HomeMy WebLinkAboutSPAC.2022.0216.Minutes •
TOWN OF FOUNTAIN HILLS
MINUTES OF THE REGULAR MEETING
OF THE FOUNTAIN HILLS STRATEGIC PLANNING ADVISORY COMMISSION
FEBRUARY 16, 2022
1. CALL TO ORDER—Chairman Craft
Chair Craft called to order the meeting of the Strategic Planning Advisory Commission at
4:02 p.m.
2. ROLL CALL—Chairman Craft
Present: John W. Craft, Jr., Chairman; Patrick Garman, Vice Chairman; Chad Bernick,
Commissioner; Mary Edman, Commissioner; Cynthia Magazine,
Commissioner; Bernie Hoenle, Commissioner
Absent: Gerard Bisceglia, Commissioner
Staff Town Manager Grady Miller; Executive Assistant Angela Padgett-Espiritu
Present:
3. CALL TO THE PUBLIC
Pursuant to A.R.S. §38-431.01(H), public comment is permitted(not required)on matters NOT listed on the
agenda. Any such comment(i)must be within the jurisdiction of the Commission, and(ii)is subject to
reasonable time, place, and manner restrictions. The Commission will not discuss or take legal action on
matters raised during Call to the Public unless the matters are properly noticed for discussion and legal action.
At the conclusion of the Call to the Public, individual commissioners may(i)respond to criticism, (ii)ask staff to
review a matter, or(iii)ask that the matter be placed on a future Commission agenda.
No one from the public spoke.
4. CONSIDERATION AND POSSIBLE ACTION: Approval of the January 20, 2022, Meeting
Minutes.
MOVED BY Commissioner Cynthia Magazine, SECONDED BY Commissioner Chad
Bernick to APPROVE the meeting minutes of the January 20, 2022, Strategic Planning
Advisory Commission.
Vote: 6 - 0 - Unanimously
5. DISCUSSION AND POSSIBLE ACTION: Approval of the 2022 Strategic Plan Final Draft.
Chair Craft updated the commission on the recent modifications to the Town of Fountain
Hills 2022 Strategic Plan draft. Chair Craft reported that after the January Council
presentation of the proposed 2022 Strategic Plan with all of its attachments including the
SWOT analysis and other documents for Council's consideration, there were some
questions, and concerns regarding the proposed plan. Following the Council meeting,
Chair Craft and Vice Chair Garman made some modifications that included wordsmith and
omitting of tasks that were redundant.
3
Chair Craft updated the commission on the recent modifications to the Town of Fountain
Hills 2022 Strategic Plan draft for the commission's approval prior to presenting for final
approval at March 15, 2022, Town Council Meeting.
Some modifications made to the plan are the following:
Strategic Priority Targeted Collaborative Economic Development
• Signature Strategy 1 was modified to Retain existing businesses and attract new
ones.
o Each of the supporting tasks was slightly shortened or modified
• Signature Strategy 2 Lead the formation of collaborative economic development
groups.
o Only supporting task A) modified
Strategic Priority Promote the Long-Term Financial Sustainability of Town
Infrastructure, Environmental and Social Resources
• Signature Strategy 2 Promote the long-term financial health and stability of the
Town.
o Supporting task A) removed
Strategic Priority Continue to Improve the Public Health, Well-Being, and Safety of
our Town
• Signature Strategy 1 Promote the natural and build environment of Fountain Hills to
improve the public health, well-being, and safety of the community modified but kept
the rationale.
• Signature Strategy 2 Promote Fountain Hills as a community focused on public
health, well-being, and safety.
o Deleted supporting task B) because it was a redundant statement from the
signatures or from the signature strategy two
Strategic Priority Maintain Current Infrastructure while Preparing the Town for
Emerging Trends that Increase Public Safety and Quality of Life
• Signature Strategy 2 Support local Broadband strategic buildouts and deployment
efforts while ensuring the preservation of conduit and right of way for future
technologies.
o Deleted supporting task B) state law preempts cities and towns from being a
barrier of entry for 5G.
• Signature Strategy 4 Utilize services provided by other government agencies and
outside entities e.g. private companies, non-profit organizations, and volunteer
groups in evaluating and supporting the health of Fountain Hills Parks
o Modified the wording for supporting task A)
Town Manager Miller commented that he was very pleased with the progress made by
Chair Craft Vice Chair Garman and the progress that was made. He said that it was very
much appreciated and that he thinks that the Council will adopt unanimously with the
recent modifications.
