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HomeMy WebLinkAboutRES 07-57RESOLUTION NO. 07-57 A RESOLUTION OF THE MAYOR AND CITY COUNCIL OF THE CITY OF APACHE JUNCTION, ARIZONA, ADOPTING THE FINDINGS AND RECOMMENDATIONS OF THE ECONOMIC DEVELOPMENT ACTION PLANNING TEAM ("EDAPT") AS THE BASIS FOR AN ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR APACHE JUNCTION. WHEREAS, the City Manager appointed a broad -based array of local citizens and area stakeholders to EDAPT; and WHEREAS, EDAPT was charged with taking a realistic view of the City and the surrounding area in order to develop recommendations for long term actions to enhance quality growth and development; and WHEREAS, the extensive work product that has evolved over the course of the eighteen month data collection process, analysis, thoughtful reflection and discussion of viable options, represents an investment of countless hours of volunteer time and energy; and WHEREAS, the EDAPT Findings and Recommendations represent a broad consensus of actions to be implemented over a sustained period of years. NOW THEREFORE, BE IT RESOLVED by the Mayor and City Council of the City of Apache Junction, Arizona that: The Findings and Recommendations of EDAPT, as disclosed in its November 5, 2007 report, a copy which is on file with the City Clerk's Office, be approved and adopted, as the basis for the development of an Apache Junction Economic Development Strategic Plan. RESOLUTION NO. 07-57 PAGE 1 OF 2 PASSED AND ADOPTED BY THE MAYOR AND CITY COUNCIL OF THE CITY OF APACHE JUNCTION, ARIZONA THIS 18TH DAY OF DECEMBER ,2007. SIGNED AND ATTESTED TO THIS 18TH DAY OF 2007. ATTEST: /1 &gel/i d V / Z 4 - KATHLEEN CONNELLY CITY CLERK APPROVED AS TO FORM: 72e'2iZ-OY = S F R 4al OR RICHARD J. STERN CITY ATTORNEY RESOLUTION NO. 07-57 PAGE 2 OF 2 EDAPT Findings and Recommendations November, 2007 George Parker Manager OffkeMax Small Business Tel 480 671 6999 Fax 480 671 6664 ----'1fficeMax1170@officemax.com November 5, 2007 George Hoffman, City Manager City of Apache Junction 300 E. Superstition Boulevard Apache Junction,AZ 85219 Dear Mr.. Hoffman, As the Chairman of the Economic Development Action Planning Team (EDAPT),it is both my duty and my privilege to submit these findings and recommendations for your, our Mayor and Council's consideration. These materials represent work, research and our collective deliberations conduct over an eighteen month period.Our group experienced ups and downs and witnessed some attrition due to illness and other causes, as well as the re -invigoration of new blood as new members joined our team.In the end, EDAPT retained a broad composition reflecting the flavor and make-up of our community. There is no single solution, nor one "right answer"to the development challenges we face as a community and a region.The EDAPT recommendations contained within these materials propose a broad approach across a number of action areas.They will take time and resources to implement.These, coupled with the favorable long term trends that are emerging, will prove to be vital components in helping the Apache Junction area transition to a more prosperous and sustainable community. On behalf of the EDAPT we want to thank you for your trust and confidence in allowing us to help formulate an economic development strategy for this community that means so much to us all. Sincerely, George Parker EDAPT Chairman 2950 W. APACHE TRAIL • APACHE JUNCTION, AZ 85220 (-- Apache Junction Area: Creating a Shared Economic Vision — Findings Preliminary Action Strategy Executive Summary Preliminary Economic Development Action Strategy Recommendations Community Open House Meeting Notes & Survey Results: September, 2007 Emerging Action Areas: May, 2007 SWOT: April,2007 (Strengths, Weaknesses Opportunities, Threats) Community Values Summary Apache Junction Area Community Profile EDAPT Roster Apache Junction Area: Creating a Shared Economic Vision — Findings Economic Development Action Planning Team (EDAPT) Apache Junction City Council Workshop November 5, 2007 Council Workshop Agenda 11/5/07 Meeting Purpose: Present findings, Answer questions, Obtain initial feedback •Need for an economic vision • Welcome & Introduction - Who is EDAPT? • What is Economic Development? • Review of current community values •Review of current area economic conditions • Team Findings •Discussion 2 Apache Junction Economic Strategy November, 2007 1 Economic Strategy Process Economic Development Action Planning Team •EDAPT Task:Guide formation of an inclusive, market -driven economic strategy that helps improve economic conditions in the area •EDAPT Membership:Team members appointed by the City Manager from entire area with diverse views •EDAPT Members:Residents, Business, Schools, Developers, Utility, Organizations, Economists, etc. •Staff Support:Ken Simpkins & Amy Malloy at first, then Ruth Giese, Steve Filipowicz & Evie McKinney — Thanks!!! Results will guide area Economic Development actio3n "The Vision Thing" A shared, long-term economic vision for the Apache Junction area is needed to: •Provide a consistent reference point/direction for the area's economic growth •Help frame and guide decisions by a myriad of public and private sector organizations •Serve as the basis for area economic goals, strategies, work -programs, investments and other decisions •Deal with change "You got to be careful if you don't know where you're going, because you might not get there." — Yogi Berra 4 Apache Junction Economic Strategy November, 2007 2 Change Happens! Area conditions are changing now, driven by: •Population growth •Transportation improvements •Planned development on State Land •Shifting seasonal resident and retiree market •Recent sales of commercial property and changing rents New opportunities to improve area prosperity: •Growing work force •Available land due to absorption of closer -in large sites •Demand for large major employer campus locations Need to act now to effectively shape the area's future! "Change is the law of life. Those who look only to the past or present are certain to miss the future." — John F. Kennedy 5 New Projects are Bringing a New Look to the Area Apache Junction Economic Strategy November, 2007 3 Examples of Recent Progress •Formation of Economic Development Department with 3 professional staff • Joined GPEC — the Greater Phoenix Economic Council which markets the region • Assisted the location of a Vehicle Emissions Testing Station • Assisted Empire Southwest in acquiring site from the Apache Junction Water District • Working with Diversified Partners on a $150 million Retail project at Idaho & US -60 7 What is Economic Development? A systematic approach to understanding and achieving community economic aspirations •The Marketplace Rules!but E.D. can Influence •Depends on full, accurate Product Knowledae •Sees relations to outside Trends & Conditions •Progress toward Consistent Goals based on where we are now and where we want to go •A Dynamic Process that both shapes and responds to opportunities in a timely manner •Needs adequate, aligned Resources & Tools •Uses Patient, Professional, Measurable tactics 8 Apache Junction Economic Strategy November, 2007 4 EDAPT Approach •Gather and review area information — make recommendations based on facts and values •Understand the community as a "product" •Candid assessment of the "product" and needs for "product improvement" •Used objective SWOT to find Action Areas •Potential action based on what can be done to improve conditions (not "fault finding") •Have shared information & sought input •Next step is to form E.D. Work Plan tied to strategy to guide & coordinate future action 9 Summary of Community Values •Lead, not follow; make progressive decisions •Be environmentally sustainable: low energy & water use, renewables, recycle, preserve open space & rural lifestyle,Green development •Encourage arts & culture as an economic cluster •Be economically sustainable: balance open space with business development, keep strong commercial core, create a "walkable" downtown, encourage independent business Be a Great Place to Live, Learn, Work & Play!10 Apache Junction Economic Strategy November, 2007 5 Apache Junction Area Profile 2010 2005 2000 1990 Population •Total Area 13 Gold Canyon El Eastern Maricopa* 0 Apache Junction II I I I - - - - - 1 I I 0 10,000 20,000 30,000 40,000 60,000 60,000 70,000 80,000 90,000 Population by Age — Apache Junction Area (Including Gold Canyon & Maricopa County from the 202 east) 25,000 20,000 -0-Under - 17 18 - 34 -6-35 - 54 -x- 55-65 -x- 65-74 -0- 75 - Older c S 15,000 a. 46 10,000 # '•. •----------° 5,000 1990 2000 2005(est) 2010(est) 20,390 36,965 42,091 47,483 12 Apache Junction Economic Strategy November, 2007 6 Work Force Characteristics Apache Junction Area 7.00% 6.00% 5.00% 4.00% 3.00% 2.00% 1.00% 0.00% Unemployment 2002 2003 2004 2005 2006 — Apache Junction Arizona Phoenix NSA Education Under 12 years SI High School Grad 0 Some College 0 Associate Degree 0 Bachelor's Degree 0 Over 16 years * Education includes EMC Household Income Distribution Apache Junction Area 8,0001 7,000- 6,000H 5,000-11 2 4,000 18 3,000 2,000 1,000 0 1990 2000 2005(est)2010(est) 1 , * •Under - $35,000 $35,001 - $50,000 0 $50,001 - $75,000 E $75,001 - Above 14 * East Maricopa County not included Apache Junction Economic Strategy November, 2007 7 EDAPT Action Areas •Increase economic value from the area's unique character, historic appeal and scenic assets •Define area as one consequential market •Create positive awareness of the area •Connect local opportunities with markets •Preserve & enhance existing property values •Build a diversified area economy — Independent businesses on Apache Trial — Major retail along US -60 — Basic Office & Manufacturing employment centers — Destination attractions and events for visitors — Tap International Development opportunities •Provide support data, analysis, business assistance Focus on Key Geographic Areas • Commercial Core or Downtown at the "Y" • Apache Trail West to Meridian •US -60 & Idaho and Idaho Corridor North •Lost Dutchman Heights Business Parks and Retail/Commercial Property on US -60 •Potential Resort Sites on AZ -88 or US -60 • Gold Canyon and Eastern Gateway area •Ironwood Corridor South •Bring entire area together into one recognized market 16 Apache Junction Economic Strategy November, 2007 8 Economic Strategy Summary +Location:Redevelop existing core; Capture freeway retail; Develop Business Parks +Markets:Define & Document size & nature; Tap Visitor, Retiree and Pass-Thru markets; Preserve neighborhoods (e.g.potential for workforce housing, attracting artists and craftspeople) + Skills: Increase skills thru AJUSD & CAC; welcome artists and other "Creative Class" +Business:Grow Independent Business base +Recreation & Visitor:Strengthen organization and add facilities, events, activities to attract 17 Location, Location, Location • As the eastern -most community in Greater Phoenix, Apache Junction is a frontier with permanent open -space •US -60 provides urban -area freeway access •Direct access to public lands, trails, lakes and world -class views essentially creates unique "Beach -Front"type property The 180°market that results, however, requires special handling and understanding 18 Apache Junction Economic Strategy November, 2007 9 Market Size & Nature Not Clear CONSEQUENTIAL MARKET SIZE •80,000 area residents east of the 202 •50,000 (est.) east -valley seasonal residents •35,000 (est.) east -central AZ shoppers •250,000 attendees at Renaissance Festival But FRAGMENTATION REDUCES IMPACT •Separate AJ/GC/EMC numbers get lost •Not big enough to be noticed; no critical -mass •Some regional entities now exist (e.g.School District, Fire Dist.; Sewer Dist.) Result is fewer business opportunities for entire area • Together the area has more impact & visibility 19 Changing Demographic Trends •School -age population largest in AJ/EMC followed by those in prime earning years •Retirees largest GC segment followed by prime earners and school -age in third place •Draw of less expensive housing could accelerate AJ/EMC shift to younger families •Skills & incomes already lower in AJ/EMC Could result in future Fiscal challenges with service needs outstripping revenue growth 20 Apache Junction Economic Strategy November, 2007 10 Substantial Economic Leakage •Number of area businesses -by -sector is behind except in Arts & Recreation •Per Capita employment trails other area communities (2001 study) •Current employment is 12,000 in 1,400 businesses (est.),up from 2001 levels GOOD BUSINESS OPPORTUNITIES EXIST! •Underserved retail markets could be served by expansion of existing or attracting new business •Labor force supports more Basic employers > This adds more area services and revenues 21 Seasonal Residents Changing •Historic Seasonal Resident market is aging and beginning to decline •Emerging Seasonal Resident market is both more lucrative but more demanding •Character of RVs, recreational interests, activities, etc are different than in the past OPPORTUNITIES EXIST,but... •New events, attractions, learning venues, community facilities, services are needed These people "vote with their feet" 22 Apache Junction Economic Strategy November, 2007 11 Visitor Market Potential •Area residents and visitors seeking things to do are a relatively untapped market •East -central Arizona residents arriving to shop have to pass thru area •"Cultural Tourists," Life -Long Learners, etc. •Spectators for area events •Users of area public lands OPPORTUNITY TO TARGET,but... •Need systematic, coordinated approach > Need to organize to gain better return 23 Independent Business Potential •Potential "Indies' need market data •Assistance in Business Plans, marketing, etc •Leased vs. Owned space alternatives •Financing needs may be specialized EXCELLENT POTENTIAL EXISTS! •Key factor for an economically vital Apache Trail & "Downtown" but lots of work needed >Small Business Development Center is key 24 Apache Junction Economic Strategy November, 2007 12 Economic Future at Crossroads •Most current jobs in low -wage sales and service occupations; less disposable income •Changing demographics & new LDH housing need careful