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HomeMy WebLinkAboutSPAC.2010.0316.Minutes 1 TOWN OF FOUNTAIN HILLS MINUTES OF THE FOUNTAIN HILLS STRATEGIC PLANNING ADVISORY COMMISSION MEETING March 16,2010 AGENDA ITEM#1—CALL TO ORDER Chair Koester Thomas called the meeting to order in the Fountain Hills Council Chambers at 3:03 p.m. AGENDA ITEM#2—ROLL CALL Present for roll call were the following members of the Fountain Hills Strategic Planning Advisory Commission: Commissioner Mike Dooley, Vice Chair Curt Dunham,Commissioner Alan Magazine, Commissioner Charlotte McCluskey, Commissioner Allen Siebel, and Chair Audra Koester Thomas. Commissioner Rich Schultz joined the meeting at 3:05 p.m. Youth Commissioner Katie Myhr was excused from the meeting. Deputy Town Manager Julie Ghetti, Accounting Supervisor Mary Martin, and Recording Secretary Shaunna Williams were present. Town Manager Rick Davis joined the meeting at 3:45 p.m. AGENDA ITEM#3—CALL TO THE PUBLIC No one appeared at the Call to the Public. AGENDA ITEM #4 — CONSIDERATION OF APPROVING FEBRUARY 16, 2010 MEETING MINUTES Commissioner Siebel MOVED to approve the February 16, 2010 meeting minutes and Commissioner Dooley SECONDED the motion, which CARRIED UNANIMOUSLY by those present. AGENDA ITEM#5—TOWN MANAGER'S UPDATE The Town Manager's update was postponed until later in the meeting due to the Town Manager's absence. AGENDA ITEM#6—UPDATE ON TOWN FINANCES Accounting Supervisor Mary Martin gave a PowerPoint presentation regarding the Town budget entitled "General Fund—Operating Budget Overview FY2008-9 thru FY2010-11" (copy attached). Ms. Martin and Ms. Ghetti responded to questions from the Commissioners. Members of the Commission offered feedback relative to the proposed budget for FY2010-11, including the following: 1 • Decreasing fountain run times will get citizens engaged and will help to demonstrate how much the Town has already done to address budget concerns; reduction in services, like the fountain and streetscape, will illustrate the severity of the budget crisis • Proposed budget is alarming; continuing to defer maintenance costs will result in astronomical long- term costs • Staffing cutbacks in the parks may create a safety issue as personnel have a sentinel effect • Budget crisis should be made known to residents • Budget crisis underscores the need for a locally-controlled revenue source and a sustainable, balanced finance package AGENDA ITEM#7—DISCUSS STRATEGIC PLAN UPDATE Chair Koester Thomas stated that she distributed copies of the initial review draft of the Strategic Plan Update (copy attached). She reviewed the philosophy of the plan and noted the goal of today's meeting is for SPAC to Page 1 of 2 feel confident regarding the direction of the plan. She encouraged Commissioners to send red-lined versions for wordsmithing. Commissioners then offered their comments and questions relative to the draft plan which included a discussion about the Idea Box; perceptions about the way the plan is written; key performance questions; and the consideration of an additional value entitled "Fiscal Sustainability." Chair Koester Thomas requested that suggestions on other additions or modifications be provided to her by noon on Sunday, March 21, as the new working draft must be prepared and distributed to Council prior to the joint meeting between Council and SPAC that is scheduled for March 30. AGENDA ITEM#8—DISCUSS NEXT MEETING AGENDA Not discussed. Chair Koester Thomas then inquired if Mr. Davis wished to present the Town Manager's Update. Mr. Davis reported that the preliminary budget is being discussed with Town commissions to solicit feedback; revenue has continued to decline and departments are making further adjustments to their budgets; a joint meeting was held with the Fountain Hills Unified School School District and some joint initiatives were identified; staff is working with the City of Scottsdale to bring a Google hi-speed fiber project to town; staff is working on an"involvement policy"to be used to gain Council approval when Town fiscal or physical resources, or staff support, are requested by organizations; an economic development project is being investigated for the downtown; and the water company is for sale. AGENDA ITEM#9—SCHEDULE UPCOMING MEETINGS It was noted that the following SPAC meetings are presently scheduled: March 30, 2010 at 5:30 p.m. (joint meeting with the Town Council); April 20, 2010 at 3:00 p.m.; and May 18, 2010 at 3:00 p.m. The Commission 0 agreed to establish an additional meeting on June 15, 2010 at 3:00 p.m. AGENDA ITEM#10—ADJOURN Commissioner Magazine MOVED to adjourn at 5:31 p.m. and Commissioner McCluskey SECONDED the motion, which CARRIED UNANIMOUSLY by those present. Shaunna Williams,Recording Secretary Page 2 of 2 Fountain Hills Strategic Plan Update FOUNTAIN HILLS STRATEGIC PLAN Originally Adopted xxx Irk Fountain Hills n Council Mayor Jay Schlum, Vice-mayor Cassie Hansen, Councilmember Mike Archambault, Councilmember Dennis Brown, Councilmember Dennis Contino, Councilmember Ginny Dickey, and Councilmember Henry Leger. Strategic l nip Advisory Commission Chair Audra Koester Thomas, Vice chair Curt Dunham, Commissioner Mike Dooley, Commissioner Alan Magazine, Commissioner Charlotte