Chair Craft asked for a motion to approve the modified plan for submittal to the Mayor and
Council at March 1, 2022, Town Council Meeting.
MOVED BY Commissioner Chad Bernick, SECONDED BY Commissioner Cynthia
Magazine APPROVED the modifications and presenting to the Council of the Town of
Fountain Hills Strategic Plan 2022.
Vote: 6 - 0 - Unanimously
6. DISCUSSION AND POSSIBLE ACTION: Revised Communication and Monitoring Plan.
Chair Craft reviewed the revised Communication and Monitoring Plan and reported that it
will be a document that the Commission will utilize to support the New Strategic Plan. He
said that the Communication and Monitoring Plan has two categories, communication, and
monitoring that each contains strategies and tasks.
Chair Craft requested that Commissioner Hoenle and Commissioner Edman review the
plan and provide feedback at the March meeting.
Chair Craft commented that it is important to keep the New Strategic Plan moving forward
and for the Community and other important stakeholders to have a good understanding as
to the progress that is being made.
Town Manager Miller requested a correction be made in the document. He said that it
should state "2022 Ten-Year Strategic Plan", instead of"2021 Five-Year Strategic Plan".
7. ADJOURNMENT
MOVED BY Commissioner Chad Bernick, SECONDED BY Commissioner Cynthia
Magazine to ADJOURN the meeting of the Strategic Planning Advisory Commission
Meeting at 4:43 p.m.
Vote: 6 - 0 - Unanimously
STRATEGIC PLANNING ADVISORY
COMMISSION
W
Jo W. Craft, Jr., Chair an
ATTEST AND REPARED BY:
Angel spiritu, Executive Assistant
CERTIFICATION
I hereby certify that the foregoing minutes are a true and correct copy of the minutes of the Regular
Meeting held by the Fountain Hills Strategic Planning Advisory Commission in the Town Hall Council
Chambers on the 16th day of February, 2022. I further certify that the meeting was duly called and that a
quorum was present.
DATED this 23rd day of March, 2022.
Angela piritu, Executive Assistant
y is
k ,° �de.azN Wa,.9r is b .fi1 J)
TOWN OF FOUNTAIN SIT
wry�x �r
-"7a. ,.. ..
m r
Town of Fountains Hills
Strategic Plan 2022
FOREWORD BY THE MAYOR
1
TABLE OF CONTENTS
Section Page
Foreword 1
Table of Contents 2
Executive Summary 3
Strategic Plan 6
2
Executive Summary
Overview
The motto for the town of Fountain Hills is "All that is Arizona". This is certainly an
appropriate portrayal of a community that combines stunning natural beauty with a safe,
up-scale, and in many ways, idyllic setting. In Fountain Hills, neighbors share a
commitment to community that makes small town life so appealing, without losing big
city advantages. The Town's Strategic Planning Advisory Commission, consisting of
seven volunteer citizens, sought to fashion a ten-year strategic plan that is aligned with
the community's priorities and expectations of principled and steady progress without
putting at risk the things that make Fountain Hills such a special place to live.
Strategic Plan Focus
The Strategic Plan focuses on enhancing Fountain Hill's appeal as a small town in the
orbit of a large urban environment by honoring traditional values, environmental
uniqueness, stability, sustainability, and flexibility in preparing for the future. This is
evident in Fountain Hill's Key Organizational Goals which aim to: improve public areas
including infrastructure and Town facilities; enhance public safety and the overall quality
of life, promote economic development, and ensure the Town's financial stability.
Guiding Principles
The principles that guided the Commission through the creation of this plan included the
understanding that the various tasks had to be manageable or attainable by the Town
over a 10-year horizon. The progress by the Town in achieving success had to be
measurable over time and lastly this Strategic Plan needed to be impactful and not
merely a rehash of projects that the Town is already working towards.
Planning Acknowledgements
The Commission took into account realities that exist when planning for a small town.
First, Fountain Hills has limited resources and undergoes an annual economic
seasonality that creates revenue variability. The Town is blessed with a strong and
talented volunteer base along with its unmatched natural beauty. Lastly, since the
Town is essentially surrounded by land that is limited in its development potential, there
is minimal expectations for residential growth.