management to avoid damage to existing Apache Junction commercial core •Few Apache Junction Business Parks provide sites & buildings needed for new jobs to improve economy Excellent potential for increased tourism, commercial revitalization, new freeway retail, growth of basic employment in mfg. and office 25 "Even if you're on the right track, you'll get run over if you just sit there." -- Will Rogers Apache Junction Economic Strategy November, 2007 13 THANKS! Contacts for further information: • Steve Filipowicz, Apache Junction Economic Development Director 480.474.5064 sfilipowiczAaicitv.net • Jim Nelson, SRP Economic Development 602.236.5088 james.nelsonAsrpnetcom • George Parker, Apache Junction OfficeMax Manager 480.217.8934 qeorqeparkerAofficemax.com 27 Apache Junction Economic Strategy November, 2007 14 Preliminary Economic Development Action Strategy Apache Junction Area Economic Development Action Planning Team (EDAPT) Executive Summary November 5, 2007 Background:New economic opportunities exist in the Apache Junction area that can benefit residents, businesses, property owners and other entities. These opportunities (and threats) come about due to a variety of factors that need to be recognized and included in business plans if the area is to keep up with market trends. •Growing Market Area:80,000 estimated full time residents live in the area plus another 30,000 — 50,000 visitors and seasonal residents; this reflects a growing workforce as well as retail market •Growing Region:3.5 million residents live in Greater Phoenix and east valley growth has taken up much of the land available for development; pushing future projects nearer Apache Junction •Improved Access:US -60 expansion and SR -202 construction improve highway access and Phoenix Mesa Gateway Airport (previously know as Williams Gateway) is attracting regional air carriers •Pending Development on State Land:Development of Lost Dutchman Heights will cause additional residential and commercial growth south of US -60 •Rising Property Values:Land values are going up which could cause increased retail property rents; potentially resulting in new, more upscale, shops with some retail activities being priced out of the market •Changing Demographic Trends:Aging population and winter visitors are being replaced by Boomer Generation retirees and younger families with different needs, interests and spending habits than in the past These and other factors have recently been evaluated by the Apache Junction Economic Development Action Planning Team (EDAPT) as part of an effort to craft an economic strategy that improves opportunities for area residents, businesses and property owners. Action Areas:Emerging topic areas around which to focus action and measure progress (NOTES:Numbering is for reference only and does not indicate priority). 1.Build on Scenic Assets & Unique Character:Translate the region's unique character and scenic assets into economic benefits for area residents and business interests that increase the region's wealth. •The Superstition Mountains and open space from associated public lands are the dominate visual characteristic of the region •The upper Sonoran Desert, Salt River Lakes and area history, legends and folklore provide unique, high quality recreational and cultural opportunities •As the eastern -most area in greater Phoenix, this area may have the best potential to preserve its character, vistas, dark skies, open space and access to outdoor recreation •Numerous previous studies, task forces and forums have defined and documented the interests of area residents in open space, trails, a "walkable" downtown, etc •The 180° "Beach Front" type value equation that results from development limitations on adjacent public land limits where development occurs, but provides open space, scenic vistas and enhances the value of developable land requires careful, knowledgeable, effective management to both preserve and enhance the area's unique appeal as well as capture the economic value •Development emphasis is on environmental sustainability, quality and value over "cheap" as demonstrated by the City's leadership in LEED certification 2.Define the Market & Communicate its Characteristics:Define the area as a consequential regional market with 80,000 residents', 30,000 — 50,0002 winter visitors and enough critical mass to support additional retail/commercial services from both national chains and independent retail and service business. 3.Market the Region:Create positive awareness about the characteristics and heritage of the region within key market segments to increase economic benefits received within the region. 1Source: Claritas and Mapinfo (national demographic research services used by retail market annalists) 2 Needs to be further researched, documented and tracked on annual basis EDAPT Summary Recommendations; November 5, 2007 1 4.Develop Signature Projects:Connect local market areas within the region with potential markets and customers by defining and developing key projects and initiatives and consistently marketing them over time. Examples include: •Centennial (or Muleskinners) Plaza at the "Y:"As part of the Focal Point discussion, the area between the former Bashas and the Grand Hotel site could be redeveloped to serve as public open •space, festival marketplace, arts & crafts festival site, event venue, etc.Possibly tie into Arizona Centennial celebration in 2012 and/or Roosevelt Dam 100 year observation in 2011 •Craftsman's Court:Adaptive re -use of commercial buildings along Apache Trail if businesses move to US -60 Corridor in Apache Junction. The City could make any incentives provided to businesses conditional on company conveying property to a local non-profit group for this purpose •Jake the Trolley:Consider rubber -tired Trolley to move shoppers and link the "Y" area with Meridian area and other businesses along Apache Trail.Such a public transit service could also pick up residents from area mobile home parks, etc and transport them to business and shopping venues as well as shuttling attendees at area events between parking areas and the event venue 5.Maintain & Improve Existing Values:Preserve and enhance existing investment in the area to avoid loss of economic value •Develop residential neighborhood reinvestment and preservation program •Engage Mobil Home Park owners in discussion about future issues •Review and clarify existing infill incentive programs •Consider additional infill incentives, consistent with community vision •Adopt clear infill incentive guidelines and policy •Actively work with educational institutions to effectively integrate them into development projects •Consistently utilize an economic impact model to measure cost/benefit from E.D. projects 6.Assist Existing Businesses:Work with existing and start-up businesses in the area to help preserve and expand the base of independent retail, service and other businesses establishments serving the community •Conduct a survey of existing businesses to assess current needs and follow up as needed with existing resources or new programs •Host market information workshops to update existing and potential business owners on current and projected market conditions •Define and attract key independent business types to create synergy in the core commercial area •Provide technical assistance on key topics of interest including development of Business Plans •Develop a business retention strategy •Develop a clear and efficient permitting and approval process with expedited processing, fee waivers or deferrals in targeted infill areas •Consider infill incentives for owner -occupied buildings where the use is consistent with the area development strategy 7.Expand Basic Employment Opportunities:Create basic employment opportunities3 in the region that diversify the economy, increase incomes and reduce commuting while strengthening the area economy •Growing skilled workforce in the Gold Canyon area and newer residential developments currently is commuting to jobs west of Meridian giving the Apache Junction area an opportunity to encourage Business Park developments that capture jobs closer to home •Consider the timing of economic development opportunities; both in view of the area's growth, national/international economic cycles and unique opportunities to act upon •Given the slowdown in the residential housing market, initial Lost Dutchman Heights area development of Business Parks could tap the area workforce and benefit from a "reverse commute" while actually stimulating residential demand •Fully improved sites and buildings are needed to effectively attract most office and/or high-tech projects due to timing and competitive issues 8.Provide Economic Development Services:provide support services for economic development efforts with data, analysis, benchmarking, business assistance, process management, needed investment, etc.4 3 Providing a product or service purchased by customers outside the area, bringing new money into area EDAPT Summary Recommendations; November 5, 2007 2 Geographic Areas:Priority geographic areas around which to focus application of economic development tools to achieve desired results, measurable benefits and best use of existing investment that stimulates economic activity, income for businesses and jobs for area residents A.Forge the entire area into one region with the critical mass needed to be well identified, positively perceived and effectively marketed so that residents, businesses and property owners receive maximum value; including the following specific sub -markets B.Commercial core or "Downtown" area at the "Y" C.Apache Trail from Thunderbird to Meridian (including Wal-Mart/Apache Greyhound Park area and neighborhood preservation, especially north of Broadway) D.US -60 & Idaho area and Idaho Corridor into Downtown E.Lost Dutchman Heights property and other State Land with Business Park and/or retail or commercial property potential along US -60; including future development to south F.Potential "Resort" and/or "Destination Attraction" property along AZ -88, US -60, Old West Highway, etc G.Gold Canyon and eastern gateway or "Superstition Shadows" area H.Eastern Maricopa County from Ellsworth to Meridian (including future outreach to the area, Mesa Chamber of Commerce, Maricopa County and City of Mesa) I.Ironwood, south of US-60/canal Action Organizations:Apache Junction area organizations who might be assigned and/or accept implementation responsibilities A.City of Apache Junction Economic Development Department B.Apache Junction Chamber of Commerce C.Apache Junction Main Street D.Apache Junction Community Development Corporation E.City of Apache Junction Redevelopment Authority F.City of Apache Junction Industrial Development Authority G.City of Apache Junction Library H.City of Apache Junction Public Information Officer I.Gold Canyon Business Association J.Superstition Area Cultural Alliance (SACA) K.Central Arizona College Superstition Mountain Campus L.CAC Small Business Development Center M. North Eastern Pinal Economic Partnership (NEPEP) N.Greater Phoenix Economic Council (GPEC) 0.Central Arizona Association of Governments (CAAG) P.Etc. Comments or Questions? Contact information: George Parker: Phone: (480) 217-8934; e-mail georgeparker@officemax.com Jim Nelson:Phone: (602) 236-5088; e-mail James.Nelson@srpnet.com Steve Filipowicz:Phone: (480) 474-5064; e-mail sfilipowicz@AJCity.Net 4 This area to be more fully developed in subsequent Action Strategy coordinating work by various entities EDAPT Summary Recommendations; November 5, 2007 3 Preliminary Economic Development Action Strategy Apache Junction Area Economic Development Action Planning Team (EDAPT) November 5, 2007 Background:New economic opportunities exist in the Apache Junction area that can benefit residents, businesses, property owners and other entities. These opportunities (and threats) come about due to a variety of factors that need to be recognized and included in business plans if the area is to keep up with market trends. •Growing Market Area:80,000 estimated full time residents live in the area plus another 30,000 — 50,000 visitors and seasonal residents; this reflects a growing workforce as well as retail market •Growing Region:3.5 million residents live in Greater Phoenix and east valley growth has taken up much of the land available for development; pushing future projects nearer Apache Junction •Improved Access:US -60 expansion and SR -202 construction improve highway access and Phoenix Mesa Gateway Airport (previously know as Williams Gateway) is attracting regional air carriers •Pending Development on State Land:Development of Lost Dutchman Heights will cause additional residential and commercial growth south of US -60 •Rising Property Values:Land values are going up which could cause increased retail property rents; potentially resulting in new, more upscale, shops with some retail activities being priced out of the market •Changing Demographic Trends:Aging population and winter visitors are being replaced by Boomer Generation retirees and younger families with different needs, interests and spending habits than in the past These and other factors have recently been evaluated by the Apache Junction Economic Development Action Planning Team (EDAPT) as part of an effort to craft an economic strategy that improves opportunities for area residents, businesses and property owners.Further background is available from the list of studies at the end. Action Areas:Emerging topic areas around which to focus action and measure progress (NOTES:Numbering is for reference only and does not indicate priority.Initial Action Strategies are proposed action steps that could be taken in a topic area along with a few proposed initial Action Items to provide dimension; they are not intended to be complete strategic initiatives —just starting points to act as a launch platform. Proposed Responsibility & Timing is just an initial thought about what specific organization might be a likely sponsor for the Action Strategy, but details, resources, performance measures, etc will still need to be sorted out.) 1.Build on Scenic Assets & Unique Character:Translate the region's