citycouncil - City of Scottsdale
Item 2
CITY COUNCIL
REPORT
Meeting Date:
Charter Provision:
Objective:
Feb. 28, 2017
Provide for the orderly government and administration of the
affairs of the City
Determine Policies
ACTION
Organization Strategic Plan. Receive and discuss progress updates on top priorities for the current
year, identify and discuss any additional priorities for the next year(s), and discuss strategies to
achieve these priorities, including possible direction to staff.
BACKGROUND AND ANALYSIS
The mission statement and organizational priorities were initially approved in 2013, and have been
updated annually. The current list of priorities for FY 2016/17 was approved Sept. 20, 2016:
a.
b.
c.
d.
e.
f.
Revitalize McDowell Road corridor through ongoing work with residents, businesses and SkySong.
Provide strategic support of tourism and visitor events.
Carry out the comprehensive economic development strategy.
Anticipate and plan for future transportation needs.
Prepare and adopt fiscally sustainable operating and capital budgets.
Reinvest in a high performance organization and work culture.
Staff will provide progress updates on implementing these priorities, as well as receive direction on
any possible changes to priorities or strategies for next year. Changes will be included in a resolution
to be approved later. Staff will continue providing quarterly updates on priorities.
STAFF CONTACT
Brent Stockwell, Assistant City Manager, 480-312-7288, [email protected]
APPROVED BY
^//4/
Jim Thompson, City Manager
480-312-2811, JThompson(5)ScottsdaleAZ.gov
ATTACHMENTS
1. Organization Strategic Plan Update
Action Taken
Date
'
CITY OPlft
SCOnSDALE
Organization Strategic Plan Update
Through Second Quarter of Fiscal Year 2016/17 - July 1 through December 31,2016
This report covers through the second quarter (July 1,2016 through Dec. 31,2016) of fiscal year 2016/17 and provides a
progress update toward achieving the objectives included in the Organization Strategic Plan.
For more information about this report, contact Brent Stockwell, Assistant City Manager, at (480) 312-7288.
CODE:
UNFAVORABLE
| DEUYED
|, N/A
|
Revitalize McDowell Road corridor through ongoing work with residents, businesses & SkySong
Planning & Development Department, Randy Grant, Planning & Development Director, (480) 312-2664
OBJECTIVES
OBJECTIVE:
Work with the community to create corridor vision plans specific to McDowell and Scottsdale Roads
STATUS:
Six draft property models have been created. One vision sketch has been created. Additional property
sketches targeted for completion by March 2017. In addition, the Berm CIP package submitted by the
October due date.
OBJECTIVE:
Understand market conditions and focus marketing efforts to recruit desired businesses.
STATUS:
Long Range Planning recently completed a ten year (2006-2016) resale housing analysis focused on
single family housing for the area to track and highlight local area and market changes during this time
period. Additionally, Long Range Planning recently completed a citywide multi-family housing
development activity report for a six year period (2010-2016). A portion of the multi-family report
focuses on the south subarea (South of Indian Bend Road), with breakout numbers specific to the
McDowell Corridor.
OBJECTIVE:
Support community efforts to establish a new "brand" or identity.
STATUS:
Scottsdale Gateway Alliance unveiled their branding in January 2017 and staff attended the
presentation. Communication between Long Range Planning staff and SGA occurred in early February
to have SGA come to the Neighborhood Advisory Commission to present branding analysis, findings
and final branding program. SGA indicated they are going to be presenting to the City Council Economic
Development Subcommittee in March and suggested that the NAC members be invited to that
presentation.
OBJECTIVE:
Improve linkages to nearby amenities and adjacent communities.
STATUS:
The McDowell Road Sidewalk construction is anticipated to begin in late March or early April. The
McDowell Road Bicycle Lanes design contract was awarded by the City Council on Jan. 17,2017.
Design began Feb. 8,2017. This project will provide continuous bicycle lanes from 64th Street to Pima
Road. The Crosscut Canal Bridge and Path south of McDowell Road final design will be received Feb. 17,
2017.
OBJECTIVE:
Work with area residents to strengthen neighborhoods in and around the revitalization area.
Page 1 of 7
STATUS:
Long Range Planning staff attended the Community Council of Scottsdale meeting in November to
provide an update on planning and development efforts in the southern area of Scottsdale and answer
the multitude of questions that this citizen group had.
December meeting between Long Range Planning and Coalition of Greater Scottsdale to provide an
update on the CIP process and berm improvements request that has been submitted for McDowell.