McCluskey, Youth Commissioner Katie Myhr, Commissioner Rich Shultz, and Commissioner Allen Siebel. • 031210 Initial Review Draft For Discussion Purposes Only Page 1 Fountain HitirSO .4) Table of Contents Mayor's or Council's Message 3 Strategic Plan Update 4 Process 4 How will the Strategic Plan be used? 5 Strategic Plan Format 6 Vision and Values 8 Our Vision 8 Our Values 8 Civility 9 Civic Responsibility 10 Environmental Stewardship 12 Economic Vitality 13 Education, Learning and Culture 15 Maintain and Improve Community Infrastructure 16 Public Safety, Health and Welfare 18 Recreational Opportunities and Amenities 19 .100 Idea Box 20 Appendix 24 Action Plan Template (forthcoming) Achievements Report Template (forthcoming) • 031210 Initial Review Draft For Discussion Purposes Only Page 2 Fountain Hills Strategic Plan Update MAYOR' S OR COUNCIL' S MESSAGE L 031210 initial Review Draft For Discussion Purposes Only Page 3 . ti Fountain Hills Strategic Plan Update STRATEGIC PLAN UPDATE Process Fountain Hills developed its first strategic plan in 2005 through a citizen-driven planning process. Strategic Plan 2006-2010 outlined strategic priorities for implementation through 2010. The original strategic plan also established the Strategic Planning Advisory Commission (SPAC), a Council-appointed body intended to foster implementation of the strategic plan. As the beginning of 2009, SPAC recognized the need to update the Strategic Plan. In the spring, SPAC Commissioners initiated a reconnaissance effort to learn from the public and stakeholders the successes of the original strategic planning effort, but to also identified some of the missed opportunities. SPAC met in a joint session with Council to present a public participation plan to update the Strategic Plan in a way that maintained the culture of citizen involvement, but that was economically prudent. Council endorsed and SPAC led the four-phased program: Phase I: Strategic Plan Audit Phase II: Visioning Phase III: Construction Phase IV: Plan Adoption Over the course of ten months, SPAC led the following activities: • Organized a Planning Team to monitor its progress at key milestones • Met with dozens of organizations and social groups • Solicited feedback online and using paper feedback forms • Invited the public to join in discussing the future desires for our community at Issue Forums • Met with Town Council and each Town Commission • Spent a day at Fountain Hills High School and asked children at the Boys E. Girls Club what they want for the future • Met and worked with all of Town's professional staff • Held traditional public meetings and communicated through area newspapers. In total, the process included the contributions and discussions from approximately 2,000 people. The result is a more focused vision for the Town's future built upon our core values. While specific implementation strategies will be developed annually through Council's goal setting activities and the budget process, progress towards achieving the vision will be monitored through performance measures. , 11, 031210 Initial Review Draft For Discussion Purposes Onty Page 4 Fountain Hills Strategic Plan Update How will the Strategic Plan be used? A successful strategic plan is one that is integrated into the daily operations of an organization. In a municipal setting, staff and partner organizations use the strategic plan to develop proposals and initiatives that implement elements of the strategic plan; Council uses the strategic plan to evaluate all proposals. While a full update of a strategic plan is recommended periodically, the strategic plan should be reviewed annually, and adjustments made as necessary. The following cycle outlines the annual use of the strategic plan: Review/Revise \%0441044. Strategic Plan I Monitor Plan and Set Annual Accomplishments • Annual Goals Strategic Planning Process Develop and Outline Action Adopt Budget Plan Fall • SPAC reviews strategic plan and recommends any potential revisions to Council • Council considers revisions to strategic plan • Council sets annual goals 031210 Initial Review Draft For Discussion Purposes Only Page 5 Fountain Hills Strategic Plan Update ` Winter • Staff outlines annual action plan based on Council goals Spring • Council passes budget based on action plan Summer • Staff monitors implementation of strategic plan • Staff develops annual achievements report reflecting implementation of the strategic plan Strategic r The foundation of the strategic plan is the citizen-crafted vision and values. The decisions of Town Council and its partners should all work towards achieving the future vision while honoring the Towns values. Focus Areas The eight values serve as the `focus areas' for the Town's strategic direction. By design, the strategic plan does not address all of the Town's core functions and activities nor will the strategic plan serve as the only tool used to allocate resources or to evaluate programs. Each focus area is constructed in the following manner: Why this is important: A statement describing the value identified by the public and what challenges or concerns the focus area is intended to address. Pledge: A statement of commitment or `pledge' to our community. Strategic Directions: These are guiding approaches, actions or strategies identified to achieve the pledge and ultimately, fulfill the vision. These are intended to provide guidance to Town leaders; staff and Town partners will develop more specific `tactical' actions. Key Performance Questions: These are high-level questions used to identify what measures have been taken each year to forward the strategic direction. Answers to these questions will serve as a tool in reporting annual accomplishments. 