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TOWN OF FOUNTAIN HILLS
MINUTES OF THE FOUNTAIN HILLS
C STRATEGIC PLANNING ADVISORY COMMISSION MEETING
January 19,2010
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, Youth Commissioner
Katie Myhr, Commissioner Rich Schultz, Commissioner Allen Siebel, and Chair Audra Koester Thomas.
Commissioner Charlotte McCluskey was excused from the meeting. Town Manager Rick Davis and Recording
Secretary Shaunna Williams were also present.
AGENDA ITEM #3—CALL TO THE PUBLIC
No one appeared at the Call to the Public.
AGENDA ITEM #4 — CONSIDERATION OF APPROVING NOVEMBER 17, 2009 MEETING
MINUTES
Commissioner Dooley MOVED to approve the December 15, 2009 meeting minutes and Commissioner Schultz
SECONDED the motion, which CARRIED UNANIMOUSLY by those present.
0 Commissioner Siebel MOVED to approve the January 5, 2010 meeting minutes and Commissioner Dooley
SECONDED the motion,which CARRIED UNANIMOUSLY by those present.
AGENDA ITEM#5—TOWN MANAGER'S UPDATE
Town Manager Rick Davis reported on recent Town events and activities including the following: Council held
their Annual Goal Setting Workshop and identified outcomes for each of the Strategic Focus Areas; Fountain
Hills was featured in the magazine published by the League of Arizona Cities and Towns; the Town is working
with HOAs to provide practical Town information through their newsletters; an Antique Show was held at the
Community center with approximately 1,500 attendees; electrical boxes have been painted on Fountain Hills
Boulevard; and the Town is going the through the budget process. Mr. Davis responded to questions from
Commissioners relative to his report.
AGENDA ITEM#6—UPDATE ON TOWN FINANCES
Town Manager Rick Davis updated the Commission on projected Town revenues, stating that we appear safe
right now on State Shared Revenues, but that we are jeopardy on Vehicle License Tax and LTAF money.
Mr. Davis further clarified the Town's financial condition in response to questions from the Commission.
AGENDA ITEM#7—DISCUSS STRATEGIC PLAN UPDATE
Chair Koester Thomas reported that since the January 5 meeting, the draft report for Phase II had been
distributed again and that she had met with both the Town's executive staff and the Planning Team. She
4;;;) reported that the overall reaction to the draft report was very positive.
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Chair Koester Thomas distributed a memo regarding Working Paper#2 Revisions as suggested by the Planning
Team (memo attached). The suggested revisions were discussed in detail and the Commission made
determinations about the suggested changes.
A lengthy discussion ensued with respect to the Vision statement and it was ultimately determined that the
vision statements were to be constructed in the context of "strives to be," rather than "we are." It was also
decided that the final bullet of the Vision statement would end with the word"vision," and that the remainder of
the sentence would be deleted.
Chair Koester Thomas reviewed all of the agreed upon revisions to the draft report and asked for a motion to
approve the revisions so that the report could move forward to the Council at their February 4 meeting. Vice
Chair Dunham MOVED to accept the draft report with the noted changes, and Commissioner Magazine
SECONDED the motion, which CARRIED UNANIMOUSLY by those present.
AGENDA ITEM#8—DISCUSS NEXT MEETING AGENDA
It was agreed that agenda items for the next meeting of the SPAC will be as follows:
1. Call to Order
2. Roll Call
3. Call to the Public
4. Consideration of approving January 19, 2010 meeting minutes
5. Town Manager's Update
6. Update on Town Finances
7. Discuss Strategic Plan Update
8. Discuss next meeting agenda
9. Schedule upcoming meetings
10. Adjourn
AGENDA ITEM#9—SCHEDULE UPCOMING MEETINGS
It was noted that the following SPAC meetings are presently scheduled: February 16, 2010, at 3:00 p.m.;
March 16, 2010 at 3:00 p.m.; and a joint meeting with the Town Council on March 30, 2010 at 5:30 p.m. An
additional SPAC meeting was scheduled on April 20,2010 at 3:00 p.m.
AGENDA ITEM#10—ADJOURN
Commissioner Siebel MOVED to adjourn at 4:32 p.m. and Commissioner Magazine SECONDED the motion,
which CARRIED UNANIMOUSLY by those present.