Community and Stakeholder Input
In approaching the task of writing a strategic plan the Commission first sought to
understand and give voice to the Fountain Hills citizens, local leaders, and historical
documents. The Commission did this by engaging local business, civic, education and
government leaders for input, observations, and experiences. Next the Commission
reviewed and assessed the ongoing impact of the Town's 2015 strategic plan that was
3
subsequently updated in 2017. Most importantly, the commission collaborated with the
non-profit volunteer group named `Vision Fountain Hills', to survey over 900 Fountain
Hills residents on their thoughts and views of important past, and current issues. The
results of the survey showed that respondents primary community interests were:
• Business Development
• Technology Services
• Town's Condition
• The Environment
• Town Finances
• Safety
Keynote Themes used in the Plan's Development
When developing the 2022 Fountain Hills Strategic Plan the Commission held to three
important themes throughout the process. First was the emphasis on collaborative
partnering. Wherever possible tasks were constructed in a way to allow collaboration
and/or partnering between the Town and interested stakeholders. Second was the
absolute need for transparency and ownership so that readers of the plan have
confidence in the process used in developing relevant strategies and their effective
implementation. Third was their unwavering understanding that stewardship of our
local environment was paramount and must be addressed specifically and consistently
throughout the strategic plan.
Strategic Priorities
The four Strategic Priorities identified and expanded upon in this plan, represent the
overriding areas of focus:
Targeted Collaborative Economic Development
Promote the Long-Term Financial Sustainability of Town
Infrastructure, Environmental and Social Resources
Continue to Improve the Public Health, Well-Being, and Safety of our
Town
Maintain Current Infrastructure while Preparing the Town for
Emerging Trends that Increase Public Safety and Quality of Life
Strategic Plan Structure
Underneath the four Strategic Priorities (SP) there are 11 Signature Strategies (SS)
and under the Signature Strategies there are 26 Supporting Tasks (ST). Thus, the
structure of this plan is built to flow from a Strategic Priority to a Signature Strategy to a
specific Supporting Task. In this way we can show bi-directionally, both how a Strategic
4
Priority results in a set of Supporting Tasks and how a specific Supporting Task ties
back to a larger Strategic Priority.
Each Supporting Task is further delineated with an expected timeline to implementation
(in years), estimated complexity (scale of 1-5 with 5 being most complex), and an
annotation of the potential for collaboration (y/n) between the Town of Fountain Hills
and a stakeholder or interested party.
Moving Forward
The success of The Town of Fountain Hills Strategic Plan 2022 depends on an effective
communications (internal and external) plan and monitoring process that supports its
implementation. Thus, the Strategic Planning Advisory Commission has included a
Communication and Monitoring Plan, (located in the appendices) that lays out avenues
of communication between the Mayor, Town Council, Town Staff, and the Citizens of
Fountain Hills concerning the implemention of this Plan.
Strategic Planning Advisory Commission of Fountain Hills
Commissioners:
Chair: John Craft Vice Chair: Patrick Garman
Chad Bernick, Gerard Bisceglia, Mary Edman
Bernie Hoenle, Cynthia Magazine
5
TOWN OF FOUNTAIN HILLS STRATEGIC PLAN 2022
Strategic Priority (SP):
Targeted Collaborative Economic Development
Preamble:
An essential element of a thriving community is its economy. Fountain Hills is a small,
active community whose long-term sustainability requires an effective targeted
economic development plan. Economic development has become a hotly debated topic
and a much sought-after goal in towns across America. Industrial recruitment and
reliance on outside funding are giving way to locally based finance and entrepreneurial
activity. Fountain Hills needs to take advantage of its unique local resources and
leadership to advance its own successful local economy in a way that continues to
appeal to its residents and business community. Presently, the local chamber of
commerce and the Town actively work to support new and existing business growth.
The following strategies and their supporting tasks attempt to address the opportunity of
establishing a more unified and focused business development effort. Our commission
interviewed Town leadership, Chamber of Commerce, Fountain Hills Sanitary District
and Fountain Hills Cultural and Civic Association. We noted a recurring theme that
`strength-in-numbers' was important when pursuing opportunities. Hence, this strategic
priority focuses on the need for local, ongoing collaboration.