COGS members indicated support of the proposed berm improvements.
Additionally, Long Range Planning staff communicated with Scottsdale Gateway Alliance regarding the
CIP process and berm improvements request was provided to SGA staff as they intend to advocate with
Council to support the berm improvements package that has been submitted as part of the CIP planning
process.
Provide strategic support of tourism and visitor events.
Tourism & Events Department, Karen Churchard, Tourism & Events Director, (480) 312-2890
OBJECTIVES
OBJECTIVE:
Enhance visitor experiences and promote Downtown Scottsdale as a destination.
STATUS:
The Tourism & Events Department, with input from its event working group, created a holiday
event/promotion for Downtown Scottsdale. Its purpose is to create an event for our community and the
region and provide additional product development to support Experience Scottsdale's annual Holiday
Campaign focused on potential visitors from outside the state of Arizona. Working with an ad agency,
the department determined Scottsdazzle as the name and the brand and a website were created.
Scottsdazzle activated areas throughout downtown and the department collaborated to help promote
retail stores, restaurants and establishments. This effort was also done in partnership with several
associations.
OBJECTIVE:
Collaborate with community and local tourism industry to accomplish tourism strategic plan.
STATUS:
The Tourism-Related Downtown Economic Impact Feasibility Study known as Downtown Scottsdale 2.0
continues to progress into phase three. The contractor, CSL International, gained additional input
through public outreach meetings held mid-December that will be considered for three to five growth
scenarios. Additionally, concepts for future events during the tourism industry shoulder seasons
continue to be presented and discussed with the tourism industry and the Tourism Advisory Task Force.
OBJECTIVE:
Implement special events ordinance and monitor feedback from community and event producers.
STATUS:
The special events ordinance was implemented and went into effect on July 1. The department
continues to seek input from the tourism industry, merchants, community and the event producers in
regard to the new ordinance, processes and fees. We continue to monitor feedback and have made
adjustments to our processes based on community recommendations, which will be updated and
posted in the Special Event User Guide. The User Guide was created to assist event producers in city
processes for an approved special event permit and ultimately a successful event for all based on the
new special events ordinance. In Q3, the department will create and implement an internal procedure
manual to supplement the User Guide.
OBJECTIVE:
Proceed with existing study and evaluation of the Desert Discovery Center concept at the Gateway
Trailhead.
STATUS:
The Desert Discovery Center Project Team continues to work with key consultants to bring the
Page 2 of 7
study from the planning phase into the programming phase. The City of Scottsdale hired Swaback
Partners as the project architects. They will head up preliminary design and help determine the look and
profile of the proposed facility. Initial work is under way, including a traffic analysis by Kimley-Horn &
Associates. The team is led by John Sather who is using the feedback gathered from the initial planning
phase to begin formulating initial design parameters. In late November, a series of Community
Workshops were held with more than 300 people participating and providing input.
Carry out the comprehensive economic development strategy.
Economic Development Department, Danielle Casey, Economic Development Director, (480) 312-7601
OBJECTIVES
1
OBJECTIVE:
Retain and grow existing economic drivers and employers.
STATUS:
Completion of 55 direct business outreach visits, representing more than 1,550 new jobs in Scottsdale
in the next three years.
OBJECTIVE:
Support efforts to cultivate, retain and attract talent needed by present and future employers.
STATUS:
Launch of the first of a series of panels dedicated to highlighting best practices in recruitment Sept. 7
which featured participants from Recruting.com, Linkedin, Govig and the Partnership for Economic
Innovation. The event attracted 69 participants with a concentration of talent recruiters from
Scottsdale and regional corporate entities. In addition, the city took home a 'Golden Prospector' Awards
from the Arizona Association for Economic Development for its "JDA Software" as 'deal of the year.'
OBJECTIVE:
Focus efforts and investment in strengthening key employment and business centers.
STATUS:
Support continued in outreach to downtown businesses and merchants for Downtown Economic
Feasibility Study and parking issues. The economic development department produced a five week
small business training series in partnership with the Scottsdale Area Chamber of Commerce resulting
in 82 attendees, 10 instructors and four direct one-on-one mentoring appointments. It also partnered
with Weebly on Website in a Night Nov. 9 at Weebly's downtown Scottsdale office. More than 80
attendees throughout the valley participated.
OBJECTIVE:
Elevate Scottsdale's engagement in the national and international economic development arena.
STATUS:
79 new business development leads were received, generated and responded to and market visits for
business attraction executed in San Diego, Los Angeles, San Francisco and Minneapolis.