031210 Initiat Review Draft For Discussion Purposes Doty Page 6 Fountain Hills Strategic Plan Update Idea Box While the strategic plan itself is intended to provide broad strategic direction, each year Council will provide direction on its annual course and staff will use this direction to develop an action plan. The action plan will outline specific initiatives, strategies and projects Council elects to pursue that year to implement the strategic plan and to realize the community vision. Through the planning process, residents, stakeholders and staff generated numerous ideas as to how the Town vision could be achieved. The Idea Box portion of the plan is a collection of these specific ideas offered, and is intended to serve as a repository of tools and activities that can be selected to build the Town's annual action plan. The Idea Box is by no way inclusive of all potential implementation strategies; SPAC encourages Town leaders, residents, stakeholders and staff to continue to build this coffer of ideas, and employ, as necessary, the tools appropriate to forwarding Councils annual goals. • 031210 Initial Review Draft For Discussion Purposes Only Page 7 Fountain Hills Strategic Plan Up!,....y _; VISION AND VALUES Our Vision Fountain Hills is a distinctive community designed to invigorate the body, mind and spirit, and strives to: • Be stewards of this unique enclave, dedicated to preserving the visual aesthetic and experience and to living in balance with the Sonoran Desert; • Champion the diversity of experiences our residents bring to our community and rely on this depth of experience to innovatively address our challenges; • Be economically sustainable and anchor our vitality in an active, vibrant town core that serves us culturally, socially and economically; and, • Be civic-minded and friendly, taking responsibility for our Town's success by building partnerships and investing our talent and resources. Our Values • Civility • Civic Responsibility • Environmental Stewardship • Economic Vitality • Education, Learning and Culture • Maintain and Improve Community Infrastructure • Public Safety, Health and Welfare • Recreational Opportunities and Amenities • 031210 Initial Review Draft For Discussion Purposes Only Page 8 Fountain Hills Strategic Plan Update CIVILITY Why is this important? Residents value the friendly atmosphere in Fountain Hills; they love running into neighbors on a walk and being greeted by name at area merchants. Residents also value civility—while we encourage lively debate and engagement on a range of issues, we also expect to be treated with respect. Our community is one that values kindness and we should strive to celebrate and build upon our differences instead of finding ways to fragment ourselves and politicize the issues facing our community. Our Pledge We will build a community in which all can feel valued, welcome and as though they belong. Strategic Directions • Practice the art of civility in all public settings and encourage those around you to do the same. • Support community events and activities that create opportunities to build community and friendship. • Genuinely solicit and consider public and stakeholder feedback as part of the decision-making process. • Establish Fountain Hills as the friendliest place in the Valley. Key Performance Questions • How is the overall atmosphere at public meetings and gatherings? • Did we expand events and activities that build community and friendship? • Can we make connections between public and stakeholder feedback and the decisions that have been made? • Have we made positive strides in establishing Fountain Hills' reputation as the friendliest place in the Valley? 031210 Initial Review Draft For Discussion Purposes Only Page 9 • Fountain Hills Strategic Plan Upda CIVIC RESPONSIBILITY hy is this important? With today's demands on peoples' time, it is a challenge to find ways to keep individuals engaged in their community. We live in a special place and to keep it that way will take more than just the local government. It will take the individual and collective commitment of residents and the business community. The interaction of working, retired and winter residents, youth, and government strengthens our community. We value volunteers and encourage involvement at all levels because it builds partnerships and invests talent and resources in our Town. Our Pledge We will take responsibility for our community's future and foster opportunities for all residents to participate fully in our community through accessible, responsive leadership. Strategic Directions • Foster an environment of accessible, responsive governance. • Discover, recognize and utilize the talents of our citizens and use these assets to address community needs. • Foster a culture of public service and