1. Signature Strategy (SS) — Retain existing businesses and attract new ones.
Rationale: Existing businesses are the foundation of any economic growth strategy. By
building on what already exists, cities can support current businesses and create a
strong foundation. Attracting new businesses is often most effective when the effort is
tailored to the industries compatible with local economic, space, environmental, and
demographic characteristics.
A) Supporting Task (ST) — Develop and promote an effective brand image to
prospective businesses and residents.
Timeline: <3yrs Complexity: 2 Collaboration potential: Yes
B) Supporting Task (ST) - Develop strateties for retaining existing businesses
and attracting new ones from the following sectors: 1) Health and wellness, 2)
Professional services, and 3) S.T.E.M.
Timeline: <2yrs Complexity: 5 Collaboration potential: Yes
C) Supporting Task (ST) — Continue to maintain an economic development
webpage and add a business metrics database. Rationale: The creation of an
economic development webpage would function as a one stop shop to help new and
existing business owners with business startup, or expansion. This webpage would
include a step-by-step guide to starting, or expanding a business in Fountain Hills, links
6
to important contacts, forms, and resources from outside of the community; such as
loan programs from the U.S. Small Business Administration or community development
financial institutions or technical assistance from a regional small business development
center such as the Maricopa Small Business Development Center as well as the BizHub
incubator. A business metrics database would track the overall business health of the
community and monitor the effectiveness of economic development initiatives.
Timeline: <2yrs Complexity: 3 Collaboration potential: Yes
D) Supporting Task (ST) — Identify ways to streamline the building permitting
process.
Timeline: <2yrs Complexity: 5 Collaboration potential: Yes
2. Signature Strategy (SS) — Lead the formation of collaborative economic
development groups. Rationale: The Commission believes that synergy can be
achieved if like-minded groups collaborate to strengthen our economic progress. The
groups can draw members from municipal governments, regional economic
development organizations, nonprofit organizations seeking to help communities, and
other stakeholders.
A) Supporting Task (ST) — Coordinate periodic meetings between the Town of
Fountain Hills, Fountain Hills Chamber of Commerce, Ft. McDowell Yavapai Nation,
Salt River Maricopa Pima Indian Community, to discuss the local expansion of business
and tourism opportunities.
Timeline: <3yrs Complexity: 3 Collaboration potential: Yes
B) Supporting Task (ST) — Form a business professional advisory group.
Rationale: Ongoing collaboration between the public and private sectors is an
important component of economic development. To encourage collaboration, form a
business professional advisory group with volunteers from the public and private sectors
to discuss how the town could better facilitate economic development. Volunteers from
the community could include property owners, developers, school system
representatives, and retired governmental or business executives with particular
experience in health, professional, and technical services.
Timeline: <1 yrs Complexity: 2 Collaboration potential: Yes
I
7
I
Strategic Priority (SP):
Promote the Long-Term Financial Sustainability of Town
infrastructure, Environmental and Social Resources
Preamble:
The Commission recommends the following five guiding principles for fiduciary
responsibility that should be embraced by the Town of Fountain Hills: 1) Live within your
means 2) Employ cost recovery when setting fees for "individualized" services 3) Use
reserves only for one-time expenditures or temporary stop-gap measures 4) Study
contracting out services before attempting to do in-house. 5) Emphasize transparency.
1. Signature Strategy (SS) — Maintain transparency by communicating the Town's
finances to the public. Rationale: Transparency leads to trust and trust leads to a
community that is confident in providing resources to the Town government to solve
short and long term public issues on their behalf.
A) Supporting Task (ST) - Hold public meetings twice a year, separate from
council meetings, to present the Town's finances.
Timeline: <lyrs Complexity: 2 Collaboration potential: N/A
B) Supporting Task (ST) — Conduct a regularly occurring community survey in
order to track satisfaction levels with Town services.
Timeline: <2yrs Complexity: 2 Collaboration potential: Yes
2. Signature Strategy (SS) — Promote the long-term financial health and stability of the
Town. Rationale: The annual budget serves as the Town's financial plan. The budget is
a policy document that provides direction and priorities for the resources needed to
deliver community services.
A) Supporting Task (ST) — Research the potential advantages and
disadvantages of enacting a biennial budget.
Timeline: <3yrs Complexity: 3 Collaboration potential: N/A
B) Supporting Task (ST) - Produce and publish a five-year financial plan with
revenue and expenditure forecasts.
