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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)
•
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Fountain Hills Strategic Plan Update
MAYOR' S OR COUNCIL' S MESSAGE
L
031210 initial Review Draft For Discussion Purposes Only Page 3
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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.
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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.
•
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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
•
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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?
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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
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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
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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?
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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
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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
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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
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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
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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,
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Fountain Hills Strategic Plan Update;
4.14
IDEA BOX
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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
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Fountain Hills Strategic Plan Update
IDEA BOX ` _
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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 •
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I
Fountain Hills Strat- P
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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'
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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
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