3% $5,758,000
Interest& Miscellaneous $1,310 $13,649 191% $28,649
Transfers from Other $0 0% $1,299,000
Funds
TOTAL $88,315 $96,710 4% $7,205,649
Fiscal Quarter Fund Balances
FY12-13 YTD
Project Number/Name Project Budget 9/30/2012 30-Sep-12
D6047 MISC DRAINAGE $65,000 $0 General Fund $4,744,573
E8501 DOWNTOWN VISION $100,000 $0
E8502 DOWNTOWN VISION $250,000 $0 I IURF $663,322
E8504 AOTF MEDIAN&RIGHT- $1,792,000 $6,481 Special Revenue Funds
F4005 FIRE STATION 2 2 11 $257,381
$ > 0,000 $0
F4012 LIBRARY EVENT CIRCLE $48,000 $19,999 Economic Dev/Downtown Fund $2,059,831
F4015 FIRE STATION 1 $495,000 $0 Public Art $1,613
0 F4020 VOICE&DATA $25,000 $16,239
F4023 ENERGY EFFICIENCY $35,000 $0 Development Fees:
F4025 PORTABLE LIVE FIRE $160,000 $0 Law Enforcement $201,334
F4026 EMERGENCY OPERATIONS $75,000 $0
F4027 ASSISTANCE TO $120,000 $0 Fire & Emergency $40,646
P3008 FOUR PEAKS PARK $50,000 $44,350 Streets $70,357
P3022 FOUNTAIN LAKE WA IER $250,000 $0
P3024 URBAN TRAIL $50,000 $11,130 Parks& Recreation $16,097
S6003 UNPAVED ALLEY PAVING $325,000 $0 Open Space $1,649,274
S6005 SHEA BLVD WIDENING $3,944,679 $26,095
S6008 ANNUAL PAVEMENT $100,000 $0 Library/Museum $42,028
S6010 SAGUARO BLVD $300,000 $0 Debt Service $292,439
S6047 SHEA BLVD MULTI USE $50,000 $0
S6053 FOUNTAIN HILLS BLVD $134,250 $56,770 Capital Projects $9,356,379
S6054 HIGHWAY SAFETY $57,000 $0 Rainy Day Fund $1,345,200
S6056 SHEA BLVD EB BIKE LANE • $651,000 $0 Vehicle Replacement Fund $718,792
T5010INTFIIIGENT $53,000 $0 P
T5011 TS-PALISADES& $400,000 $0
CONTINGENCY $58,281 $0
TotalFY12-13 Capital Projects $11,698,210 $181,064 Total $21,459,266
•
13
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r 4
New
Venture
group
Tempe Arizona
A Survey and Profile
of Current Businesses in Fountain Hills
• A proposal submitted to:
Ken Buchanan
Town Manager
Fountain Hills, Arizona
By:
New Venture Group
Tempe, Arizona
September 19, 2012
•
• •V ? �
Table of Contents
Table of Contents 2
Project Approach 3
Project Scope 4
Project Schedule 5
3
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Page 2 of 6
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Project Approach
New Venture Group (NVG) is a multidisciplinary management consulting organization based in
the W. P. Carey School of Business and Barrett, The Honors College, at Arizona State
University's Tempe campus. NVG works with clients in a collaborative fashion to aid the client
in characterizing, identifying and evaluating opportunities for increasing the overall value of
their organizations.
NVG takes a team-based approach to its engagements with clients and works in collaboration
with and at the direction of the client. Changes can be made to the Scope of Work at any time
based on joint agreement of the client and NVG. All work conducted for the client is treated as
proprietary unless otherwise directed by the client and all work products are treated as "work for
hire" and become the property of the client. The client is kept abreast of project progress and
can provide additional direction or input regarding the scope of work at any time as the project
moves forward.
The team leader for NVG will be the points of contact for Fountain Hills and all communication
and correspondence will be coordinated through them. The team leader for this project is
Christopher Neumann, who can be reached at Chris.Neumann@asu.edu or 480-304-2995. The
rest of the team is: Arianna Rose, Federico Bryner, Gunhee Park, and Kinsey Hart.
�► nVg
Page 3 of 6
♦ f' '
Project Scope
Fountain Hills is interested in continuing to attract, stimulate and retain new economic
development. A number of approaches have been considered, including attracting existing
businesses to relocate(or establish a branch) in Fountain Hills, provide a base for new start-ups,
and grow businesses already active in Fountain Hills. Combinations of these approaches are also
actively considered.
The foundation for any strategy for growing a local economy begins by taking inventory of the
current economic assets. A clear picture of where a local economy is currently is essential to
establishing objectives for development that are challenging but achievable so resources and
energy aren't wasted, and then constructing plans to make these objectives real.
New Venture Group will assist the town of Fountain Hills in the first phase of this development
process: identifying and profiling, to the extent possible, the town's current economic assets in
the form of existing businesses.
In particular, NVG will identify businesses by their name, approximate size, location, number of
employees, length of time in Fountain Hills, the type of space they own, and the views of the
business regarding their operations in Fountain Hills, both strengths and weaknesses.