Shaunna Williams,Recording Secretary
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N{AI%h�J
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r Memo
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2009-2010 Strategic Plan Update
To: SPAC
From: Audra Koester Thomas, SPAC Chair
Re: Working Paper #2 Revisions
The following summarizes highlights of the January 19, 2010 Planning Team meeting
regarding the draft Working Paper#2:
Overall reaction: the vision has been "masterfully crafted" by SPAC—great job!
Revision considerations (page numbers reflect "011910 Draft"; those italicized are not
included in latest draft)
General:
• Remove attributing quotes to "one respondent" or "Judith C."; use language that
highlights selected quotes as reflecting the consensus of feedback.
Page 2:
• Refine the list of questions to reflect those specifically asked during Phase II; re-
title appropriately.
• Consider providing an executive summary of the responses to those listed
questions.
• Consider reminding readers of the 2005-2010 strategic plan gaps.
Page 3:
• Bolster the comment under "Civic Responsibility" that talks to the importance of
open, accessible governance.
Page 4:
• Note that economic development must occur with a 'scale of development' that
is comfortable and appropriate for our small town.
Page 6:
• Emphasize the 'vision' is a desired future condition, or even 'ideal' condition.
JANUARY 19, 2010 Page 1
Fountain Hills Strategic Plan Update Working Paper#2:Visioning Report tit !.
Background
2009-2010 Strategic Plan Update: Phase II
In early 2009, SPAC recognized the forthcoming planning horizon of the Strategic Plan
and submitted a public involvement plan to Council for the update of its Strategic Plan.
This report summarizes the feedback received during Phase II of the four-phased Strategic
Plan Update program:
Phase 1: Strategic Plan Audit (June — July 2009): Evaluate the current Fountain Hills
Strategic Plan and conduct a gap analysis.
Phase II: Education and Affirmation (August — November 2009): Educate residents and
leaders on the changing realities facing Fountain Hills.
Phase III: Construction (November 2009 — February 2010): Reconstruct a Strategic Plan
that addresses the vision of Fountain Hills.
Phase IV: Plan Adoption (February — March 2010): Provide to Council a citizen-endorsed
Strategic Plan Update that addresses the vision and values of Fountain Hills.
The end product will be an update of the Town's Strategic Plan, grounded in a citizen-
driven Vision, and crafted in a way that proves to be a useful tool for Council.
What is the Visioning Report?
The purpose of this report is to translate the feedback received in Phases I and II into key
vision components which will serve as the foundation for the Strategic Plan Update. Phase
II of the Strategic Plan Update was intended to further investigate issues and ideas
offered during Phase I of the process; in doing so, SPAC designed Phase II around the
gaps identified during Phase I, or, those issues that needed further clarification and
dialogue.
While the report provides a summary review of the feedback received, all raw data
(including responses from Feedback Session Form #2, Issue Forum small group discussion
summaries, and meeting notes) can be found in the report's appendix. This feedback not
only serves to validate community values and vision, but the specific ideas and
opportunities shared with SPAC by residents will be used as the strategies and initiatives
of the Strategic Plan Update (Phase III).
In total, over 300 people participated in Phase II activities (Issue Forums, Feedback
Sessions, and Youth Visioning) and nearly 600 others attended meetings and events where
SPAC provided presentations or facilitated discussions with participants regarding the
Strategic Plan Update. To date, over 1,000 individuals have participated in the Update
process, or have attended a meeting or event where SPAC solicited feedback. Combined
with eNewsletter outreach through the Town and Chamber, as well as continued coverage
in the Fountain Hills Times and Scottsdale Republic, SPAC has communicated the Strategic
Plan Update to thousands.
December 2009-011910 DRAT 1
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Fountain Hills Strategic Plan Update Working Paper#2:Visioning Report
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Refining the Dialogue
As outlined in Working Paper #1, the Strategic Plan Gap Analysis evaluated the Strategic
Plan's implementation and identified what, if any, strategic questions existed in citizens'
values and vision for the Town's future.
Based on the analysis and feedback received during Phase I of the Update process, the
following questions were asked to help refine community values and outline a vision for
our future:
• What does "sense of community" and "small town feel" mean? What aspects
contribute to "quality of life"?