unique character and scenic assets into economic benefits for area residents and business interests that increase the region's wealth. This is a portion of the area's fundamental "Product Development" work. a.Key Attributes (What) 1)The Superstition Mountains and open space from associated public lands are the dominate visual characteristic of the region 2)The upper Sonoran Desert, Salt River Lakes and area history, legends and folklore provide unique, high quality recreational and cultural opportunities 3)As the eastern -most area in greater Phoenix, this area may have the best potential to preserve its character, vistas, dark skies, open space and access to outdoor recreation 4)Numerous previous studies, task forces and forums have defined and documented the interests of area residents in open space, trails, a "walkable" downtown, etc 5)The 180° "Beach Front" type value equation that results from development limitations on adjacent public land limits where development occurs, but provides open space, scenic vistas and enhances the value of developable land requires careful, knowledgeable, effective management to both preserve and enhance the area's unique appeal as well as capture the economic value 6)Development emphasis is on environmental sustainability, quality and value over "cheap" as demonstrated by the City's leadership in LEED certification EDAPT Recommendations; November 5, 2007 1 b.Initial Action Strategies (How) 1)Convene area land management agencies, cultural resources and related interests into focused discussion on gaining economic benefits from the region's unique character and scenic assets thru such initiates as: i.Encouraging, improving, coordinating and channeling public access (i.e. one -stop location(s) for information, maps, permits, etc) ii.Identify premier opportunities for development and operation of outdoor experience related visitor facilities, services and Destination Attractions (i.e. resort locations, regional multi -agency visitor information center including operational/staffing/funding plan, amateur astronomy/star-gazing center, cable -car access to mountain peak (like Sandia Peak Tramway), transit to Salt River lakes (like Salt River Tubing on Bush Highway), etc) iii.Capture, consolidate, track and report current use statistics from area agencies and existing measures of economic and business impact iv.Determine benefits, potential savings and other economies from multi -agency coordination v.Responsibility & Timing:Apache Junction E.D.; Q1:08 (Early action item) 2)Identify potential for scheduled area outdoor recreation oriented promotions, events, activities i.Inventory existing promotions, events, activities as well as their sponsors, audiences and planned dates (including Dons Club, etc) ii.Develop consolidated event calendar and review openings iii.Review range of events in view of potential markets (i.e. bicyclists) iv.Assess potential for additional promotions, events, activities v.Responsibility & Timing:Apache Junction Chamber; Q1:08 3)Develop consolidated resource center of information on the area including geology, plants, animals, history, etc i.Gather information and establish collection point and updating ii.House information and provide for access (i.e. website) iii.Prepare timeline and other informative displays iv.Host public presentations for area residents, seasonal residents and visitors v.Track and document access and usage vi.Responsibility & Timing:Apache Junction Public Library?; Q3:08 4)Establish regional media center and systematically supply local, regional and outside media outlets with area information and contacts i.Develop annual media calendar in anticipation of seasons, events, etc ii.Prepare press kits, etc on key features and events and provide iii.Provide regular briefings and tours of area for media representatives iv.Track media coverage of area v.Responsibility & Timing:Apache Junction PIO?: Q2:08 5)Establish Travel Industry resource center to assist visitor industry researchers, developers, investors, travel agents, etc i.Develop overall calendar and supply timely information ii.Assist local visitor attractions to pool with other regional venues iii.Assist regional and state travel organizations with area contacts iv.Provide familiarization tours for travel agents, etc v.Gather, analyze and report Seasonal Resident, visitation and related data vi.Responsibility & Timing:AJ Chamber: Q2:08 EDAPT Recommendations; November 5, 2007 2 2.Define the Market & Communicate its Characteristics:Define the area as a consequential regional market with 80,000 residents', 30,000 — 50,0002 winter visitors and enough critical mass to support additional retail/commercial services from both national chains and independent retail and service businesses. This is Market Analysis work. a.Key Attributes 1)Made up from several smaller sub -markets 2)Each with unique local character and flavor 3)Each with unique local challenges and opportunities 4)Characterized by significantly changing demographic trends 5)Aligned with shared common interests and the recognition of mutual benefits 6)With the potential of being more visible and united with one regional identity 7)Frequently misunderstood due to lack of awareness and changed conditions 8)Suffering from perceived negative stereotyping of rundown trailer parks, etc 9)Desiring to increase the area's positive internal attitudes and external image b.Initial Action Strategies (some steps in this item are underway) 1)Compile existing information on area market and sub -markets from all available sources 2)Provide access to factual area information from all available sources (i.e. website, etc) 3)Compile information on broad demographic trends and their implications for the area market 4)Collect and report retail leakage information 5)Compile labor market and skills related information 6)Identify market information needs, resource requirements and plans to systematically generate, gather, compile and disseminate market information 7)Provide regular reports on sales tax collections and business licenses by sector to monitor economic performance 8)Develop business market seminar series to convey current, accurate, meaningful market information, demographic data and trends to existing and potential business owners and retailers in the area to aid business' understanding of market opportunities, changes and aid business planning 9)Develop community economic report card series to convey current economic performance and trend information to area residents, civic leaders and elected officials to help track area performance against objectives and identify issues, concerns, successes, etc 3.Market the Region:Create positive awareness about the characteristics and heritage of the region within key market segments to increase economic benefits received within the region. This is the area Market Plan. a.Key Attributes 1)Market Segments i.Current residents of the area ii.Seasonal area residents iii.Visitors to the area and greater Phoenix; especially thru Mesa -Phoenix (Williams) Gateway Airport iv.Greater Phoenix residents (Day -Trippers) seeking nearby recreation/cultural venues (especially Gen -Y, born after early 80's) v.Education oriented individuals; especially Central Arizona College vi.Area, Valley and state media organizations and industry or interest publications vii.Eastern Arizona shoppers viii.Developers of retail, office, medical and industrial space ix.Retail related market researchers I Source: Claritas and Mapinfo (national demographic research services used by retail market annalists) 2 Needs to be further researched, documented and tracked on annual basis EDAPT Recommendations; November 5, 2007 3 x.Visitor industry related market researchers xi.Health sector development opportunities xii.Manufacturing, Office and other potential employers xiii.Government related offices and facilities (including education related) xiv.International visitors, businesses and development interests xv.Motion picture and video production and/or location companies 2)Events, Activities and Special Interest promotions i.Review current events, activities and promotions ii.Identify key market segments the area needs to appeal to for economic sustainability iii.Identify potential events, activities and promotions iv.Develop year-round calendar of potential events, activities and promotions and determine phased development strategy including potential venues, sponsors, support requirements, etc 3)Marketed thru a strategic approach, consistent marketing/public relations plan, quality marketing images, high -quality website, consistent collateral material, etc 4)Assisted by consistent, professional, high -quality support services including the development, management and promotion of a regional image or "Brand" with a relationship to each of the key market segments noted above 5)Supported by informed area residents 6)Benchmarked by "Best Practices" from regions that have dealt with similar issues i.Taos, NM ("rich with art and steeped in history") ii.Silver City, NM (significant base of Downtown Merchants and active Main Street Program) iii.Glendale, Peoria, Goodyear, AZ (success at attracting major sports facilities and related development) iv.Florence, AZ (capture developer exactions for use in Downtown rejuvenation) v.Ajo, AZ (Curley School Art Center project) vi.Wickenburg, AZ (strong base of downtown businesses; successful Dude Ranch) vii.Bisbee, AZ (developed signature visitor attraction with EDA assistance and built visitor industry economy; local government uses District approach to unite multiple neighborhoods) viii.Others? b.Initial Action Strategies (This item should be among the first implementation steps) 1)Draw all area entities together to form unified marketing program and work toward stronger alignment of Gold Canon area and Apache Junction 2)Identify effective and appropriate "Unique Selling Proposition (USP)"3 for the area and secondary USPs for specific market segments 3)Develop "Institutional" marketing strategy to promote general positive awareness of he area including an "earned media" or systematic media relations component 4)Develop "Events, Activities and Promotions" marketing plan 5)Develop "Internal Marketing Plan" to guide communication with area residents needed for them to think of the region more positively and to increase awareness, positive acceptance and politeness to visitors 6)Prioritize Market Segments and develop segment marketing strategies 7)Systematically survey and measure market awareness and satisfaction with the "product(s)" offered in the area and factor results into promotion strategies 3 Compelling statement of a product's unique value, appeal and benefits that differentiates it from competitors EDAPT Recommendations; November 5, 2007 4 4.Develop Signature Projects:Connect local market areas within the region with potential markets and customers by defining and developing key projects and initiatives and consistently marketing them over time.Together with item 5, these are the Community Development element a.Key Attributes 1)Encourage independent business along the Apache Trail i.Arts, Culture, Entertainment type businesses (ACE) ii.Specialty or independent retail opportunities iii.Transit services linking separate nodes to move people to businesses 2)Consider public facilities needed to encourage commercial -core area economic vitality; such as a public plaza, multi -use cultural facility, amphitheater, artist studios, etc and develop thru adaptive re -use of existing facilities where possible 3)Promote understanding of changing market area demographics and related new opportunities; especially among existing and potential Independent Businesses 4)Host high quality events and activities that both enhance quality of life for area residents but also draw outside participants into the area, creating retail traffic 5)Understand & meet needs of Resorts, Spas, high -end lodging and destination attractions 6)Understand & meet needs of "big box" and related retail near US -60; including market access, visibility, traffic volume and competitive issues of national retailers and the community fiscal impact of related sales -tax proceeds 7)Understand opportunities, needs and goals of sub -markets in the region including i.Lost Dutchman Heights and, in the future, the Superstition Vistas area ii.Gold Canyon and "Superstition Shadows" or eastern gateway area iii.Idaho Corridor linking LDH to future Downtown area iv.Central Arizona College campus, students, faculty and visitors v.Ironwood Corridor south of US -60 linking to Johnson Ranch area vi.Eastern Maricopa County between Ellsworth & Meridian 8)Build for the long run; significant results are unlikely to occur immediately b.Initial Action Strategies (This item, as refined, should be among the first implementation steps) 1)Prioritize based on need, timing and/or opportunity 2)Develop detailed action strategies 3)Examples of Potential Initiatives and Signature Projects (These are not actual proposals, just examples of how specific projects could be crafted to link Action Areas and Geographic areas to create beneficial results): i.Centennial (or Muleskinners) Plaza at the "Y:"As part of the Focal Point discussion, the area between the former Bashas and the Grand Hotel site could be redeveloped to serve as public open space, festival marketplace, arts & crafts festival site, event venue, etc. Possibly tie into Arizona Centennial celebration in 2012 and/or Roosevelt Dam 100 year observation in 2011. ii.Craftsman's Court:Adaptive re -use of commercial buildings along Apache Trail if businesses move to US -60 Corridor in Apache Junction. The City could make any incentives provided to businesses conditional on company conveying property to a local non-profit group such as the Central Arizona College Foundation for re -use as an "Artisans' and Craftsmen's Court" where area artists could have studio space, sell their creations, receive technical and business related support from CAC, etc. Building could also house a Small Business Development Center and provide support and assistance to small and home -based businesses. Artists might also receive assistance in occupying and updating area housing and might assist in art programs at area schools as a condition of any assistance received. EDAPT Recommendations; November 5, 2007 5 The building might be developed incrementally with un-used portions partitioned- off to minimize electric expense, security concerns, etc.Existing business might retain concession rights to provide supplies, food services, etc to artist and craftsperson tenants, as well as customers patronizing the venue. iii.Jake the Trolley:Consider rubber -tired Trolley to move shoppers and link the "Y" area with Meridian area and other businesses along Apache Trail.Such a public transit service could also pick up residents from area mobile home parks, etc and transport them to business and shopping venues as well as shuttling attendees at area events between parking areas and the event venue. 