Scottsdale economic development in partnership with the Scottsdale Area Chamber of Commerce
hosted more than 90 area commercial real estate brokers, site selectors and developers at G-Collection
in South Scottsdale for the third annual commercial broker event. This annual event allows the city
team to share informational updates, gain industry information and further develop relationships with
these professionals in the real estate community.
OBJECTIVE:
Build a Scottsdale business location brand on par with Scottsdale's tourism brand.
STATUS:
Enhanced efforts to promote the City of Scottsdale Linkedin page has resulted in increased
engagements with the online business community by 2,124% and increased its overall reach by 930%.
OBJECTIVE:
Grow and attract high quality firms and jobs in targeted sectors.
Page 3 of 7
STATUS:
Participated with material influence in the attraction, retention or expansion of 3 unique businesses
representing an estimated 355 jobs in the first 12 months of business operations with an average wage
of $66,900 and a direct economic impact of more than $3.5 million over five years.
The Scottsdale economic development department received a Silver Excellence in Economic
Development Award for its 2016 project in the category of Special Event from the International
Economic Development Council (lEDC) in recognition of the 'Swipe Right Scottsdale’ campaign which
was developed to educate brokers, startup companies and talented individuals about Scottsdale as an
amazing place to live, work and do business.
OBJECTIVE:
Pursue economic opportunities that enhance quality of life and maintain strong neighborhoods.
STATUS:
The 2016 Mayor and Council economic development breakfast was held at Venue 8600 with more than
180 guests in attendance to learn more about the business activity which has occurred in Scottsdale in
the past year. More than 280 people attended the fourth annual Cure Corridor event. The forum and
networking event for health care professionals and companies featured a keynote speech from Dr. Joon
Yoon of Palo Alto Investors and rapid fire presentations from a host of CEO's and innovators in the
health care industry. As a result of the events success, proceeds collected by the Scottsdale Area
Chamber of Commerce from the event in the amount of $3,000 were donated to Business United for
Scottsdale Schools (BUSS).
I*:;
fe
I
Sponsorship commitments for more than $5,000 for the Eureka Loft Scottsdale to support small
business training and entrepreneurial support have already been raised for FY 2016/17.
Economic Development and Civic Center Library staff and generous partners finished a number of
improvements to benefit the small business and startup ecosystem, including completion of
Registration for the 'Eureka Loft' service (trade) mark.
Anticipate and plan for future transportation needs.
Transportation Department, Paul Basha, Transportation Director, (480) 312-7651
OBJECTIVES
OBJECTIVE:
Carry out the adopted transportation master plan to guide efforts over the next 10 years.
STATUS:
As indicated below, we are implementing the adopted 2016 Transportation Master Plan for all travel
modes. There are seven annually funded programs with more than five years' worth of identified
projects - all pursuant to the Transportation Master Plan. Exploring vehicle options for Airpark Trolley
to begin operation in Fall 2019. Beginning conversation to resolve $82 million funding deficit to ensure
receipt of $197 million in federal and regional funds from 2021 through 2026.
OBJECTIVE:
Improve street, transit, and trail connections while minimizing neighborhood impacts.
STATUS:
In April 2016,10-minute service on Scottsdale Road Bus Route 72 from Scottsdale Fashion Square to
Tempe Transit Center began. Arizona Canal shared use path, from Chaparral Road to Indian Bend Wash
was completed in November. The Mustang Transit Center construction will begin in April and is
anticipated to be complete in September. Approximately one-quarter mile north of Camelback Road is
the only remaining unpaved segment in the approximate 6- mile length. This missing segment is
planned for construction by July 2017. The Cactus Path from Anasazi School to 128th Street was
unanimously approved by the Paths & Trails Subcommittee and the Transportation Commission.
Bicycle lanes were installed on 96th Street from Thunderbird Road to Redfield Road providing a
continuous bicycle facility between Westworld and Tempe Towne Lake. Shared use path near Mustang
Library was improved as initial phase of Mustang Transit Center. Design began for Westworld Trail
connections. Implemented Sunrise Express Trolley service connecting remote parking areas to high
Page 4 of 7
employment areas in Northeast Downtown resulting in increase from TOO weekly riders in early October
to 900 weekly riders in early December, thereby removing 180 all-day parked vehicles from streets with
fronting small businesses. Completed Cattletrack Drive, McDonald Drive to Lincoln Drive, Traffic
Calming project which dramatically reduced travel speeds.