volunteerism. • Implement a comprehensive communications plan to encourage informed citizen participation in civic life. • Support and develop programs that educate and involve our youth in community governance. • Evaluate customer satisfaction with Town services on a regular basis and implement appropriate service improvements. • 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. Key Performance uestions • Have we improved government accessibility, responsiveness and service? • Have we enabled our citizens to be critical thinkers and problem solvers in addressing community issues? • Have we expanded our public service and volunteer base? 031210 initial Review Draft For Discussion Purposes Only Page 10 • Fountain Hills Strategic Plan Update • Have we raised awareness in the community regarding the town's operations? • Have we effectively involved youth in community governance? 410 031210 Initial Review Draft For Discussion Purposes Only Page 11 Fountain Hilts Strategic Plan Update .- „ ENVIRONMENTAL STEWARDSHIP Why is this important? The community highly values both the small town atmosphere and the natural beauty of Fountain Hills. That combination is what differentiates us—what makes the Town unique. We are not just a small town, but a small town in a beautiful Sonoran desert setting. Much of the "beauty" is due to natural conditions: the desertscape, undulating topography, mountain views, big skies, star-filled nights. Our Plecge We will preserve the natural beauty that surrounds us and protect it so future generations can enjoy it. Strategic Directions • Educate residents about our environment to increase awareness and promote stewardship. • Protect and enhance natural infrastructure, including native vegetation, terrain and open space. • Explore and employ new technologies and opportunities that will minimize noise, air and light pollution. • Promote water conservation and identify ways to reduce use of this precious desert resource. • Protect key view sheds from development and other manmade obstructions. • Improve access to the Sonoran Desert experience. Key Performance ut • Have we expanded environmental education efforts? • Have we maintained and effectively implemented policies to protect the community's natural beauty and resources? • Have we improved connections between people and the Sonoran Desert? 031210 Initial Review Draft For Discussion Purposes Only Page 12 Fountain Hills Strategic Plan Update ECONOMIC VITALITY Why is this important? Financial stability for Fountain Hills will require the implementation of business strategies that increase the number of "feet on the street': more employees, visitors, and most of all, more citizens patronizing our businesses. The implementation of the Downtown Vision Master Plan will advance the "Urban Village" concept, wherein more residents are able to live, work and play in Fountain Hills. In the process, we will need to identify and attract specific niche industries that employ skilled workers as well as businesses that supply the needs that residents are now leaving the area to satisfy. Simply increasing retail commerce from all possible sources will not be sufficient to maintain the Town's aging infrastructure, recreation programs and amenities, and public safety services at their present level. The state's budget woes and imminent decrease in financial support to the town will require Fountain Hills to identify funding mechanisms to allow our community to control its own destiny. ur Pledge We will maintain a strong commitment to financial stability and local control. We will promote economic growth that leverages Fountain Hills' assets by building a dynamic, diverse economy that supports our community's needs and promotes successful businesses. Strategic Directions • Develop a comprehensive economic development strategy for the Town's future and work with our partners to forward economic growth and awareness. • Maintained a balanced, equitable, sustainable and local financing structure to support the Town's core government services at desired service levels. • Promote a mixed use core where residents can live, work, learn and play in an urban village setting, as depicted in the Downtown Specific Area Plan (Downtown Vision Master Plan). • Promote retention, expansion and relocation of quality businesses. • Continue to promote Fountain Hills as a visitor destination. • Identify a slate of economic development tools and strategies (including tax incentives, fee abatements, etc.) to stimulate economic growth. • Identify areas for redevelopment, revitalization or reuse. • Promote unique and vibrant neighborhood and business districts. 