• What one change to this community would bother you the most?
• What are the answers to `there's not enough to do in Fountain Hills'? For seniors?
For families? For young adults? For youth?
• How long are commutes for Fountain Hill's residents? Where do residents of
Fountain Hills currently work? What resources are needed to increase
employment?
• How do we protect our precious investments; how do we retain or increase our
property values?
• What are the ingredients to a vibrant, exciting community? How do we balance
the natural serenity with vibrant economy?
• Looking into the future, what do you not want to see happen in Fountain Hills?
• What are your ideas for improving the financial stability of Fountain Hills?
ISIMir SPAC used these questions to design several public feedback instruments, including the
online and paper Feedback Session Form #2, small group discussion questions for three
Issue Forums and various organizational dialogues, as well as at the discussion guide for
the Youth Visioning Day at Fountain Hills High School.
Values and Vision
As part of the original Strategic Plan, value statements were identified as those words
and phrases most repeated during early phases of the effort. As part of the Strategic
Plan Update, SPAC revisited the words previously identified to see if each reflected the
present desires of our residents. After review of the feedback received, SPAC revised the
values and crafted a vision.
Taken independently, these values will serve as the `focus areas', or skeleton, in which the
Strategic Plan Update is built; taken together, these value statements paint a strategic
vision for the community.
I SC
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Fountain Hills Strategic Plan Update Working Paper#2:Visioning Report
Values
Civility ,
I)
In Phase I of the update process, residents often used terms like "sense of community" and
"small town feel" to describe what they liked best about Fountain Hills. In Phase II, SPAC
asked residents to define what these terms meant to ensure that the Strategic Plan
addressed the core features of our special community.
What residents told us was that they valued the friendly atmosphere of Fountain Hills and
the sense of civility of our community. Respondents
told us that they value seeing their friends and
neighbors out on a walk or being greeted by name at
area merchants. Others noted that the friendliness of )
-R70: .
Fountain Hills residents was what they first noticed 0141.,
when they arrived in Town.
In short, residents often reminded us that our
community provides a simple, but often forgotten,
aspect of humanity: a sense of belonging.
Civic Responsibility
Many participants remarked on the shared sense of volunteerism, accessibility to
governance and the ability for the community to come together to meet challenges as
what they liked most about Fountain Hills. Residents defined a sense of community as the
"peaceful relationship with the people and the town government" and the inspiring sense
of volunteerism in Town: "A community is often defined by the number of volunteer
organizations that are active in community activities."
Participants recognized the how volunteerism builds community connectivity and ties
citizens to the Town's success. Participants remarked at the openness of government and
accessibility of leadership in Fountain Hills. Residents emphasized the importance of
fostering accessible leadership and told us they expect an open and engaging
government.
Environmental Stewardship
Residents value the incredible views and the ability to live in harmony with the wild
animals and native plants of the Sonoran Desert. Residents also recognize that this
extraordinary environment is fragile and that coexistence involves a special level of
stewardship. Residents want to prevent noise, air and water pollution, and encourage the
use of energy conservation technologies which are compatible with our desertscape.
Environmental stewardship is also a priority of our youth; kids told us if they were Council
Member for a day, they "would not let anyone litter" and hoped that one day we
wouldn't need gas to run our cars.
Residents also noted the desire to preserve our dark skies, viewsheds and ridgelines that
make Fountain Hills a unique enclave in the greater Valley. After reviewing all of the
feedback, it is clear that residents want to ensure we remain at the height of desert living!
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Economic Vitality
Residents told us that they'd like fewer excuses to leave Town and more reasons to play
and stay in the community. Residents remarked that we simply need "to find ways to keep
people here more than the five minutes they stay to take a picture of the fountain!"
The joint efforts of the Town, Chamber and Business Vitality Advisory Council have not
gone unnoticed by the community; numerous residents echoed support for the Downtown
vision designed by Swaback Partners earlier this year. At its core, the vision integrates
compact mixed-use (live, work, learn, play) development with pedestrian-friendly design.
Youth and adults alike remarked that a ...r
concept that brings quality restaurants and A
focused retail opportunities matched with
�e-
entertainment venues scaled to suit our small Ar
Town is desired and needed in order to be a
full-service, sustainable community. As such,
the Town must continue to facilitate economic „40
vitality by supporting quality business ,
development and investment at a scale of
development that is comfortable for residents.