OBJECTIVE:
Design, build, operate, and maintain barrier-free streets for all users.
STATUS:
The Arizona Canal Path project includes Pedestrian Hybrid Beacons to cross both Chaparral Road and
McDonald Drive. The Cactus Path from Anasazi School to 128"' Street, if constructed, will provide a
barrier-free paved sidewalk connecting a school, the Preserve, and several neighborhoods. Several
sidewalk and shared use path projects were completed near schools prior to the beginning of the school
year. Coordinating with Street Operations to comply with Americans with Disability Acts requirements
for all repaving projects. Recently completed projects include Gainey Ranch and northern portions of
McCormick Ranch. Planning for near future projects include 5th Avenue east of Goldwater for
substantial (~$2.5 million) such improvements. Also planning Downtown Pedestrian Improvements per
Council direction for $2 million in projects to be constructed by 30 June 2017 and an additional $2
million in projects by June 30,2018. Some improvements have already been constructed. Coordinating
project concepts with other City departments and downtown business owners.
OBJECTIVE:
Increase communication related to transportation options, funding and needs.
STATUS:
New part-time Transportation Public Information Officer daily responds to social media posts and
regularly prepares transportation press releases. Since Transportation Master Plan adoption, the
general public frequently submits comments to the Transportation Commission. Transportation
Commission packets are provided electronically to the City Council prior to every Commission meeting.
Continuing to provide City Council the Transportation Commission agendas and packets prior to
meetings. Conducted four public meetings plus two Transportation Commission meetings on
Downtown Pedestrian Improvements. Transportation Director is meeting monthly with McCormick
Ranch Property Owners Association Executive Director to discuss items of interest and concern, and
report project status.
OBJECTIVE:
Begin planning and acquisition for Cactus Trolley, Airpark Trolley and Scottsdale Limited Bus service
STATUS:
Replacement buses have been ordered for delivery in fall 2018 and spring 2019 for eight current trolleys
that will end their Federally-mandated useful life prior to the vehicle delivery. These vehicles will enable
the Cactus Trolley to begin operation in fall 2018 should the City Council adopt an increased operation
budget in fiscal year 2018-2019. Different fueled-vehicles were investigated prior to determining that
Compressed Natural Gas was the selected choice. These vehicles are 100% federally and regionally
funded. Our investigation revealed that fully electric buses are nearing acceptability - it is anticipated
that the bus purchases for the Airpark Trolley and the Scottsdale Road Limited Bus will be electric
buses.
Prepare and adopt fiscally sustainable operating and capital budgets.
Budget Department, Judy Doyle, Budget Director, (480) 312-2603
OBJECTIVES
OBJECTIVE:
Improve citizen access to online budget and financial information.
STATUS:
The improved versions of the monthly financial update and report for the first 6 months of the year are
complete and available on the city's website. The new version of the financial update was presented to
City Council on Oct. 25,2016. As the fiscal year progresses, the monthly financial update and report will
continue to be made available on the city's website. Staff is also exploring including financial
information as part of the city’s Open Data portal.
Page 5 of 7
OBJECTIVE:
Evaluate options for ensuring long-term financial sustainability.
STATUS:
The following policy items will drive the FY 2017/18 budget process and determine the needs/methods
necessary to ensure long-term sustainability:
a) Adoption of comprehensive financial policies used to establish formal framework of overall planning
and management of the budget (Dec. 1,2016)
b) Direction on capital budget parameters (Jan. 24,2017)
c) Direction on operating budget parameters (Jan. 31,2017)
d) Discuss possible creation of a Council Capital Improvement Plan Subcommittee to review the city's
CIP and make recommendations to the Council (Feb. 7,2017)
e) Direction on healthcare benefits and proposed rate and fee changes (Feb. 21,2017)
OBJECTIVE:
Evaluate performance and make adjustments as needed throughout the fiscal year.
STATUS:
Prepared and will continue to prepare monthly financial updates/reports to monitor and evaluate
revenue vs. expenditure performance. Additionally, completed the second quarterly performance report
(used to assess results and ensure progress on organizational goals and objectives) of FY 2016/17.
Reinvest in a high performance organization and work culture.
Human Resources Department, Donna Brown, Human Resources Director, (480) 312-2615
OBJECTIVES
OBJECTIVE:
Implement employee classification plan to ensure fairness and equity.