Timeline: <2yrs Complexity: 3 Collaboration potential: N/A
C) Supporting Task (ST) — Update the current Facilities Reserve Study to
identify lifecycle replacement and repair of facilities and infrastructure.
Timeline: <3yrs Complexity: 3 Collaboration potential: N/A
8
I
D) Supporting Task (ST) — Utilize the services of an experienced grant
researcher and writer.
Timeline: <2yrs Complexity: 2 Collaboration potential: N/A
3. Signature Strategy (SS) — Periodically review Town services to identify opportunities
for improving efficiency and effectiveness. Rationale: Balancing the Town's use of
government provided services and contracted services promotes both stability and
flexibility.
A) Supporting Task (ST) - Conduct a feasibility analysis of government services
provided by the Town.
Timeline: <2yrs Complexity: 4 Collaboration potential: N/A
B) Supporting Task (ST) - Promote e-government and electronic transactions to
improve customer convenience and operational effeciencies. Examples include kiosks
and online services that improve organization, accommodation, payment options,
accessibility, and security.
Timeline: <2yrs Complexity: 3 Collaboration potential: Yes
9
Strategic Priority (SP):
Continue to Improve the Public Health, Well-Being, and Safety of our
Town
Preamble:
We focused on identifying Signature Strategies and Supportive Tasks that were most
likely to help Fountain Hills leaders continue to improve the public health, well-being,
and safety of our community. In doing so, we took into consideration: the Town's
economic realities; community input from a variety of sources; the timeline covered by
the new strategic plan; relevant trends and future projections; and the need for tasks
that are manageable, attainable and measurable.
1. Signature Strategy (SS) - Promote the natural and built environment of Fountain
Hills to improve the public health, well-being, and safety of the community. Rationale:
While this strategy is broad in scope, it can be easily supported by a number of specific,
high priority tasks that fit within the Town's current constraints regarding both human
and financial resources.
A) Supporting Task (ST) — Continue to expand and connect open space and
recreational facilities to create opportunities for physical activities.
Timeline: <3yrs Complexity: 3 Collaboration potential: Yes
B) Supporting Task (ST) - Work with local environmental organizations in
strengthening our community's connection with its natural surroundings.
Timeline: <3yrs Complexity: 3 Collaboration potential: Yes
C) Supporting Task (ST) - Incorporate public health, well-being, and safety in
Fountain Hills policies when relevant.
Timeline: <lyrs to review current policies, then ongoing for any policy changes or
new policies. Complexity: 2 Collaboration potential: N/A
D) Supporting Task (ST) - Create and publicize an Environmental Plan for
Fountain Hills.
Timeline: <1yrs Complexity: 4 Collaboration potential: Yes
I
io
2. Signature Strategy (SS) — Promote Fountain Hills as a community focused on public
health, well-being, and safety. Rationale: While this strategy is broad in scope, it can be
easily supported by specific, high priority tasks that fit within the Town's current
constraints regarding both human and financial resources.
A) Supporting Task (ST) - Support the expansion of preventive health and
wellness access within the Fountain Hills community.
Timeline: <lyrs to assess, then ongoing as opportunities are addressed.
Complexity: 2 Collaboration potential: Yes
11
Strategic Priority (SP):
Current Infrastructure while Preparing Maintainp g the Town for
Emerging Trends that Increase Public Safety and Quality of Life
Preamble:
Fountain Hills infrastructure plays a vital role in the quality of life for our citizens. We
must continue to maintain and prepare it for the future. Fountain Hills infrastructure must
be capable of supporting our town's economy, while holding public safety and quality of
life as priorities. There are generally many categories of infrastructure to consider, but
focusing solely on Fountain Hills, we identified four that are of particular interest to our
town's residents and elected leadership. This iteration of the Fountain Hills strategic
plan will deal with Broadband, Public Parks, Roads infrastructure areas.
1. Signature Strategy (SS) — Develop an investment plan and schedule to
maintain/bring FH's streets, medians, buildings, and parks to established standards.
Rationale: Infrastructure planning, funding, and execution information should be
available, clearly articulated, and transparently handled by Fountain Hills public
agencies.
A) Supporting Task (ST) - Develop a detailed Infrastructure Condition Report
with a scoring mechanism for evaluating and reporting the functionality, appearance,
and upkeep of the Town's fixed assets. The report will be reviewed by the Town
Council, and available to Town Citizens.