031210 Initial Review Draft For Discussion Purposes only Page 13 Fountain Hills Strategic Plan Update ,;,' Key Performance Questions • Has progress been made in implementing a comprehensive economic '41100 strategy? • Are our core services reliably funded? • What steps have been taken to develop the central business district? • Have we maintained a strong support system for local businesses? • What new businesses have come to Fountain Hills? • Have we brought more visitors to the community and provided more opportunities for them to spend money? • Are local businesses investing in themselves? .409 031210 Initial Review Draft For Discussion Purposes Only Page 14 • Fountain Hills Strategic Plan Update »v EDUCATION, LEARNING AND CULTURE Why is this important? We place a high degree of importance on providing quality, continuing educational opportunities for all and access to fine art and cultural amenities. Whether preparing our youth for a competitive work place, supporting those needing to retool and transition, or enriching and expanding the experiences of our residents and visitors, quality education and cultural assets are not simply amenities, but priorities. While the town does not directly provide educational opportunities and many of the cultural amenities will be provided by others, it serves a key role in building partnerships that support the community's values in this area. Our Pledge We support quality, life long learning opportunities and cultural assets that enrich our lives. Strategic i t S • Partner with Fountain Hills Unified School District and other institutions to develop quality educational programming and opportunities. • Support partners in providing arts and cultural opportunities and amenities. • Promote and celebrate multiculturalism within and surrounding our community. • Position the community's arts and cultural businesses, venues and amenities as economic drivers integrated into the town's comprehensive economic strategy. • Encourage access to higher learning opportunities or the establishment of an educational or training campus within our community. Key Performance Questions • Have educational opportunities been expanded and student performance improved? • Have arts and cultural opportunities and amenities been improved/expanded? • Has arts and culture played a greater role in enhancing the local economy? 031210 Initial Review Draft For Discussion Purposes Only Page 15 Fountain Hills Strategic Plan Update MAINTAIN AND IMPROVE COMMUNITY INFRASTRUCTURE Why is this important? Fountain Hills is a beautiful place, but like everything else, it is aging. A significant amount of the community's infrastructure is reaching its fourth decade and the bill is coming due. Maintaining the building blocks of the community - basic services like water, sewer, storm water, electricity, telecommunications and transportation - and protecting the community's investments and amenities is critical to the success of Fountain Hills. While the Town of Fountain Hills is not directly responsible for all of these tasks, it is the governmental body representing the Town's residents and businesses to ensure quality service and upkeep of local infrastructure. The tasks that the Town is directly responsible for (maintaining community buildings and parks and recreation facilities along with road, sidewalk, landscaping and trail maintenance) must be carefully planned and systematically and reliably funded. The most visible infrastructure is within the Town's control and is essential for our movement in and around Town. Well maintained streets are essential to not only the community's image, but can lower the need for very costly reconstruction as the system and community age. Our Pledge We will maintain and improve our infrastructure to ensure public health and safety and a quality living experience, enhance economic opportunities, and support and protect property values and community investments. Strategic Directions • Maintain a 5-year capital improvements plan that includes programmed maintenance projects. • Lower the reliance on state revenues by developing a locally controlled, reliable funding source for infrastructure maintenance. • Maintain a current condition assessment of all roadways and sidewalks and prioritize and implement maintenance efforts to avoid costly reconstruction. • Partner with local civic and social organizations to assist in amenity upkeep and maintenance. 031210 Initial Review Draft For Discussion Purposes only Page 16 a Fountain Hills Strategic Plan' . • Explore ways to minimize wear and tear on the transportation system including transit options and limiting of truck traffic. • Coordinate closely with downtown development efforts to ensure adequate infrastructure is planned and amenities identified and programmed. • Maintain an up-to-date and impact fee structure and equitable development agreements to ensure new growth is not a burden on existing residents and businesses. • Periodically meet with other community service providers to do joint planning and ensure that service providers can accommodate new customers resulting from growth without compromising service levels to existing residents and businesses. • Build a protected fund to finance the major periodic maintenance of community buildings, parks and the fountain. Key Performance Questions • Have we enhanced our infrastructure maintenance and financial planning? • Have we effectively enlisted the assistance from community organizations and entities in maintaining our amenities? • Have we strategically invested in infrastructure improvements that will spur economic growth? • Have service levels been maintained across providers/clients? C 031210 Initiat Review Draft For Discussion Purposes Only Page 17 Fountain Hills Strategic Plan Update PUBLIC SAFETY, HEALTH AND WELFARE Why is this important? Safety, health and welfare are typically the