Education, Learning and Culture
We were reminded again of the importance our community places on providing quality,
continuing educational opportunities; we heard from students, adults and seniors that we
cannot demand less than the best educational resources for our community and access to
I fine art and cultural amenities. When asked about his "favorite things" about living in
Fountain Hills, kids told us that liked "...the
pretty statues in Fountain Hills Park," for
example.
When visiting with the Senior Services ' '` •
Advisory Commission and Community Center
Advisory Commission in a joint meeting this = ". '; i
fall, Commissioners shared that continuing
education and training, especially for baby- ':..
boomers and residents in job transition, are
important considerations, and an amenity our
community should continue to support.
Maintain and Improve Community Infrastructure
While our iconic feature, our world famous fountain, remains a treasure, residents noted
it's not just the fountain we need to care for. Respondents routinely remarked that
maintaining quality infrastructure across Town assets and continued maintenance of our
community serves as our foundation for success.
Many respondents specifically sited the need to maintain infrastructure like streets and
sidewalks, and protect amenities, such as parks and streetscape, as basic ingredients to
community sustainability. Additionally, participants underscored the importance of a
sustainable revenue structure for Fountain Hills, and encouraged leadership to continue to
explore revenue diversification, including revisiting the discussion regarding a property
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Fountain Hills Strategic Plan Update Working Paper#2:Visioning Report '
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tax, and investigating other vehicles to equalize the cost of maintenance across all
property owners.
Public Safety, Health and Welfare
The sense of security and safety of residents and visitors has routinely been cited as a
value of residents and it's been made clear that the public safety and personal security of
our residents cannot be compromised.
However, as part of Phase I and II of this process, we learned that it's more than just
public safety that our community values; concern for personal health and welfare was also
highlighted. Participants described Fountain Hills as a place that simply "pampers your
psyche".
As our society grows more heath conscious, many participants remarked that Fountain Hills
is already providing the kind of environment people are seeking for a healthier lifestyle:
hiking and biking trails, access to quality healthcare amenities (like Mayo Clinic), and the
restful, peaceful serenity of our community are all amenities that Fountain Hills should
continue to foster.
Recreational Opportunities and Amenities
Many residents told us that what builds sense of community are the amenities and
opportunities that allow people to recreate, participate and have fun together. Our
Town's parks, recreational programming and senior services are noted and appreciated,
and residents desire that these amenities remain undiminished. However, youth and elders
alike encouraged us to find more ways for community members to gather and have fun
together; festivals, parades, community events at Fountain Park, and public plazas for
neighbors to casually gather were some of the ideas shared by participants.
The values identified by residents of Fountain Hills are not mutually exclusive from each
other; continued investment in and stewardship of recreational amenities in our community
help to support the other principals of our community. Many participants recognized the
shared value of recreational amenities in Fountain Hills; such as "sidewalks, paths, trails,
and bike lanes, reduce automobile use, contribute to protection of the environment, provide
recreational and physical exercise opportunities
to citizens, and take advantage of Fountain `
Hills' closeness to the Sonoran Desert. All of
these objectives will help Fountain Hills continue . ' `'
to have a desirable quality of life that will foster '16.
economic vitality and support property values." -'®"NII ���`
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�'' Fountain Hills Strategic Plan Update Working Paper#2:Visioning Report
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Taken together, these values have provided the foundation for the Vision, or the desired
future or ideal condition, of Fountain Hills as set forth below.
Vision
Fountain Hills is a distinctive community designed to invigorate the body, mind and spirit,
and is grounded on the following ideals:
• We are stewards of this unique enclave, dedicated to preserving the visual
aesthetic and experience and to living in balance with the Sonoran Desert.
• We champion the diversity of experiences our residents bring to our community
and rely on this depth of experience to innovatively address our challenges.
• We are economically sustainable and anchor our vitality in an active, vibrant town
core that serves us culturally, socially and economically.
• We are civic minded and friendly, taking responsibility for our Town's success by
building partnerships and investing our talent and resources to keep our
environment safe, healthy, innovative and cooperative.
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