Timeline: <3yrs Complexity: 5 Collaboration potential: N/A
2. Signature Strategy (SS) — Support local Broadband strategic buildouts and
deployment efforts while ensuring the preservation of conduit and right of way for future
technologies. Rationale: Broadband, a generic term for high-speed internet access,
enables students of all ages to learn online and businesses to reach customers and co-
workers; facilitates electronic and verbal communications; provides access to
healthcare and job openings; and can be the deciding factor of where a company
chooses to expand.
A) Supporting Task (ST) — Make co-location of broadband a requirement with
existing infrastructure planning as a condition of permit use or where public funding is
provided. This includes above-ground infrastructure and the codification of"dig once"
policies where service providers install broadband conduit as other infrastructure is
installed.
Timeline: <2yrs Complexity: 3 Collaboration potential: N/A
12
3. Signature Strategy (SS) — Increase the ease and safety of multi-use aspects of
Fountain Hills roads. Rationale: A forward looking road strategy is essential to
everyday living in Fountain Hills, providing access to jobs, schools, shopping,
healthcare, wellness, and other services while enabling sustainable mobility options
such as pedestrian and biking access.
A) Supporting Task (ST) - The Fountain Hills Town Council Subcommittee on
Pedestrian and Traffic Safety will identify roads where lack of an interconnected
sidewalk system increases risk to pedestrians and produce a plan and schedule to
remedy.
Timeline: <2yrs Complexity: 3 Collaboration potential: Yes
B) Supporting Task (ST) - Develop a comprehensive bicycle master plan. A
successful plan will focus on developing a seamless cycling network that emphasizes
short trip distances, multi-modal trips, and is complemented by encouragement,
education, and enforcement programs to increase usage.
Timeline: <2yrs Complexity: 3 Collaboration potential: Yes
4. Signature Strategy (SS) — Utilize services provided by other government agencies
and outside entities e.g. private companies, non-profit organizations, and volunteer
groups in evaluating and supporting the health of Fountain Hills parks. Rationale: Parks
support economic prosperity and build thriving, healthy, resilient communities. Besides
providing recreational opportunities and green space for all ages, parks provide a suite
of ancillary benefits such as higher property values, protection, and improvements to
drinking water sources, fewer urban heat islands, and stormwater management.
A) Supporting Task (ST) — Utilize a nationally recognized system to benchmark
the Town's park system.
Timeline: <2yrs Complexity: 3 Collaboration potential: Yes
I
END
I
13
MONITORING AND COMMUNICATION PLAN
Preamble
A strategic plan has no value in and of itself. A strategic plan is a working document. It is only as
good as the ongoing efforts of the people who created it and the people who approved it and.
ultimately, the people who are tasked with doing all the work our plan suggests being done.
Upon approval of the 2021 Strategic Plan by the Mayor and Council, the Strategic Planning
Advisory Commission (SPAC) will refocus its efforts in support of a smooth rollout and
community outreach.
Communications
Strategy
Establish collaborative communication channels by creating strong working relationships with
the Town Council,Town Staff and Fountain Hills communities.
Tasks
• No later than early 2022, SPAC will appoint one of its members to become its
Communications Liaison.The Communications Liaison will work with the Town Staff and
local media to keep the community updated on matters concerning the plan's
implementation and progress.
• A copy of the 2021 Five-Year Strategic Plan for the Town of Fountain Hills will be placed
on the Town's website -www.fh.az.gov.
• SPAC will support outreach to the general community through FHTimes articles and
interaction with local citizen groups and organizations as needed.
Monitoring
Strategy
SPAC will remain directly involved in monitoring the Town's implementation efforts and their
impact on the strategic priorities as established in the Plan.
Tasks
• SPAC will hold quarterly follow-up meetings with the Town Manager and Department
Heads during the last week of each fiscal quarter.The purpose of those meetings is to
monitor progress on the implementation of all elements of the strategic plan and to
provide ample time for Q&A by all participants.
Page 1 of 2
• The Town Council will receive a written executive summary of all topics covered in each
quarterly meeting attended by the Town Staff and SPAC.
• SPAC will develop a Scorecard for documenting both progress and issues related to the
Tasks established in the 2021 Plan.The Scorecard will be updated no less than twice
annually.The data and information collected will be valuable for the 5-year
update/revisions of the Plan at its midpoint.The Scorecard will be posted on the Town's
website as well.
Page 2 of 2