STATUS:
The passing of Proposition 206 increased Arizona's minimum wage from $8.05/hour to $10.00/hour,
effective January 1,2017. Based on this change, job classifications in salary ranges GW10 - GW14
were combined in to GW15 that now has a starting salary of $10.00. This change impacted 10 job
classifications and 47 employees of which received written notification of this change prior to the
implementation date of Dec. 25,2016.
OBJECTIVE:
Evaluate options for ensuring employee benefit programs are cost-effective, competitive and desired by
employees
STATUS:
The Total Benefits Advisory Committee (TBAC) meetings for this quarter were held on October 25 and
November 29,2016. Attendance ranged from 35 - 40 department employee representatives. Those
meetings were designed to educate our employees about the health plans, claims history and health
risk assessment results. The Benefit Consultants (Hays) explained the current medical plan year is
running 87% to the funding estimate; and the current dental plan is running 89% to the funding
estimate. The year end results for member participation, key metrics, trends, and plan costs for FY
2015/16 were also provided and explained in detail. The next quarter we will provide cost estimates and
options for FY 2017/18 for employee education and to receive their input.
OBJECTIVE:
Offer relevant training for employees at all levels of the organization.
STATUS:
The first offering of the in-house "Leadership Education And Development (LEAD) - Foundations for
Supervisors" supervisory training was held on October 25-27,2016. Presenters from multiple
departments covered a wide range of topics designed to provide supervisors with the knowledge. City
policies, and resources to successfully manage their workforce. 35 supervisors voluntarily attended and
rated the value of the training with an overall 3.76 score on a 4.0 scale. Due to the exceptional
feedback, the same training is scheduled for April 2017. "LEAD Series II" is currently under development
and scheduled for March 2017 that will focus on leadership topics such as performance coaching,
improving time management, employee engagement, and effective communications.
Page 6 of 7
OBJECTIVE:
Ensure high-quality, responsive service is provided through efficient and effective processes.
STATUS:
The City Audit Department completed an internal audit on the HR Department (1606 - HR Compliance
Programs). To ensure accountability, key members in HR have performance goals developed based on
the audit findings and recommendations to include the HR Director for FY16/17.
The city manager's office coordinates a citywide team of trained facilitators to conduct process
improvement efforts in city departments. A citywide team is working on updating the Virtual Call Center
to provide a single portal for citizen inquiries and work requests. We are working with the National
Research Center to conduct citizen and employee surveys this winter. Information will be provided to
the City Council for use in their priority setting workshop. A performance report is prepared and
released on a quarterly basis to provide insight into key measures tracked by staff to ensure the
efficiency and effectiveness of city services.
Page 7 of 7
ITEM 2
Organization Strategic Plan
City Council Work Study Session
February 28, 2017
iC
RCVltClIlZC McDowell Road
Anticipate and plan for future
corridor through ongoing work with
residents, businesses & SkySong
transportation needs
Provide strategic support of
Prepare and adoptfiSCOlly
tourism and
visitor events
sustainable operating and
capital budgets
Carry out the comprehensive
economic
development strategy
Reinvest in a
t ‘.w
ki!
high performance
organization and work culture
RCYltClIlZG McDowell Road
corridor through ongoing work with
residents, businesses & SkySong
cos Policies, Programs, Actions in MRC 2011-2016
Direct investment - Capital Improvement Projects, Public Art, etc.
Southern Scottsdale Character Area Plan
■
Land Use Changes
■
Growth Area, Regional Centers, Activity Areas
■
Implementation Items
■
McDowell Road Corridor Permit Fee Reduction Program
■
Increased Public Art
■
Enhanced streetscapes and connectivity
Los Arcos Redevelopment Designation
■
Central Business District / Planned Community District Text
Amendment
Local Grassroots Effort - Scottsdale Gateway Alliance
McDowell Road Corridor Boundary
Indian School Road
Osborn Road
35 306 SI
Thomas Road
Oak Street
McDowell Road
Roosevelt Street
McKellips Road
Increase in Housing Property Values
Single Family
Townhomes, Condos, Mobile Homes
+101%
Median values
since 2011
pace per squar^
$748*/month
2011
^O^ColCQ)//
Median values
m since 2011
$183
$129
Price per spuar^
$1,485
2016
*Estimated monthly payments assume a 20% down payment at a 30 year conventional interest rate
of 4.45% (2011) and 4.32% (2016) - principle and interest only, and not inclusive ofHOA fees.