5.Maintain & Improve Existing Values:Preserve and.enhance existing investment in the area to avoid loss of economic value a.Key Attributes 1)Preserve residential neighborhoods and range of housing styles and values 2)Increase workforce skill levels in neighborhoods to increase incomes 3)Preserve Apache Trail commercial core; adjust to changing markets, seek critical mass (including mixed -use projects with higher density residential) and encourage adaptive reuse of existing buildings 4)Preserve accessible public lands open space, trails, etc 5)Preserve environmental quality, seek sustainable development and continue to demonstrate leadership in this arena (including recognition of LEED certification) 6)Provide cost-effective public infrastructure, including water, sewer, storm drainage, transit, public safety, etc, needed to support desired development and/or redevelopment projects in key areas 7)Seek to integrate Central Arizona College and/or other educational institutions into Downtown Development projects to help gain critical mass and activity b.Initial Action Strategies 1)Develop residential neighborhood reinvestment and preservation program 2)Engage Mobil Home Park owners in discussion about future issues 3)Review and clarify existing infill incentive programs 4)Consider additional infill incentives, consistent with community vision 5)Adopt clear infill incentive guidelines and policy 6)Actively work with educational institutions to effectively integrate them into development projects 7)Develop and consistently utilize an economic impact model to measure cost/benefit from economic development related projects 6.Assist Existing Businesses:Work with existing and start-up businesses in the area to help preserve and expand the base of independent retail, service and other businesses establishments serving the community. This is the Business Development element of the strategy. a.Key Attributes 1)Potential exists for independent businesses to flourish along the Apache Trail, especially with support from events, activities and special promotions 2)National retailers may be attracted to US -60 locations due to improved visibility, accessibility and anticipated development of Lost Dutchman Heights, but this transition can be managed to reduce its potential impact on the area 3)Population growth, freeway construction and changing demographic trends among area residents, Seasonal Residents and visitors may alter the dynamics of the marketplace and the demand for products and services 4)The nature and rental rates of available lease space may affect the business mix EDAPT Recommendations; November 5, 2007 6 b.Initial Action Strategies (This item should be among the first implementation steps) 1)Conduct a survey of existing businesses to assess current needs and follow up as needed with existing resources or new programs 2)Host market information workshops to update existing and potential business owners on current and projected market conditions 3)Define and attract key independent business types to create synergy in the core commercial area and other key areas 4)Provide technical assistance on key topics of interest including development of Business Plans 5)Develop a business retention strategy 6)Develop a clear and efficient permitting and approval process with expedited processing, fee waivers or deferrals in targeted infill areas 7)Consider infill incentives for owner -occupied buildings where the use is consistent with the area development strategy 7.Expand Basic Employment Opportunities:Create basic employment opportunities" in the region that diversify the economy, increase incomes and reduce commuting while strengthening the area economy a.Key Attributes 1)Growing skilled workforce in the Gold Canyon area and newer residential developments currently is commuting to jobs west of Meridian giving the Apache Junction area an opportunity to encourage Business Park developments that capture jobs closer to home 2)Consider the timing of economic development opportunities; both in view of the area's growth, national/international economic cycles and unique opportunities to act upon 3)Given the slowdown in the residential housing market, initial Lost Dutchman Heights area development of Business Parks could tap the area workforce and benefit from a "reverse commute" while actually stimulating residential demand 4)Fully improved sites and buildings are needed to effectively attract most office and/or high-tech projects due to timing and competitive issues b.Initial Action Strategies (This item should be among the early implementation steps) 1)Identify realistic target economic sectors and specific niches based on the region's attributes and industry growth trends in order to provide manufacturing and office jobs 2)Suggest feasible locations for Employment Centers including US -60 and core area 3)Understand critical infrastructure required by target economic sectors 4)Consider how to most effectively tap International economic development efforts 5)Identify sources of capital, financial assistance and other investment 6)Define workforce requirements, resources and training opportunities in cooperation with Central Arizona College and other educational institutions 7)Determine marketing strategy in cooperation with OPEC and other partners 8)Create an Economic Development "Tool Box" needed to achieve objectives that begins with relatively "low cost" incentives and other tools and also measure economic impact. 8.Provide Economic Development Services:provide support services for economic development efforts with data, analysis, benchmarking, business assistance, process management, needed investment, etc.5 a.Key Attributes 1)Research and make available current, accurate demographic and economic data on area markets, workforce, economic conditions and trends, etc 2)Analyze priority economic opportunities and provide feasibility information 3)Retain and attract national chain retailers to US -60 corridor 4 Providing a product or service purchased by customers outside the area, bringing new money into area 5 This area to be more fully developed in subsequent Action Strategy coordinating work by various entities EDAPT Recommendations; November 5, 2007 7 4)Define and attract key independent retail and service business along Apache Trail thru business assistance, targeted marketing and recruitment efforts to create economic vitality and needed synergy in the core area 5)Research and make available labor market, and area profile information to potential office and manufacturing employers 6)Seek highest and best use of area water resources (including natural flows, existing canals, storm water and treated effluent) and related facilities to encourage recreation and economic development 7)Encourage and assist the development of fully improved sites and buildings suitable for target economic sectors in key geographic areas 8)Consider financing and investment tools needed to achieve the economic strategy including a possible active role for the Apache Junction Industrial Development Authority 9)Balance development fees and related costs with desired development in infill areas; consider possible incentive policy 10) Streamline permitting and approval processes in key geographic areas for targeted sectors; consider waving or deferring development fees for key projects 11) Report on the area's economic development accomplishments and support economic development process 12) Recognize need for patience and a sustained commitment; effective community economic development is both a team sport and takes time to produce results b.Initial Action Strategies 1)Cooperatively evaluate work plans of local economic development entities including the City Economic Development Department, Chamber of Commerce, Main Street, Community Development Department, Gold Canyon Business Association, North East Pinal Economic Partnership, Pinal County tourism, etc. 2)Align and coordinate work plans of the various entities to insure activities and resources are being maximized to best support existing business and implement economic strategy 3)Consider economic development steering committee or coordinating council of some sort 4)Aggressively take action to carry out work plans to achieve desired results; the key is not to just plan, but to implement and ACT to move forward 5)Create, focus and/or reactivate needed community financing organizations 6)Consistently utilize and maintain Economic Development Impact Model to evaluate the cost/benefit of economic development assistance and incentives 7)Provide staff support to ongoing area Economic Development Action Planning Team (EDAPT), unified regional marketing entity and Apache Junction Industrial Development Authority (IDA) Geographic Areas:Priority geographic areas around which to focus application of economic development tools to achieve desired results, measurable benefits and best use of existing investment that stimulates economic activity, income for businesses and jobs for area residents A.Forge the entire area into one region with the critical mass needed to be well identified, positively perceived and effectively marketed so that residents, businesses and property owners receive maximum value; including the following specific sub -markets B.Commercial core or "Downtown" area at the "Y" C.Apache Trail from Thunderbird to Meridian (including Wal-Mart/Apache Greyhound Park area and neighborhood preservation, especially north of Broadway) EDAPT Recommendations; November 5, 2007 8 D.US -60 & Idaho area and Idaho Corridor into Downtown E.Lost Dutchman Heights property and other State Land with Business Park and/or retail or commercial property potential along US -60; including future development to south F.Potential "Resort" and/or "Destination Attraction" property along AZ -88, US -60, Old West Highway, etc G.Gold Canyon and eastern gateway or "Superstition Shadows" area H.Eastern Maricopa County from Ellsworth to Meridian (including future outreach to the area, Mesa Chamber of Commerce, Maricopa County and City of Mesa) I.Ironwood, south of US-60/canal Action Organizations:Apache Junction area organizations who might be assigned and/or accept implementation responsibilities A.City of Apache Junction Economic Development Department B.Apache Junction Chamber of Commerce C.Apache Junction Main Street D.Apache Junction Community Development Corporation E.City of Apache Junction Redevelopment Authority F.City of Apache Junction Industrial Development Authority G.City of Apache Junction Library H.City of Apache Junction Public Information Officer I.Gold Canyon Business Association J.Superstition Area Cultural Alliance (SACA) K.Central Arizona College Superstition Mountain Campus L.CAC Small Business Development Center M. North Eastern Pinal Economic Partnership (NEPEP) N.Greater Phoenix Economic Council (GPEC) 0.Central Arizona Association of Governments (CAAG) P.Etc. EDAPT Recommendations; November 5, 2007 9 Meeting Notes Apache Junction Area Economic Development Opportunities Community Presentation; September 19, 2007; 5:30 — 7:00 PM; Central Arizona College; Superstition Mountain Campus 273 Old West Highway, Community Room 444 Apache Junction, 85219 Sponsor: Apache Junction Area Economic Development Action Planning Team (EDAPT) Meeting Purpose: Present initial findings and obtain community input Materials: Area Profile, EDAPT Findings; EDAPT Action Areas; EDAPT Survey Agenda: •Welcome & Introduction - Who is EDAPT? — George Parker — 5:35 PM •Why are we here & what is Economic Development? —Jim Nelson •Review of current community values •Review of current area economic conditions •Initial Team Findings •Discussion — Group '•Further development of CAC Superstition Mountain Campus including academic programs and facilities — tie Campus lifestyle to Grand Hotel Site redevelopment •Ensure adequate water resources for recreation and to support development •.Need more Downtown shopping; like Mill Avenue in Tempe •Increase focus on attracting growth in the 18 — 34 demographic segment, which is growing more slowly than top segments, by providing activities, events, stores, lifestyle, etc of interest •Revive Apache Trail with mixed use development including residential •Retain access to open space, hiking, outdoor living, vistas, etc •Add Transit services to help move people around shopping areas and community •Create awareness of entire market area as one cohesive market •Strengthen area identity —join efforts of Apache Junction groups and Gold Canyon groups to create increased awareness of area and destination point •Get all groups working together to create awareness of region as an attractive destination •Together the region supports more medical services and potential hospital development •Work toward Gold Canyon and Apache Junction alignment •Maximize potential for development of Downtown LLC property •Move forward with positive efforts EDAPT Community Presentation; September 19, 2007 1 •Diverse housing stock and range of housing values creates opportunities for the area to attract residents interested in quality of life, arts, culture, skilled employment, etc with differing housing budgets and/or needs •Infill development opportunities exist; policies and incentives should be aligned to benefits achieved from preserving economic vitality of existing areas •Resorts and recreation oriented development