highest priorities of citizens. While the public sector cannot give complete assurance that it can protect people in absolute terms, it plays a major role toward achieving that goal through such approaches as regulation, public/private partnerships and government investment. Resource depletion, pollution and a declining quality of life erodes our feeling of safety and security, and diminishes our quality of life and overall welfare. PledgeOur We protect the health and safety of our community and promote a high quality life. Strategic Directions • Promote and enhance community-based partnerships in crime prevention, fire and emergency preparedness. • Reduce risk and increase safety through community policing and community-based fire prevention programs. • Ensure appropriate service levels for public safety. • Work to expand the existing "health campus" downtown and explore other health and welfare opportunities, including the creation of a small hospital or a niche health-related service cluster. • Support health and wellness instruction at all levels of the school system. Key r Questions • Has collaboration among public safety providers, citizens and neighborhoods been improved? • Have we effectively monitored the desired public safety service levels of residents? • Have health and wellness facilities and programs been expanded? ........................................... 031210 Initial Review Draft For Discussion Purposes Only r , Fountain Hills Strategic Plan Update RECREATIONAL OPPORTUNITIES AND AMENITIES Why is this important? Recreational activities are key elements of our community. A community that plays together stays together! The maintenance of a wide variety of recreation opportunities for all ages is important to our overall quality of life. Recreational activities, programs and facilities also assist in the relief of stress and the promotion of health. Our Pledge We will make Fountain Hills a pedestrian- and bicycle-friendly community to reduce automobile use, contribute to healthy lifestyles, provide recreational and physical exercise opportunities to citizens, and take advantage of Fountain Hills' closeness to the Sonoran Desert. Strategic it cti s • Offer a wide range of cost-effective and accessible programs and services for all ages to promote a healthy and active community. • Provide an interconnected, multi-use trail and bicycle system that promotes active living, physical activity, education and appreciation of our parks and natural resources. • Support local organizations in providing affordable quality programs for youth and adults to promote recreational, sports, fitness and wellness programs. • Support community events and activities that create opportunities to build community and neighborhood identity. Key Performance li l s • Have we improved choices and access for recreation activities? • Have we improved our trail and bicycle system? • Are our recreational activities and community events promoting community cohesiveness? 1 tp, 031210 Initial. Review Draft For Discussion Purposes Only Page 19 Fountain Hills Strategic Plan Update; 4.14 IDEA BOX d a U ` w C N 'p CC — C a fC y N > > 3 rn > � o N T 2 d d N N N - 0 _ C N O C > -� C N An evolving collection of ideas and initiatives that forward the _ E = ti strategic plan and help realize the community's vision. U U w w w a ce Host National Night Out program • • • Establish an adopt a grandparent program to provide winter visitors and retirees a sense of a"home away from home" • • Host a volunteer fair where potential volunteers are matched with • organizations needing assistance. • Host a bi-annual community-wide garage sale • Host an annual Make a Difference Day where volunteers complete small jobs • • • to promote facility maintenance and upkeep of amenities. Draft a Code of Civility or civility pledge that all Council members and • Commissioners sign at the beginning of service. • Conduct a comprehensive leadership training for Council,Commissions and other community leaders covering the basics of managing public meetings, • • Roberts Rules of Order,etc. Expand the Neighborhood Watch program to every street in Fountain Hills • • • Host good neighbor day,encouraging residents to meet their neighbors • • Foster a mentorship program that matches talents and experiences of our •retired and professional residents with the ambitions of our youth • Establish a greeting campaign by which residents greet others(such as"Isn't it a great day in Fountain Hills?"or"How's Fountain Hills treating you today?" • Establish a parkette near the corner of Shea Boulevard and SR 87 for residents and travelers to stop,picnic or stretch enroute to/from The Rim • Establish an ambassadors program whereby volunteers of all ages serve as Town greeters and assist visitors and residents Host a camping night event where residents camp at Fountain Park and attend lakeside programs on the history can culture of our Town and region and • • participate in recreational games and activities Host a touch a truck day allowing residents to meet staff and learn about • • • • • • services and equipment Create a Community Enrichment Commission • Conduct citizen satisfaction survey • Establish a citizens academy that teaches residents about service delivery and community