$337
$609
2011
2016
Increased Demand for New Housing
Since 2011,
1,329
new multifamily
units built
Fi
Average Rent
$1,113
$782
+42%
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Renter Income
Profile
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1,100 to 1,800 SF condos with base pricing:
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Clf- Average spent in upgrades
above base price
$65kto$95k
Estimated Salary needed to purchase
Typical Lease Term
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New Housing Owner Profile
^ix of renters and buyers:^
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Month Lease
iii
empty nesters, etc.
^
Overall Increase in Development Activity
MRC Permit Activity
In 2016,
of all permit valuations
was in New Construction
accounting(^^^
for^^Wmillion
$113.4
Permit Valuations (millions
1
Permits per year
2011
2016
$28
$“31
Million in new
commerciai development
Million in new
Multi-famiiy development
Million in new
Single-family development
MRC Fee Reduction Program
16®/«
84®/o
O
in total cost-savings,
& f PV 2015-2016
Commercial
Improvement
Residential
Improvement
Development Activity Snapshot
290k square feet of new
commercial office space
325 unit apartment complex
22 unit, apartment complex
-
l;^^^^^jpartment complex^
g, 6 unit single-family subdivision'
Business Activity Outlook
active business
licenses since 2011
Since 2011,
300k
square feet of office space has been added
2,488
j
I
1,960
-------------------------------------- 1
SkySong 3 & 4
Active Business License
1 2011
2016 r
square feet of office space
Office Occupancy
$26ppsf
Retail Occupancy
+8.4%
■m
$14PPSF
S17PPSF
2011
$11PPSF
2016
2011
2016
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SkySong Snapshot
Since 2008,
Currently,
in economic impact
generated
70^
Companies reside at SkySong
■ Spin Out companies
created
employing
1 ,SOO+
1951 @ SkySong
Co-working space -
entrepreneurial services
Mentorship
entrepreneurship education programs/workshops
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Public Investment 2011-2016
Since 2011
P
Completed Projects Snapshot
18
Capital Improvement Projects Completed
I---------------------------------’-------------------------------- 1
Totaling
i 02li^
of investment
$42.6M Investment (2013)
• $3.7M Investment (2015)
re
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Ongoing Investment
§
I
Approved projects
yet to be completed
s
• $3.1M Investment (2015)
BIS"
Investment currently
under consideration
ro
$111K Investment (20i§)-
Public Art Investment 2011-2016
of investment
completed
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n
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$125,000 installation (2011)
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ro
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$194,000 installation (2013)
m
$137,000 installation (2015)
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$55,000 installation (2013)
$21,000 installation (ongoing)
Code Activity
Since 2011, complaint-based
violations decreased
Oi
Code Violations Citywide
2846
^07?
2341
1
307:
1!
I'
1
3421i
2011
I
--1
2012
255
253
2013
2014
"Ifi7
1
2015
In that same time, Graffiti
7 Afl/
violations decreased " ■ w /O
m%
iRestd'
Provide strategic support of
tourism and
visitor events
smm
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Eric Butruff
OecemOetS. 2016 Xk
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Director Karen wtth the City of Scottsdale Tourism &
Events talks with Qterrioaz on
®sonofanlWngabcl 5 about the 'Art Walk I Spy
Santa" and other events upcoming for
©scottsdazzle this weekend. A* the info is at
sconsdaz2e.com! tsprworks sdiem sHappyHoSdays
— wtth Terri Ouellene. Karen Churchard. Sonoran
Living and Scottsdazzle at 9 ASC15 Arizona
Js-enCafft*
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UnHce Repty ©1 OecemOer 6, 2016 al 348pm
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Untke Reply ©1 Oeccmter 6 2016 al 6 16pm
BW Craig Kovera Very coca Congrats Karenl
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BRING YOUR TEN GALLON HAT,
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WESTERN WEEK IN DOWNTOWN SCOTTSDALE
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FEB. 10-HASHKNIFE PONY EXPRESS AT
SCOTTSDALE’S MUSEUM OF THE WEST
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Carry out the comprehensive
economic
development strategy
Economic Development Strategic Goals
1.
Retain and grow existing economic drivers and
employers
2.
Support efforts that will enable Scottsdale’s present
and future employers to cultivate, retain and attract
the talent that they need
3.
Focus efforts and investment in strengthening key
employment and business centers
4.
Elevate Scottsdale’s engagement in the national and
international economic development arena
5.
Build a Scottsdale business location brand on par
with Scottsdale’s tourism brand
6.