This "inventory" and profile of businesses will be conducted,to the extent possible, by direct
survey using forms that are reviewed and approved by Mr. Buchanan and Fountain Hills town
representatives.
In addition to the economic asset survey, information will also be gathered regarding currently
used retail space, currently unused retail space, and current unused space that could be modified
for alternative uses.
The survey will identify as part of the profile of existing businesses and commercial operations
those entities that fall in the following three economic categories:
• NAICS Code 52 (Finance and Insurance)
• NAICS Code 54 (Professional, Scientific, and Technical Services)
• NAICS Code 62 (Health Care and Social Assistance)
The results of the survey will be reported in formats determined in consultation with the Town
Manger and other representatives of the Town during the survey and at its end.
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Project Schedule
The first phase of the project has an expected time frame of approximately 10 weeks from start
to finish. This phase will include organization of existing tabulated information on businesses
and general economic activity in Fountain Hills.
Based on existing information, a sampling plan will be developed for surveying existing
businesses. A survey instrument (a set of questions) will be developed in collaboration and
under the final review of the Town Manager. Once this instrument is approved, a physical
survey of existing businesses will be conducted.
Proposed schedule for the engagement:
September 18, 2012: NVG Proposed Scope of Work submitted to Ken Buchanan for review.
Accompanying this submission, a request for access to existing census data and the Town's
strategic plan.
October 1, 2012:
• Business Survey and sampling plan submitted to Ken Buchanan for approval. This
will include:
t,,,,, o List of questions for existing businesses to establish profiles, focusing on
organizations:
• With NAICS codes: 52, 54, 62
• Located in the Shea, Saguaro, or Downtown corridors
o Formatting of the survey
The goal of this request will be to ensure that the survey NVG develops correctly aligns
with the intents of the clients. We would like to schedule a phone conference on Friday,
October 5th at clients' convenience to discuss survey.
Following approval of the survey plan and instrument, the survey will be conducted during the
month of October and possibly the first week of November.
November 1, 2012:
• Status Update of Data Collection
o NVG will send a copy of the raw data collected through survey and will outline
further analysis steps.
o A meeting will be scheduled to review the results of the survey and discuss the
ways in which this information can be analyzed or arranged to provide value to
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Fountain HIlls.
December 3-7, 2012 (TBD by client):
• Final Report and schedule for presentation to Ken Buchanan. In this report, NVG will:
o Provide an overview of the business survey results.
o Provide an evaluation of adaptive re-use of available space.
o Provide discussion of the compatibility of Fountain Hills' current business mix,
Fountain Hills' strategic plan, and potential objectives for economic development
in the future.
o Discuss with Fountain Hills any interests in"next steps," including the possible
use of Town focus groups to identify key objectives and priorities of citizens to be
used in a value model for evaluating various options for Town development.
Note that schedule dates can be adjusted by joint agreement between NVG and the Fountain
Hills representatives at any time during the project.
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Memo
To: xx
CC: xx
From: Strategic Planning Advisory Commission
Date: xx xx, 2012
Re: Annual Strategic Plan Update
The Strategic Planning Advisory Commission (SPAC) has once again reviewed the strategic plan
as part of the annual process outlined in the plan. There remain some overall concerns since the
last update about the community's trajectory that the Commission thinks are not adequately
addressed in the plan.
Fountain Hills' infrastructure continues to deteriorate and considering the age of the community,
this trend can be anticipated to accelerate. Based on information provided by the Town Manager
and Finance Director, the Town will be hard-pressed to identify funding to provide proactive
maintenance, let alone major renovation and reconstruction that are imminent. Thanks to the
developer and its financial incentive to keep the community's infrastructure and aesthetics intact,
the people of Fountain Hills have enjoyed a high quality community very inexpensively for
decades. The burden has now shifted and SPAC encourages an expanded dialogue with the
community that enunciates the direct correlation between the condition and function of
infrastructure and community aesthetics, property values and business climate.
11116. Fountain Hills residents' median age continues to climb and, as articulated in the recently
completed report by ASU's New Venture Group, the community demographic profile is trending
toward that of Gold Canyon and Sun City. While SPAC agrees that retirement communities play
an important role in our region, Fountain Hills was never intended to be one of them. Nothing
shows that a community is getting out of demographic balance more than the closure of a school,
and with a further decline in school enrollment, Fountain Hills needs to consider seriously how it
can sustain itself into the future. SPAC encourages that all efforts by the Town (especially
economic development, amenities and programs, support of schools, etc.)should promote the
attraction of young people and families to Fountain Hills in an attempt to bring more age balance.
This includes developing an economic development strategy that will bring working people to
Fountain Hills with jobs that support those new employees working and residing in Fountain Hills.
Based on these concerns and issues, SPAC recommends adding the following three strategic
directions to the Strategic Plan as part of this year's update:
1. Strategic Value—Civic Responsibility
Add 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.
2. Strategic Value—Economic Vitality
Add Strategic Direction EV 9: Promote the maintenance of an age-balanced population that will
support the long-term sustainability.of our community.
3. Strategic Value— Economic Vitality
Add Strategic Direction EV10: Define Fountain Hills' market niche and actively pursue
opportunities that attract and retain high quality employment opportunities.