potential create opportunities •Aggressively market resort development potential; especially with Allegiant Air expanding service at Williams Gateway Airport (now Phoenix -Mesa Gateway Airport) •Take advantage of proximity to Williams Gateway; tie into marketing and development efforts •Relate Lost Dutchman Heights development potential based on the area's location, assets and destination attributes •Motion Picture Studio development opportunities exist — Apacheland heritage •Deal with Apache Junction "Image" concerns by working to change local and area attitudes and promoting awareness of new development, positive trends, quality of life, etc — don't try to run away from name, change attitudes •Look at Taos as a possible model •Seek development with lasting value; don't develop on the cheap •Medical services and related business are growing in the area and enhancing the quality of the community — the Apache Junction area is a great place to build strong businesses •Think regionally and create a regional "Brand" for the area •Change the name of Idaho Road, since it is a key entry point into the area, so the name better reflects local attributes •Think of ourselves and the region positively •Educate the public, newcomers, visitors, etc about the area's history and character as a way to strengthen image — way more than just trailer parks •Achieve greater recognition for area's leadership in areas such as Green development •Improve reception for winter visitors; they are an important part of area's economy and do not deserve disrespect •Key to moving forward is for the area to take action and follow sustainable economic vision — not just plan but implement plans to improve conditions — ACT •Sustain efforts over time and follow vision to make a difference in the area •See how other communities have been successful and look for lessons for the Apache Junction Area — Glendale got the Cardinals Stadium by persistent action and commitment by key leaders; not wishing or accepting setbacks •Balance development fees with desired development — some areas can pay full fees, but encouraging development in areas north of Broadway may require more flexible policies, reduced fees or possible incentives •Need for investment to carry out vision •Adjourn — 7:05 PM EDAPT Community Presentation; September 19, 2007 2 Apache Junction Area Economic Development Survey Responses; September 19, 2007 (N = 8; about 30 participants including Team) 1.Are you aware of changes that may have an impact on the area's economy? •Yes, Stigma, Image, Self-perpetuating 2.Are there opportunities that the area is not fully capitalizing upon? •Attraction for artists to live and work in the area •Recreation, Resort Area, destination location •Protect Superstition Gateway Image •Canyon Lake destination •Space 3.Do you have specific values, goals, objectives to add to those listed? •Improve property value in area — Lynette McDonald •Youth entertainment, jobs, etc — Judy Borey 4.Do you have key interest or activities in any of the specific areas identified? •Real Estate sales & rentals — Dale Gorny •Arts, Entertainment, recreation — Dale Gorny •Final Planning — John Enright •Open Space Planning Task Force touched on many of the same points in 2004; consider linking visions of both groups to strengthen implementation — Roger Hacker •Canyon Lake Gateway area developing on 7 -acres 3 -miles north as a destination with grocery, retail, restaurant — Jim Kunkle 5.Are you willing to /ead action in any of the specific areas identified? •John Enright, Gold Canyon Business Association — On Board the last 4 -years. We are working on the same problems you are. We should be working together to develop a regional identity and a regional destination. •Judy Borey, Boys & Girls Club of the East Valley; AJ Branch •Dale Gamy, AZ PrimeEstates 6.Would you like to get involved in follow-up activities related to an area economic strategy? •Dale Gorny, AZ PrimeEstates •Judy Borey, Boys & Girls Club of the East Valley, AJ Branch •Lynette McDonald, Golden Sand Apartments Manager — Great meeting.I want to be part of the positive changes in AJ. •Roger Hacker, Apache Junction Coordinator — Lend info on potential grants thru technical assistance or other resources •Jim Kunkle, BPON Economic Development Action Planning Team (EDAPT)September 19, 2007 Contact information: George Parker: Phone: (490) 2178934; e-mail aeoraeoarkerAofficemax.com Jim Nelson:Phone: (602) 236-5088; e-mail James.Nelsonasrpnet.com Steve Filipowicz:Phone: (480).474.5064; e-mail sfiliDowiczaAJCitv.Net Emerging Apache Junction Area Economic Development Action Planning Team (EDAPT) "Action Areas" •Translate the region's unique character and scenic assets into economic benefits for area residents and business interests that increase the region's wealth —The Superstition Mountains and open space from associated public lands are the dominate visual characteristic of the region —The upper Sonoran Desert, Salt River Lakes and area history, legends and folklore provide unique, high quality recreational and cultural opportunities —The 1800 "Beach Front" value equation that results from public land and open space, but limits where development occurs, requires careful and effective management —As the eastern -most area in greater Phoenix, this area is most likely to preserve its character, vistas, open space and access •Define the area as one consequential regional market with enough critical mass to support additional commercial services —Made up from several smaller sub -markets —Each with unique local character and flavor —Each with unique local challenges and opportunities —Aligned with shared common interests and the possibility of mutual benefits —United with one regional identity •Create positive awareness of the region from key market segments to increase economic benefits —Existing area residents —Seasonal area residents —Visitors to area, greater Phoenix and Arizona —Greater Phoenix residents seeking nearby recreation and cultural opportunities —Eastern Arizona shoppers —Developers —Retail related market researchers —Manufacturing, Office and other potential employers •Connect local market areas within the region with potential markets and customers —Encourage independent business along the Apache Trail •Arts, Culture, Entertainment type businesses (ACE) •Specialty or independent retail opportunities —Understand & meet needs of "big box" and related retail near US -60 —Understand & meet needs of Resorts, Spas and high -end lodging I area —Understand opportunities in other parts of the region •Lost Dutchman Heights •Gold Canyon area •Eastern Maricopa County •Preserve and enhance existing investment in the region to avoid loss of value —Preserve neighborhoods; increase skill levels —Preserve Apache Trail commercial core; seek critical mass —Preserve accessible public lands open space, trails, etc —Preserve environmental quality and seek sustainable development •Create basic employment opportunities in the region that diversify the economy, increase incomes and reduce commuting —Identify target economic sectors to provide jobs —Suggest feasible locations for Job Centers —Understand critical infrastructure required by target economic sectors —Identify sources of capital —Define workforce requirements, resources and training opportunities •Support economic development efforts with appropriate data, analysis, benchmarking, business assistance, etc EDAPT D -R -A -F -T May 24, 2007 Apache Junction SWOT Analysis -- Draft 3 Identify Area's Current Sector Strengths Opportunities Weaknesses Threats General Community Characteristics Location Eastern -most metro area City;Take advantage of scenic setting,Distance from Sky Harbor airport .. development unlikely to north or proximity and direct access to open and urban core; no Rail access;Mesa could intercept visitors and gain east preserving access & views space and recreation Need to better define area economic benefit . Lifestyle Underdeveloped segment; few Gateway to Mtns, Lakes, Outdoor Provide additional services to businesses & activities make use;Land management agencies and Recreation, Heritage Areas recreational users and visitors Limited marketing & branding visitor businesses by-pass Al Transportation US -60; AZ -88; Williams Gateway No Valley Mass Transit tie; Distance Congestion on 60 worsens and Airport proximity & access; 202 Job Centers & Retail for NE Pinal; Could from urban center; Apache Trail provides barrier to area access; 202 - completed soon be area bus -route hub Configuration shifts traffic away from Apache Trail Organizational Opportunity for coordination & regional approach; Establishing City E.D.Groups roles/tasks/expectations Department; Combined marketing and not always clear; Limited funding;Confusion over who does what; Gaps branding program; Potential to re-Lack of coordination in New & overlaps; Possible "Process" barriers Established organizations; Inter-shape community economy; Locate Business Start-up efforts; No (2/27); Potential for turf war; Lack group linkages; Malleable needed community facilities in advance economic/demographic data base effective approach to amalgamate community; Apache Junction of development; Potential partners program to aid small business;citizen opinions; Al & GC more Library and potential E.D.include NEPEP, Williams Gateway Fragmentation of area, Gold powerful as one than divided, result is partnerships Airport, GPEC (2/27)Canyon an island opportunities go away Financial Resources No active IDA; Lack of base data for feasibility analysis; Lack tools to Several banks & other lending induce desired projects and sources including AJ-CDC and economic impact evaluation model Lenders may be reluctant to lend NEDCO Finance available for business (2/27)without more area information Educational Resources AJUSD; CAC; ASU-Polytechnic;Alignment with community goals; Cooperation between entities;Opportunity for joint WF training CAC Lifelong Learners, CAC programs; Opportunity for AJUSD to Students go into Mesa; Bond issues Medical/Radiology training move to 4 math/science credits CAC - SBDC low visibility in Al lack support and fail Real Estate Resources No Office/Industrial Spec Space; No Land available for development;Create vital Downtown at the "Y";Business Park sites; Limited Lacking suitable sites/buildings Established Redevelopment Establish Job Centers/Business Parks backbone infrastructure in potential development doesn't occur; Retail and Areas; TIF Incentives; "Green south of US -60; Attract Big -Box retail development areas; Lack of City Medical related development goes Development";Pending along US -60; Coordinate with owned property (2/27) Lack of west of AJ resulting in Tax loss; Lack Downtown Redevelopment and Downtown & LDH developers; Potential market identity; Lack of Medical of collaboration needed to take State Land development on LDH for sizable projects facilities, Hotel/Resorts advantage of opportuniites Consistent Vision & Implementation Combined plans summary Coordinated implementation Limited history of implementation Conflicted; Fractured; Paralyzed Other April, 2007 Apache Junction SWOT Analysis -- Draft 3 Year -Round Population base (key for Make area -wide Demographic Dataretail, service and workforce market)available; Define sizeable trade area; 'Attract new, educated, affluent Existing Demographics don't Fragmented definition of area; Limited Relatively inexpensive housing;residents & workers; Achieve "Critical support up -scale retail; AJ alone-awareness, leaning negative; New AI Relatively diverse area -wide pop Mass" by linking AJ & GC; Potential to Aging; less educated; less $; GC residents attracted by inexpensive mix now; Seasonal residents attract live/work residents with alone - not large enough that more housing less educated, could increase boost # of businesses;community "buy -in"affluent profile matters demands on City Seasonal Resident & Visitor •Aging Seasonal Resident Seasonal Residents decline without population base (key for trade and Move events/activities to next level;population; Changing preferences offsetting increases; Limited service opportunities)Attract Resorts/Hotels; Increase for more active lifestyle; Increased investment in Visitor related facilities; economic impact of visitors; Retain competition for market; Need Mobil Home Parks re -configure for 250,000 visitors to RenFest;strong seasonal resident base &venue for larger events,permanent residents and/or have less 50,000 seasonal residents increase economic impact complementary activities capable mgmt Potential for Office (advanced business services back-office data-Attractive, high quality of life .Few existing spec buildings and,, center, design -center, software,location; existing workforce, esp Opportunity to attract Office activities;improved sites; limited E.D.Area is not thought of as employment educational services, etc) employment GC; Reverse commute; secure Data Center; Customer Contact Center,infrastructure and participation with base location; Employment base base*location with power & fiber;etc; Potential for connection with CAC in regional/state E.D. orgs; No development in area is limited to Access to Williams Gateway shared facility and/or WF Training existing operations showing way Williams Gateway Airport Area Potential for Arts,Culture and Attractive, high quality of life Opportunity to attract and develop arts,Limited organized support Competition for this sector; Critical "Experience" related employment base location; scenic beauty; relatively culture, recreation oriented individuals programs; Limited access to "How Mass doesn't come together; Area low housing costs attractive to and expand economic base with to Start a Business" info in area; No can't "re -brand" itself as more up- "starving artists"; Some existing arts/culture businesses; Biz owners can demographic info to help ID scale; No organization "steps -up" to events live/work in area business opportunities lead effort; No consistent support Potential for Manufacturing & Assembly Access to workforce & reverse Develop Business Parks targeted to Lack of fully improved sites & spec Potential employees have negative (electronics, aerospace, furniture, etc)commute