Grow and attract quality firms and jobs - domestic
and global in targeted sectors
SCOTTSDALE, AZ: ELEVATING
EXCELLENCE, PROMOTING
PROSPERITY
A Strategic Plan for Econormc Development
t.«s( updktfd F«bfu«ry 2, I01&
Adopted by Sco(ts^CitrC<Mnca<ri*lteieliitto> Mo »750oo r*bru*ry 17. »I5
•
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-
>
CIVIC center LIBRARYl
Annual Report Materials Available
FY 2015/16
ANNUAL REPORT
l«:
CirrOfSOTTTSOALE
wmsm
anfO' JC0TT50M.C ‘ -'..- JVI.: W‘.TiOI“.<r-,7
FY
2014/15
ANNUAL REPORT
^'S^schk
ci*v Of sco"sr*,E t:oso‘/c c-:»tLO-'v£«i!
ANNUAL REPORT
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r?-
Be nvnSMV oan)«rane»
kL
'T
ADVANCING
THE STRATEGY,
TARGETING THE
TALENT
Annual and quarterly reports available at www.ChooseScottsdale.com
Goal 1: Key Achievements
Retain and grow existing economic drivers and employers
Since July 2015, more than 160 business visits
representing more than 4,500 new jobs in 3 years
Five Think Tank events conducted
Annual Business Appreciation event held with newly
located or expanded firms
First ever five week small business training series
and Weebly on Website in a Night
Business feedback portal launched in Feb. 2016 to
determine corporate satisfaction
-W :
%
,2
1
Goal 2: Key Achievements
Support efforts that will enable Scottsdale's present and future employers
to cultivate^ retain and attract the talent that they need
Launch and growth of Talent Attraction initiative to
support local firms
Programming to support business HR representatives with
more than 60 attendees at first event
Creation of Relocation Guide and
ChooseScottsdale.com/Work portal
Partnership with Business United for Scottsdale Schools
If /
M 1
Goal 3: Key Achievements
Focus efforts and investment in strengthening key
employment and business centers
Growth in annual Cure Corridor event success and new
SCOTTSDALE
strategies launching in late FY 2016/17
Strong support of Downtown Scottsdale 2.0 efforts
Research, business outreach and partnership regarding
downtown parking solutions
'I
DELIVERING THE
t
PROMISE
\
Scottsdale
- \\
/i
•
r.
TT R F ,4111
Corridor/
> \
2016/17 CURE COTRIOOR UPDATE
■
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Ezptiirainmat
5co1tsd3i«CureComao--con-
Goal 4: Key Achievements
Elevate Scottsdale's engagement in the national and
international economic development arena
Launched economic development updates
and 10] presentations
Increased number of business appreciation
visits annually to 110 in FY 2015/16 and FY
2016/17
Annual broker appreciation event grown to
90+ attendees
Partnership with Canada Arizona Business
Council for Wings & Wheels event and
international business interaction
Goal 5: Key Achievements
Build a Scottsdale business location brand on par with
Scottsdale's tourism brand
Three national awards of excellence from the
International Economic Development Council and two
statewide awards since Strategic Plan approval
The nj»vt of KavrvicJffe tail
2016
Intemalional
Economic Development Council
Silver Award
Presented lo
Chy ofScottsdale Economic Development Depa
In rvi <>nn\iion of
Eight or more hotels including business welcome
video on in-house tv channel
Creation of a 3-year economic development marketing
plan
200-500% or more increase in social media
marketing reach and >900% increase in Linkedin
reach; new joint marketing efforts with Tourism and
Airport
Swipe Right Scottsdale - Connect the Tech Event
^fecial Event
Goal 6: Key Achievements
Grow and attract quality firms and jobs — domestic and global in
targeted sectors
Since July 2015
■ 369 new leads generated or received
and responded to
■ 1,538 jobs attracted or retained
■ Direct economic impact of more than
$10.7 million over five years
Supported catalytic events like Phoenix
Startup Week
More than $15,000 raised for Eureka Loft
enhancements and training programs
Completed trademark service mark
registration process for Eureka Loft
Scottsdale
•V.s" < ^ I
Anticipate and plan for future
transportation needs
Key Transportation Achievements
■ Scottsdale Road Bus Route 72:10-minute frequency
Fashion Square to Tempo Transit Center
■ Priest Drive Bus Route 56: New Service from Priest /
Washington Light Rail Station to Miller / McDowell
■ Sunrise Express Trolley: 5 to 10 a.m. Remote Parking to
Northeast Quadrant
■ New Shared Use Path Signs Beginning in Indian Bend
Wash this calendar year
Transportation Master Plan
Prepare and adopt flSCClIly
SUStOinCibIc operating and
capital budgets
Prepare and adopt fiscally sustainable operating and capital
budgets that strive to:
Meet Council’s broad goals
Identify community needs, priorities, challenges and
opportunities
Identify opportunities/challenges for service delivery,
capital assets and management
Improve citizen access to online budget and financial
information
www.scottsdaleaz.gov/finance
Improved versions of Monthly Financial Update/Report
Exploring including financial information as part of city’s
open data portal
Evaluate options for ensuring long-term financial stability
Received favorable election results on 2 of 6 bond questions
(pavement replacement on city streets and to
construct/reconstruct 4 fire stations) totaling nearly $29
million
CIP Subcommittee formed to review the city Capital
Improvement Plan and make recommendations to the City
Council
Evaluate performance and make adjustments as needed
throughout the fiscal year
Ongoing monthly financial updates and reports to monitor
and evaluate revenue versus expenditure performance
Developed an automated quarterly performance report
used to asses results
Reinvest in a
*rT m 1 .