governance • 031210 Initial Review Draft For Discussion Purposes Only Page 20 • Fountain Hills Strategic Plan Update IDEA BOX ` _ w c Q N U p w -a a u' c — c = = c O 0 fl N Q w m m 0 p c � J C 1 G1 U ,p c An evolving collection of ideas and initiatives that forward the Y o co strategic plan and help realize the community's vision. W 3 . - Sponsor a This Fountain Hills Life video program where short clips are submitted that explore the history of the community and its people, introduce residents to areas of Town,or provide insight into an interesting topic to be • published on Channel 11 Expand"adopt-a-..."programs,encouraging citizen stewardship of community assets. • Establish a Fountain Hills Utility Coalition where community service providers (including Chaparral City Water Company, Fountain Hills Sanitary District,Salt River Project,Town of Fountain Hills,Qwest Communications,Cox • • Communications and others)periodically meet to discuss issues and developments that impact service delivery Expand tree canopy to increase amount of shade • • • Conduct an open space and trails master plan • • • • Use effluent as water source for fountain and water features around Town • Maintain a single-source refuse and recycling collection service 'v • Install low level lighting on pathway around Fountain Lake • • Host an annual economic summit of the Town's neighbors and partners to focus regional and local economic growth strategies • Work with partners on a branding campaign to establish Fountain Hills as"not just a pretty place" • Help identify a dedicating funding mechanism for Fountain Hills&Fort •McDowell Visitors Bureau Develop with partners an economic development plan that identifies target industries/drivers and articulates a comprehensive economic development • strategy Initiate Lakeside District implementation highlighted in the Downtown Vision •Master Plan Implement districting as outlined in the Downtown Area Specific Plan through • • ordinance/zoning or other regulatory measure Establish a Saguaro Corridor Redevelopment District to evaluate land use • • and redevelopment opportunities Develop a turnkey business relocation and expansion program,targeting • key businesses and opportunities . .... ....................._..____.. Develop a marketing and promotion strategy for high-end,seasonal visitors • .............................. Explore establishing a public safety district • 031210 Initial Review Draft For Discussion Purposes Only Page 21 I Fountain Hills Strat- P sx.. c0 IDEA BOX V CZ MI Lf`O aCi ti v 13 c c - co y 3 _T 3 > L c 2 A N T E d a) N75R d - 0 c 5 J a c An evolving collection of ideas and initiatives that forward the " c 01 e o o strategic plan and help realize the community's vision. U U W W W d d' r... Conduct a comprehensive user fee analysis to ensure market competitiveness • Empower a citizen-based Town Finance Blue Ribbon Committee to review and recommend a financing structure to ensure long-term financial sustainability • Explore with the Fort McDowell Yavapai Nation the establishment of an Arizona • Indian History and Cultural center and visitor destination • Develop a single community activities and events calendar to showcase Town, partner and regional activities and to serve as a clearinghouse to • • • communicate opportunities Partner with VFW and other organizations to host a"Freedom Series" highlighting individuals that have contributed to democratic freedom • Partner with Native American communities and educational institutions and host an annual Tribal Cultural Day to learn more about the history and culture of • Arizona Tribes — ._.._. Evaluate whether a strategy to seek an educational or trade school • institution is a viable strategy to pursue for the community • Expand River of Time Museum to include other institutions or disciplines. • Use roundabouts and other traffic control methods to minimize need for traffic • signals ' Explore establishing a trolley service to connect residents to key Town activity • centers Explore future connection to the Valley light rail system • Provide free Wi-Fi access downtown and in Fountain Park • • Develop a community health directory • Establish a wellness lecture circuit, building relationships with educational institutions and health providers to provide seminars on important topics • Investigate a dedicated health and wellness cable channel or programming • Establish a Health and Wellness Commission • ..................____._............. Create a Wellness Newsletter • Maintain a Health and Wellness library collection • Establish a community activity,aquatic and learning center as a recreational • and wellness amenity for residents • Expand trail network by providing passive, non-paved trails through selected Town washes ' Expand bike path network through paining or providing dedicated lanes • • ...........__.._.............._....______.._.. Partner with McDowell Mountain Regional Park to provide joint park recreation and educational programming '1'410 031210 Initial Review Draft • For Discussion Purposes Only Page 22 411,) \ I ti-I „, "IZ II:10 , e--I C 73 0) I 1 = = 4.-0 1 t-•I 0 ° ,, 1LL Ct:) . Ora) O mom b.O CI) C i 0 ek.i s.. a) 0 >" ail •... J > NI LL. c CC1 eo >. 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