potential; Existing area feasible sectors with appropriate critical buildings; No existing industry impression of community and resist employment base*employer expansion potential;infrastructure and LF training; Develop presence in community; Limited working at sites in area; Sustained availability of land; Boeing "pre -approved" siting; Preserve Boeing infrastructure; Area not thought of effort to establish sector lacking;. operations in area flight corridor as manufacturing site Williams Gateway area overshadows Potential for Warehousing &Support center for Resolution Copper in No rail access; No fully improved Other communities with rail and Distribution employment base"Between Phoenix and Superior Superior sites; Far eastern edge of valley transportation access prevail Leisure & Hospitality"Wonderful vistas and Quality of Develop additional Resorts and leisure Limited organized support; Limited Mesa successfully "poaches" and Life; Access to outdoor rec related businesses financing; Limited support data captures market; Retail*US -60 west of Meridian captures Existing demographic data is market; Range of support needed for Attract Big -Box retail to US -60 corridor;limited and doesn't appear to Downtown retail doesn't happen; Develop independent retail in existing support up -scale retail; Lack broad Existing commercial core looses . Growing market; US -60 access commercial core on Trail retail mix businesses to LDH, other areas Healthcare Lack of demographic data; No fully Growing market; US -60 access Attract Hospitals & Health Care improved sites Area west of Meridian captures market Contracting & Construction related Growing market; US -60 access Attract construction companies Amount & type of econ benefit May happen of its own accord Other sectors for consideration? * = Initial Priority from 10/17 meeting April, 2007 The Vision • Apache Junction sits at the base of the Superstition Mountains, a symbol of its solid ties to a unique history, heritage and culture. It is a city primed to carve out and claim its distinct position within the region. It is a place where the natural environment is cherished and preserved, and where arts and culture play a vital role. Lifelong learning is an integral part of the community, as is recreation ranging from horseback riding and mountain biking to hiking and boating. Apache Junction takes pride in its diversity and strives to be a multigenerational, fully -integrated community for residents and visitors alike. Individuality, a spirit of adventure, friendliness, novel experiences and quality of life are the factors that guide the development and governance of the community. List of Background Materials Reviewed 1.Application to ULI's AzTAP panel: Crossroads Redevelopment Area: How to Create a Downtown in Apache Junction,November 23, 2005. City of Apache Junction: Amy Malloy, Assistant to the City Manager. 2.Downtown Directions,December 2005. Apache Junction Community Development Corporation and the Apache Junction Main Street Program about Economic Development. 3.Apache Junction Market Segments: Demographics, Lifesiyles and Retail Opportunities,2005. Business Action Forum and SRF'. 4.Apache junction Community Cultural Inventory,March 2004. Nancy Lutz; Apache Junction Community Development Corporation and Arizona ,Conuni§sion on the Arts, a State Agency. 5 7 City of Apache junction: Population Demographics;2004. 6.CommOn Thread Categories,August 23, 2002. 7:Downtown Town Hall 2002: Downtown Alive How to Make it Happen, 2002.' 8.Apache Junction Streetscape Project: Public Input Design Meeting Notes, February 27 & 28, 2001. Ken Simpkins, Economic development specialist and downtown redevelopment; Patrick Brenner, Public information and community outreach; PAA Architects & Planners, Denise Scott, Maui Graves and David Wilson. 9.Apache Junction Focused Future Summit 2001: Strategic Plan for Economic Development,March 27, 2001. City of Apache Junction Elected Officials, City Staff,.gbarnber of CorpmerceMembers and.Yolunteets. Summit facilitators Sally Qdette; CED; Cass Rankin, AFS ECoriorniC D-evelopnient. 10..7-'he Apache Redevelopment Timeline, ,T4p.0 1?2001. 11.Apache Junction Retail Briefings, Background Report,July 17, 2001. ESI Corporation. 12.City of Apache Junction Vocabulary of Design Dictionary,October 2001. 13.Old Town Neighborhood Community Revitalization Strategy,January 2000. Partners For Strategic Action, Inc., Fountain Hills, David Evans & Associates, Inc. and PAA, Inc. 14.Arizona Department of Transportation Agreements between City and State re: US. 60 Improvements,May 5, 2000. City of Apache Junction; Curtis A. Shook, City Manager.• 15.Meridian Redevelopment Area Improvement Plan,May 2000. City of Apache Junction. 16.Targeted Market Study: City of Apache Junction,September 2000. Elliott D. Pollack and Company. 17.Apache Junction Capital Facilities Plan,2000. City of Apache Junction. . 18.City of Apache Junction: General Plan,1999. Citizens of Apache Junction, elected officials, City Council, Planning and Zoning Commission and City staff 19.Streetscape/ Downtown Redevelopment Sequence,1999. David Wilson, Main Street Architect. 20.Building the Future: Apache Junction Capital Facilities Town Hall,April 1998. Partners For Strategic Action, Inc. 21.Crossroads Redevelopment Area Improvement Plan,July 1998. City of Apache Junction. 22.Apache Junction Focused Future: Strategic Plan for Economic Development, August 1998. APS Economic Development Department and the City of Apache Junction. 23.Preliminary Report: Retail Conditions and Prospects in Apache Junction, October 1997. McClure Consulting prepared for Apache Junction Main Street Program, Inc. 24 City ofApaehe JunitiOn:'Economic Development,1996. .r •..: ision 2020: ,Visualize Downtown Apache Junction in the Year 2020,1995. Urban Design StUdids. 26.Analysis of Awareness, Attitudes, and Interests Relative to the Apache Junction Area Among Maricopa County Residents,March 19, 1993. FMC Marketing. 27.Apache Junction: Thoughts from John Minett for incorporation in Main Street report,1991. John Minett, ASU visiting professor of sociology and urban planning, England. 28.Resolution,September 6, 1990. Charles L. Miller, Director of Arizona Department of Transportation. Apache Junction Summary of Background Materials Application to ULI's AzTAP panel: Crossroads Redevelopment Area: How to Create a Downtown in Apache Junction November 23, 2005 City of Apache Junction: Amy Malloy, Assistant to the City Manager This application form discusses the anticipated development of in the downtown area of Apache Junction. Concerns and needs of the City are stated including issues that have not yet been dealt with before, such as traffic management and parking, street layout, building height, setback limitations, overlay zoning, public infrastructure, safety and the mix of commercial, residential and pedestrian needs. The City also hopes to address the issues of how TIF funds may be used towards infrastructure concerns and how the City can capitalize on the eminent growth of State land to the south without creating competing interests. City government, from federal to county and local government has multiple tools at its disposal, including timing. The interest in Apache Junction downtown by developers is higher than in the past and immediate action is considered vital in order for downtown to succeed. Aspects of the private sector are also considered for involvement within this application. Business, residential, business groups and non -profits are all considered to be vital connections to be made in the development of downtown. The application problem statement is followed by a thorough community profile where information regarding taxes, community facilities, population, principal economic activities, labor force data and scenic attractions are laid out ranging from 1990 to 2004. Demographic information from 2000 is included. Downtown Directions December 2005 Apache Junction Community Development Corporation and the Apache Junction Main Street Program aboufEcOnomib Development The Downtown Directions document is comprised of a series of volumes published throughout the 2005.yeat. The document speaks to current issues regarding businesses and the 'economic development taking place throughout Apache Junction. Issues regarding art and culture as well as government involvement and toles are discussed, and newly opened businesses are listed in each Issue. Downtown Directions is significant in that is provides a voice for business owners and issues regarding the redevelopment and upgrades of current facilities. Monthly meetings and calendars are included throughout in order to update the public on ways in which they can get involved and the businesses district. Apache Junction Market Segments: Demographics, Lifestyles and Retail Opportunities 2005 Business Action Forum and SRP The Apache Junction Market Segments study is a springboard for future exploration and is a geographically and methodologically constrained study because only limited "snapshots" of consumer behavior were obtained and seasonal residents' behavior may be missed. The study goes on to discuss the area demographics, major market segments, consumer spending habits, significant differences between sub -areas and the possible next steps. Breakdowns of total annual spending as well as annual health care spending are discussed with the majority of entertainment spending falling under the category of audio-visual equipment at 34%. Annual spending on dinning out is recorded and the fact that Apache Junction residents spend as much on medical services as they do on dinner out and more on reading materials than they do on alcohol in restaurants/bars is recorded. The possible next steps for this study are to survey residents on lifestyle and spending habits, conduct further analysis to identify gaps and opportunities, expand analysis beyond this study's geographical limits and investigate remaining market segments. Apache Junction Community Cultural Inventory March 2004 Nancy Lutz; Apache Junction Community Development Corporation and Arizona Commission on the Arts, a State Agency In late 2003, the Apache Junction community Development Corporation (CDC) agreed to submit a request to the Arizona Commission on the Arts to engage a consultant to conduct a Community Cultural Inventory as a first step toward applying for grants for arts and cultural activities. The CDC stated in their initial application that they wished to "establish, stimulate and maintain an awareness and appreciation of the diverse tradition and cultural arts in [the] community." Through this emphasis on culture and the arts, the hope was to help establish a better sense of self-awareness within the community, providing community members and visitors with a distinctive, identifiable, attractive destination. The Community Cultural Inventory was seen as a first step in providing "cultural planning within the community" and "to establish an environment where the arts can flourish." The stated goal of this inventory was to "providea listing of resources,,..as well as a direction for the community to develop its cultural future." .The Community Cultural Inventory begins with the ,importance of Apache:, Junction's history, profile and economics, discussing the cultural dichotomy that arose.as a result of Apache Junction deriving from the junction Of the 'Apache, 'frail and the main highway from Phoenix to Superior. The Inventory goes.on,i9 speak about the Strengths and needs that are present in Apache Junction. With the strengths residing in the partnership between the school district and the City, the strong artistic undertones ofthe community, the natural environment and the festivals and activities that celebrate the diverse heritages present. The needs that are noted deal primarily with the current need for new and/or improved facilities for cultural events, such as an amphitheatre, a centralized information gathering and dissemination resource, and the integration of arts and development. Overall, this inventory states that Apache Junction enjoys an impressive array of attractions for both residents and tourists. In order for the community to capitalize on these rich offerings, both coordination and communication must take place. The issue of the development of an Apache Junction Arts & Culture Commission is mentioned in order to provide leadership in the arts and culture arena and is considered to be a key component in the support of local artists and arts organization activities, in the overall cultural tourism efforts of the city, and in creating an identity, a sense of place for this growing community. Information collected from a focus group and questionnaire follow behind the Inventory.' City of' A pache Junction: Population Demographics 2004 The City of Apache Junction's population demographics are amplified within this document. The populatithi and number of total households in Apache Junction has steadily risen. In 1990, the total population stood at 19,070 and total households stood at 8,111. The projection for total population and households by the year 2008 will stand at 55,651 and 24,678. The population by age shows that the median age of the total population in 2003 was 44.2 and females represented 50.8% of the population. Population demographics also showed that the population according to race and ethnicity was predominately Caucasian with percentages in the 90's over the years and other, American Indian or Alaska Native, Asian/Pacific Islander, Black and Hispanic making up the remainder of the population. Household income Within Apache Junction ranges predominantly between $35K and $50K. The least represented income group in this region is $150K+. Common Thread Categories August 23,2002 The Common Thread Categories serve to discuss the issues present regarding various aspects of life in Apache Junction. They show who reported the issue, what the issue is, its common thread or category and the solution, plan or challenge that has been decided upon. The common threads assigned to each issue are broken up into a total of eight categories. The categories include attitude, business, city