m
ITn-JI
L•
L.
M.
high performance
organization and work culture
Reinvest in a high performance organization
and work culture
Focus on efforts that support the workforce to ensure Scottsdale employees
feel valued for their contributions are equipped to perform at a high level,
receive feedback and recognition based on their performance and receive pay
that is fair, equitable, and competitive in the local market.
1. Offer relevant training programs for
employees at all levels of the organization
Based on employee feedback obtained in the last fiscal year, the primary
training focus for FY 16/17 is leadership development.
HR Training & Development developed the ‘Leadership Educotion and
Development (LEAD I) - Foundations for Supervisors”. This 2 Vi day inhause training (Oct. 2016) provided supervisors/managers with the tools
and knowledge to make legal, ethical and policy-based decisions.
The 35 attendees gave an overall rating of 3.76 score on a 4.0 scale.
Due to popular demand, we will repeat LEAD I in April 2017.
1. Relevant training programs continued
■ ‘LEAD II - Leadership Essentials’ will provide supervisors/managers the
tools to lead, engage, and empower employees to perform at their best.
This once a week for five weeks course is scheduled for March 2017, and
was filled within 24 hours of being offered.
■ Other citywide training offerings are ongoing.
2. Evaluate options for ensuring employee
benefit programs are cost-effective, competitive,
and desired by employees
■ As the Classification Plan was created in FY 15/16, the focus is to implement
the plan in FY 16/17.
■ HR Director requested an audit of all pre-employment programs to include
updating job descriptions (Audit #1606 - HR Compliance Progroms). Will
complete this fiscal year.
■ Successfully implemented legislative mandates:
■
■
■
FLSA Final Ruling regulation, effective Oct. 16,2016
HB 2350 for sworn personnel, implemented Dec. 1,2016
Prop. 206, raising the minimum wage effective Jan. 1,2017
3. Evaluate options for ensuring employee
benefit programs are cost-effective, competitive,
and desired by employees
■ The Employee Health and Wellness Team was rebranded the Total Benefits
Advisory Committee (TBAC).
■
■
■
■
■
Increased employee representation and participation
Redesigned to discuss strategies to reduce medical costs
Encouraged participation in HSAs
With the Office of Communication, a biweekly Benefits Bulletin is provided to all
city staff to ensure they are informed.
HR Benefits continues to provide individual consultations to
employees and departments, as requested.
4. Ensure high-quality, responsive service is
provided through efficient and effective processes.
Citywide team identified and implemented customer service standards
Citywide team of trained facilitators conducting process improvement
efforts in city departments
Citywide team creating a single portal for citizen inquiries and work
requests by July 1,2017
Performance report prepared and released on a quarterly basis to provide
insight into key measures tracked by staff to ensure the efficiency and
effectiveness of city services
What Works Cities initiative focuses on
evidence-based decision-making by improving
■Iv ) IsCOTTSC
SCOTTSDALE, AZ
open data and use of low-cost evaluation
■
^....
^
©scottsdateazgov_________ M
to improve services
LJilil!
l!"
RgYIIqIiZG McDowell Road
corridor through ongoing work with
residents, businesses & SkySong
transportation needs
Provide strategic support of
Prepare and adopt fiSCOlly
tourism and
visitor events
Nil
Anticipate and plan for future
SUStainabiG operating and
capital budgets
Carry out the comprehensive
Reinvest in a
Gconomic
high performance
development strategy
organization and work culture
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