If Fountain Hills property owners aren’t willing to pay a property tax to fund ongoing town services, who will?

That question could dog the Strategic Plan Advisory Commission for quite some time.

No one seems to favor hiking the sales tax rate.

Sure, the Ellman property in northern Fountain Hills will be developed some day – bringing in construction-related fees and sales tax revenues – but what does the long-term picture look like?

The Times this week continues its series exploring the various stages of a town’s life and examining just where Fountain Hills is headed.

The days of rapid growth and a near endless stream of related revenue are over.

Fountain Hills is likely between key stages of growth and maturation, attempting to find its way as the “terrible teen” years give way to a more stable environment.

A key element of the community right now is fighting hard to make sure that Fountain Hills doesn’t become just a retirement community or just a bedroom community filled with part-timers and commuters.

Can the original vision of McCulloch Properties ever be fulfilled here – a self-contained community where people live, work and play?

Likely not to the extent first dreamed in the early 1970s, but a lot of work is going on to help Fountain Hills take advantage of its strengths to position itself as a thriving town full of working and retired people.

Chamber of Commerce President Frank Ferrara said much has changed in Fountain Hills during the past 10 years, and he hopes progressive change can continue through 2018.

“We’re here for one single purpose: to make our business community and our community forward thinking and healthy,” Ferrara said.

Chamber involvement is “a way for the business community to express itself. It’s a way for the business community to mingle with each other.”

More snowbirds?

Still, if the numbers aren’t there, how can the businesses survive?

Ferrara has been told by some residents who worked on the last campaign to initiate a property tax that up to 12,000 people leave Fountain Hills in the summer, slightly less than half of the population.

An analysis was done of sewage flows into the Sanitary District’s wastewater treatment plant that would appear to back up this claim.

And while he has no facts to back this up, Ferrara is under the impression that half of the town population has been here five years or less and a full third under three years.

Mark McDermott, former director of the state’s tourism office, chose to live in Fountain Hills and raise his family here.

Town demographics showing fewer families “concerns me a little,” McDermott said.

“I would prefer it to be a family community” rather than a seasonal community.

It is generally thought that families, with children in local schools, spend more time (and money) in town than perhaps the rich retired executive who builds a second or third home up in the foothills and stays in town only for a few weeks in the winter months.

McDermott is helping lead the charge to build a synergy downtown, to promote tourism and to help Fountain Hills develop businesses to help pay for the town’s future (see separate story on the Town Center effort).

He feels the principle thing for the town to move forward is to make Fountain Park more of a destination place. And somehow tie in the park to the future project envisioned on the south side of Avenue of the Fountains.

He further states the town needs some kind of “gathering place” to help with the sense of community.

“My feeling is the time has finally come,” McDermott said, to move forward on finding solutions to raise revenue in light of the property tax referendum defeat.

More effort needs to be devoted downtown because many of those passing through town only see the commercial developments along Shea Blvd. and think that’s the extent of Fountain Hills’ commercial/retail sector.

He believes Fountain Hills is at the “precipice” of something happening. He feels there are enough Baby Boomers and younger families who want to see more activities in town.

It can also be viewed that electing a younger mayor in Jay Schlum and having other younger people in key leadership slots will help position Fountain Hills as it transition to that next stage of maturity.

There is no doubt that the image of Fountain Hills has changed with the development of such upscale communities as FireRock Country Club, the Eagle Mountain area and Eagles Nest.

Outsiders may perceive Fountain Hills as becoming more of an upscale community, which is not necessarily a bad thing, but it may be contributing to a shift in demographics here.

Not to mention the housing prices.

Ferrara still sees Fountain Hills as a “family community” and would hope that when younger folks get married they would want to stay here to raise their own families.

He thinks the Ellman project could bring in more permanent year-round families and increase the school population once again.

McDermott said visitors and prospective homebuyers are attracted to communities especially where things are happening culturally and musically.

That’s what he wants more emphasis on Fountain Park and the entire downtown area.

Town perspective

Kate Zanon, assistant to Town Manager Rick Davis and helping coordinate economic development activities, said since 2000 the town has seen substantial growth and significant changes in economic development growth with more amenities and opportunities for development.

“We are continuing to see infill and a mix of ‘big box’ retail in appropriate corridors and small businesses downtown,” she said.

Zanon also said the small business base is expanding.

“We are seeing a change in the last couple of years from ‘hobby businesses to the market need business,” she said.

She cited a new bicycle shop and a Sears store as well as some restaurants exemplifying that change.

“We are not seeing this trend slow,” Zanon said.

Residents are taking greater pride in the community and quality of the amenities, according to Zanon.

“There is a larger cross section of people who are more engaged in what the town has to offer,” she said. “We get questions about services the town provides and others available.”

Over the past year the town has had excellent public response to programs such as centralized document shredding and recycling of electronic equipment.

Residents seem to be more engaged in what’s going on in their neighborhoods and are willing to help one another, according to Zanon.

She noted resurgence in Block Watch programs to help fight crime.

Town Hall can be a clearing house for information and employees are finding changes in people’s attitudes toward what is going on.

“There is a desire for communication and people wanting to get information and wanting to get involved,” Zanon said.

There is a very broad cross section of people wanting to know about volunteer opportunities in the town as well as positions on boards and commissions.

“We are finding people who just meet the one-year residency requirement as opposed to those who have been here for 20 years or more,” Zanon said.

Improving communications between the town and school district has been a well defined goal of the town and the district in recent years.

Since incorporation there has been a sharing of facilities to avoid duplication of amenities to save money.

“We are trying not to duplicate resources between the town and schools,” Zanon said. “We coordinate volunteer efforts to allow students to meet community service requirements.

“It also allows students to see what government is like. The town’s goals are the goals of education.”

New series: Where are we going?
Series, Part 2: Planning is an issue
Series, Part 3: Identity search for finances, too