issues, design, funding, identity, organization and traffic. Most issues reside between 1998 and 2001.: .,. Downtown TOWn Hall 2002: Downtown Alive -- How to Make it Hcippen 2001 John Petroff, Development Services Manager/Downtown Redevelopment Project Manager; City of Apache Junction, the Chamber of Commerce, Mainstreet and APS along with a diverse mix of residents, business owners, customers, elected officials, city staff, Chamber of Commerce members, Mainstreet Programs members, Citizen Leadership Institute graduates and others who wish to add their input for the future of Apache Junction's downtown This document speaks to the goals and mission of the "Downtown Alive" project. Downtown Alive resulted from the transfer of the Apache Trail to the City of Apache Junction's jurisdiction and changed its designation from a State Route to a major commercial street. Downtown Alive aims to discuss the way in which a transformation of this area can take place by obtaining community input and putting a plan into action, and summarizes all previous data regarding development ideas. All participants in the project were volunteers and anyone was invited to come and share their input if they were willing to listen to the input of others. The overall consensus derived from meetings was a vision for downtown that portrays the unique characteristics of Apache Junction and provides community members as well as visitors with a standard, distinctive, identifiable, attractive destination. A S.W.O.T. analysis is included in the Downtown Alive Summary and discusses the strengths, weaknesses, opportunities and threats that confront the redevelopment area. A number of strengths discussed include volunteers, ample land space, influx of winter visitors, the Superstition Mountains and the wild desert and open space. Some weaknesses recorded include high speed traffic, lack of jobs, lack of infrastructure, poor business mix and lack of public transportation. Opportunities included the creation of housing for those attending college, improvement of the streetscape of the "Old West Highway," improving public relations and branding and promoting events. Finally threats recorded in the S.W.O.T. analysis include high-speed traffic, departure of winter visitors, not connecting local and regional trails, over development and competition from other communities. - A work plan has been comprised in order to make Downtown Alive a reality rather then merely a dream. The work plan spans a total of four phases; Phase 1: Study Phase (Visioning); Phase 2: -Development Phase (Planning); Phase 3: Construction Phase (Building); Phase 4: Operation Phase (Business Implementation). The work plan is followed up with a projected timeline for the first of three projects to be carried out by Downtown Alive. Project 1 has been completed and involves Phelps Drive South, and extends from the intersection of the Apache Trail/Old West Highway. South to the Crossings Development. It enhanced previous revitalization in the area by incorporating lighting, pedestrian and landscaping amenities into design. Project 2 deals with Apache Trail North and extends from the intersection of the Apache Trail/Old West Highway North to Idaho Road. Project 3 involves the Old West Highway and extends along the Apache TraiUOld West Highway from Phelps Drive to Winchester Road. The goal of all three projects is to reconstruct the roadway with unifying design elements including lighting and pedestrian and landscaping amenities. Apache Junction Streetscape Project: Public Input Design Meeting Notes February 27 & 28, 2001 Ken Simpkins, Economic development specialist and downtown redevelopment; Patrick Brenner, Public information and community outreach; PAA Architects & Planners, Denise Scott, Marri Graves and David Wilson The Public Input Design Meeting notes include three PowerPoint presentations discussing the goal of creating a concept for the development of the Streetscape project for the City of Apache Junction. These meetings hope to generate energy and excitement within the community and to provide tools to vide development.The meetings focused on the Apache Trail from Meridian to Winchester and consisted of hands-on sessions to develop the future design of the new Main Street. Over the two-day period, businesses, the public as well as students and City staff had an opportunity to help redefine the look and character of Apache Trail. These meetings were held with Apache Junction High School students, business owners, City staff and residents to try and define where the downtown is in Apache Junction and what can be done to make it more visible. The Streetscape Project was designed to create innovative opportunities for businesses to move into Apache Junction in a way that will allow businesses and customers to create a more comfortable, inviting atmosphere downtown together. Important design elements include the use of a "trail loop" around downtown with connecting trails to surrounding neighborhoods to create opportunities for recreation. A zero setback requirement was set in place along the street to encourage a natural design theme to develop and help prevent strict design criteria from being imposed. Meeting notes follow after the PowerPoint presentations and the explanation and summary of the goals and concepts regarding the Streetscape project. The meeting notes are specific to the different groups that information was gathered from. High school students, City staff, business owners and the general public all gave their view points regarding what they felt would help in creating a future downtown area as well as aspects of Apache Junction that are integral to the City's image and therefore should not be changed. View points included: •A need for a more developed and enclosed downtown area. •The loss of money to areas like Mesa and Tempe due to the lack of developed commercial strips. •A want for more •natural spaces such as, landscaping that ties into the natural beauty Of the area. •The security of a safe community. •Items that are recognized as being unique to Apache Junction such as, Superstition Mountains, great Weather, outdoor recreation, history, scenic drives and the diversity of visitors and residents. •The iinportance of keeping a western feel throughout the redevelopment of downtOwn. The names of those that attended the meetings are recorded on the attendance sheets that follow. Apache Junction Focused Future Summit 2001: Strategic Plan for Economic Development March 27, 2001 City of Apache Elected Officials, City Staff, Chamber of Commerce Members and Volunteers. Summit facilitators: Sally Odette, CED; Cass Rankin, APS Economic Development On March 27, 2001, the Apache Junction Focused Future Implementation Task Force and other invited citizens participated in an annual Focused Future Summit. City of Apache Junction elected officials, City staff, Chamber of Commerce members and volunteers were in attendance. The purpose of the summit was focused on building a team of leaders and re -visiting the original strategic plan. The ultimate goal of "Focused Future" is to implement the various strategies thus moving the community forward with a balanced and sustainable economy. Further, the group spent some time discussing the organizational structure for the Focused Future Implementation Task Force. In preparation for the day FFITF spent a number of meetings reviewing the Focused Future 1998 plan and discussed the following carry-over strategies within General Implementation. Further, the remaining strategies were discussed for future validity. The Focus Areas were also re -visited and some adjustments were captured and indicated within the contextof the report. Most importantly the main concern on the minds of the committee, the Council and City Staff was the structure and function of the FFITF. The surnmary report is followed by a list of those who were in attendance. The Apache Trail "Downtown" Redevelopment Timeline June 1,2001 •This redevelopment timeline discusses the thorough process of change to take place in the downtown area of Apache Junction. The timeline shows the creation of an identity taking place between the years 1993 to 1996 and developing a vision from 1996 to 1998. The timeline then moves to 1998 and 1999 and discusses the creation of tools such as Tax Increment Financing (TIF) and multiple surveys and studies. Implementing proposals takes place in 2000 and developing market tools follows in 2001. The timeline continues under the heading "The Next Steps" and discusses plans for code zoning overlay and design review for the commercial central business district. Attracting businesses follows from 2002 to 2003 and preconstruction, construction, reconstruction and continuing construction are scheduled to take place at yearly intervals from 2003 to 2006. Included with this document are the slides for the projected timeline as well as two differing lay -outs which show the same goals. Apache Junction Retail Briefings, Background report July 17, 2001 ESI Corporation The Apache Junction Retail Briefings and Background Report were developed to highlight the potential of downtown, for increased commercial activity. The target categories were specialty retail, sit-down restaurants and entertainment. Both primary and secondary market areas were developed to define the geographic area which are likely customer bases for retail, restaurant and entertainment activities in downtown Apache Junction. The briefings then go on to discuss the growth of the population and housing in regards to retail activity. The market area surrounding downtown Apache Junction was divided into five regions for analysis purposes. The area covered a total of 106 square miles which at the farthest point was 9.5 miles from the center of downtown. The issue of retail spending was also taken into account through data produced by CACI Marketing Systems. The data was provided by Census Block Group which was then aggregated to describe the primary and secondary market areas. Psychographics were also taken into account; psychographics being an amalgamation of demographic and sociological characteristics, which can define the types of products a consumer is likely to choose. Each American household is placed into one of 43 neighborhood types based on their psychographic profile. City ofAfiache Junction Vocabulary of Design Dictionary October 2001 The Vocabulary of Design Dictionary aims to lay out the importance of an all- encompassing visiOn for the direction of design along the Apache Trail, the main street of Apache Junction. It discusses the importance of regaining a connection between businesses and the street via design continuity while maintaining, preserving and re -using historic buildings. This consistent vision can be accomplished by employing hardscaping, landscaping and structures and accents. Through the use of walk -ways, walls, entryways and gateways, lighting and architectural designs focused on pedestrian needs, the goal of reinforcing downtown as a commercial and pedestrian activity center can be accomplished. The goals of the Design Dictionary are to provide direction to individual design efforts in order to maintain high -quality developments with cohesive community identity and character as well as incorporating natural features and encouraging imaginative and innovative planning. The Dictionary also discusses ways in which they hope to provide an overall theme experience from a Southwest regional setting for those that visit Apache Junction. Old Town Neighborhood Community Revitalization Strategy January 2000 Partners For Strategic Action, Inc., Fountain Hills, David Evans & Associates, Inc. and PAA, Inc. The City of Apache Junction was awarded a Community Development Block Grant (CDBG) through the Arizona Department of commerce,and the 'U.S. Department of Housing and Urban Development (HUD) for the purpose of developing 4Community Revitalization Strategy (CRS). The City requested proposals from qualified firms and hired the consulting firm of Partners For Strategic Action, Inc. (PSA) to work with staff and the neighborhood to conduct the study. The study was completed with considerable neighborhood input over a six-month period. The residents named the selected planning area the "Old Town Neighborhood." A community action team comprised of members of the community, businesses and City staff was formed early in the process. The role of the action team was to work closely with PSA to ensure that the neighborhood was actively involved, provided adequate input into the strategy and assisted in the development of final strategy. The mission of the Old Town Neighborhood Community Revitalization Strategy was to develop a comprehensive action plan in partnership with the residents of the neighborhood to address the physical character, social services, creation of job opportunities and environmental needs of the neighborhood that is within the area from Delaware to Ironwood, Apache Trail to Superstition. The action plan outlines specific strategies to be taken over the next five years to improve the quality of life within the Old Town Neighborhood. The document goes on to discuss the data recorded during the survey and the demographics of the neighborhoods and citizens of Apache Junction. Issues are then discussed regarding traffic and neighborhoods and the Old Town Neighborhood vision and strategy recommendations follow. Regulations are discussed followed 1*.a timeline of the implementation of the action plan and the document closes with the Old Town Neighborhood Revitalization Strategy Resident Survey Summary and various maps of the area discussed. Arizona Department of Transportation Agreements between City and State re: U.S. 60 Improvements May 5,2000 City of Apache Junction; Curtis A. Shook, City Manager The Application for Technical Assistance was submitted on behalf of the city of Apache Junction in order to receive assistance in redeveloping and creating a downtown area. This project aimed to redevelop streets and roads more specifically with an estimated total project cost of $40,000. The type of assistance requested deals with the previously developed State Route 60 which passed from State jurisdiction to the City of Apache Junction upon the 1993 completion of the Superstition Freeway. The application also discusses the fact that while many projects have been formed in regards to changing the appearance and functionality of the downtown area the government does not have one master document which lays out an all encompassing plan. The application contains seven attachments discussing the plan for downtown Apache Junction. Issues are brought up regarding the want for change without an artificial or "Disneyland effect" feel and consideration is given for specific phasing of needs to allow for the city's main street to remain continually functional especially during the winter months. It is also requested that all previous visions and designs regarding downtown be made into one master document Attachments are also included which show support from the Mayor and City Council as well as the Chamber of • Commerce. The final two issues to be disoussed are the importance of change and development taking place in Downtown Apache Junction as well as funding for the project. Meridian Redevelopment Area Improvement Plan May 2000 City of Apache Junction The Meridian Redevelopment Area Improvement Plan discusses the revitalization of the west business area of the City of Apache Junction. The Meridian Redevelopment Area (MRA) consists of commercial areas along both sides of Apache Trail from Meridian Road to just east of Ironwood Drive. The purpose of this proposal is to create a strong commercial area, stabilize and improve that portion of Apache Trail and, at the same time, to upgrade adjacent residential areas. The ultimate goal of this plan is to create vibrant commercial and residential areas linked together in partnerships using public and private resources. This plan states that revitalization and redevelopment of the Meridian area is a key step toward changing the image of Apache Junction and the designation of the MRA will provide a mechanism by which the area can qualify and apply funding options. The City of Apache Junction has recognized the need for aggressive, coordinated public/private action to secure this area and to be a source of community pride and achievement. This plan provides for the initiation of a comprehensive program of reconstruction and redevelopment. It establishes a broad framework for the further development and revitalization of the MRA by defining project boundaries, basic revitalization and improvement objectives, a general land -use plan, a range of actions that may be taken to implement the plan, and a procedure and program for plan implementation. Targeted Market Study: City of Apache Junction September 2000 Elliott D. Pollack and Company A Targeted Market Study was conducted for the City of Apache Junction by Elliott D. Pollack and Company in order to quantify the demand for home improvement centers, major discount retailers and hospitality facilities in the community. The City is well positioned along U.S. 60 to take advantage of the growing local population as well as those areas to the east where population density may not warrant large-scale retail development. As the Greater Phoenix area continues to, expand outward, growth is expected to continue eastward into Pinal County. This study methodology is designed to answer the questions about the, types:of goods and services demanded by Pinal and Gila County residents and how far they are Willing to drive to obtain those goods and services. This report provides:an overview of the metro Phoenix retail market and Apache Junction's inventory of retail shopping center space. An analysis is provided of the retail sales trends in the community andestimatecl leakage of sales out of the City. Based on the results of the telephone survey conducted by I3RC, .the 'Size anddeptkof the Apache Junction trade area is detertiliOd;The spending pOtenial,Ore§iderlts living within the. trade area is converted to Supportable retail power center sPace:,The final section of the report outlines the status of the hotel/motel market and the prospects for growth. In order to ascertain the depth of this trade area, a telephone Survey Was undertaken by Behavior Research Center during July 2000. The primary purpose of the survey was to determine the current geographic shopping patterns of both Apache Junction and out-of-town residents and their potential use of new shopping facilities in the City. The results of the survey are based on 804 in-depth telephone interviews conducted with Apache Junction residents and residents in the Gila and Pinal County communities of Globe, Miami, Florence, Superior and Queen Creek. Apache Junction Capital Facilities Plan 2000 ° City of Apache Junction The Capital Facilities Plan for 2000 discusses the expansion and creation of community and recreational facilities within the area of Apache Junction.It is a proposed wide range of capital improvements that address cultural, physical and recreational needs of the community including civic buildings, parks and downtown redevelopment. Capital facilities are considered to be permanent structures that can be used by all members of the community. The proposed plan is based on what citizens and the community have said is needed. There are nine major capital facilities projects including the Swim Center, Multi- Generational Community Recreation Center, Skating Center, Library Expansion, Rodeo Grounds/Event Center, Police Substation, City Hall/Magistrate Court Complex, Southside Community Park and Apache Trail Downtown Improvements. The ways in which transportation would be affected as well as making these developments a reality are discussed in the remainder of the document. City of Apache Junction: General Plan 1999 Citizens of Apache Junction, elected officials, City Council, Planning and Zoning Commission and City staff Through an interactive public participation process, residents, landowners,. business people and civic leaders have expressed their ideas to lead Apache Junction into the 21st Century. The Apache Junction general plan is intended to provide a comprehensive framework for positive growth, establishing a goal -oriented system within which future development evaluations can be made. The citizen -driven planning process identified simple, basic community values: social and economic stability, community security, respect for the environment, and specific directions for change including: redevelopment of housing; creation of a downtown and incorporation of parks and recreational facilities in the final lay -out of the city. The planning area for the City of Apache Junction is compriseclof two coMponents. First, the area within the city limits, encompassing approximately 34.8 square Miles, and second, the "area of influence," which extends threemileSheyond the city limits. The general plan is intended as a reference guide for future community development This doCuinent is organized to list broad; general goals for civic : improvements and to recommend actions for achieving them through citizen involvement in the current and future planning processes. This document also discusses the development of a vision for Apache Junction, including trends and goals, objectives and strategies including: the standardization of residential quality, creation of a "move -up market", revitalization of older neighborhoods and expansion of municipal and safety services. Specific elements of the general plan, include base elements and the issue of smart development. Base elements discussed: land use, circulation, public services/facilities and housing. Smart development elements discussed: open space, environmental planning, growth areas, cost of development, water resources and public participation. The plan is finalized through its implementation involving an action program, general land monitoring and land -use decision keys. Streetscape/ Downtown Redevelopment Sequence 1999 David -Wilsori, Main Street Architect • This work discusses the -development arid construction of the Apache Junction Streetseape through the scope of five steps, each of which focuses on advancing the physical transformation of the Apache Trail from its current and more barren state to that of a city main street and major commercial boulevard. The first step has been the development of a conceptual streetscape plan. Significant interest has been expressed regarding the downtown business area and, through surveys and meetings, issues have been voiced which focus on community values and concerns of the business community. Emphasis of this step will be placed on continued communication with stakeholders. The second step is the refinement of the streetscape concept. Members of the , community will be able to complete comment forms at multiple public buildings and a public review open house will be scheduled to receive additional information. The Main Street Organization will review all of the public and business comments received and make recommendations in the form of a formal report to the city. The third step will be to establish overlay zoning for the downtown area as well as establish design guidelines with review authority over the Main Street area which will provide a level of control over all downtown redevelopment. The fourth step will be recommendations to the City from the Main Street Organization as well as development of preliminary cost estimates. A phased schedule for improvements as well as identification of needed property acquisitions will be required. The fifth step will be to identify the sequence for construction of the public infrastructure which will include the preparation of Request For Proposal packages. The issues of project timing as well as streetscape recommendations follow. The streetscape recommendations include creating visibility and sense that things are happening for the redevelopment area, construction designs for the first phase, bond for construction of the second phase and the purchase of a critical land parcel for visibility and downtown open Space., Bitilding the Future:Apache function Capital Facilities Town Hall April 1998 Partners For Strategic Action, Inc. The 1998 Town Hall brought together a broad cross-section of the community to discuss, debate and strategize on how the community will address and solve the growth challenges. The theme "Capital Facilities for the Future" was chosen to focus attention on the foundation building blocks of great cities — capital facilities. Capital facilities are defined as parks, governmental buildings, recreational facilities, streets, utilities and a downtown, all of which define the city. The outcome of the process was a Town Hall consensus on the priority capital facility projects and the appropriate funding options. The 1998 Town Hall was held at the John Calvin Presbyterian Church in Apache Junction and approximately 85 people attended the full -day meeting. The interactive process addressed two very important topics: "Where are We Today, a Capital Facilities Analysis" and "Capital Facilities Priorities & Funding Choices." Those who attended were divided into four groups and were asked what they would and would not change about Apache. Issues and concerns related to the current capital facilities situation were ,discussed next and were then categorized into needed projects. Capital facility priority projects were then listed and funding options were discussed and listed as well.ft. Crossroads Redevelopment Area Improvement Plait, July 1998 City of Apache Junction This document discusses the Area Improvement Plan for the revitalization and redevelopment of the Crossroads area of Apache Junction. It states that the designation of the Crossroads Redevelopment Area (CRA) will provide a mechanism by which the area can qualify and apply funding options. The City of Apache Junction has recognized the need for aggressive, coordinated public/private action to secure this area as the business, governmental, institutional and cultural heart of the area and as a focus of community pride and achievement. This plan provides for the initiation of a comprehensive program of reconstruction and redevelopment of the historic junction area. Also, this plan establishes a broad framework for the further development and revitalization of the CRA by defining project boundaries, basic revitalization and improvement objectives, a general land -use plan, a range of actions that may be taken to implement the plan, and a procedure and program for planimplementation. Apache Junction Focused Future: Strategic Plan for Economic Development August 1998 APS Economic Development Department and the City of Apache Junction The Focused Future Strategic Plan for Economic Development is both product and proceSS. The *gram was developed by the Edison Electric Institute and APS to. assist communities hi creating and implementing economic development strategies that theet the challenges and opportunities of the competitive marketplace in the 21st Century. The action team was organized in mid -1997 and was charged with the development of the Apache Junction Strategic Plan for Economic Development. The action team is a well- balanced group representative of the community and has representation from the City of Apache Junction Planning and Zoning Commission and staff, Chamber of Commerce, Main Street Association, Pinal County, State of Arizona, federal government, education systems and other citizen interest groups. The document is presented in four sections. Section one is dedicated to the discussion of Apache Junction's image, values and vision; more specifically the way the community currently views itself and how it thinks others view it The City's internal image included: no growth, lack of family entertainment, a non -urban community, the beauty of the mountains and the lush natural desert environment. Ideas regarding Apache Junction's external image included: the town being a Snowbird haven, not having a main street, rugged individuals, "wild west" atmosphere and the continuance for people to see the City for what it used to be. These are the building blocks by which the strategic plan was developed. Section two contains a discussion about Apache Junction's economy. It addresses such subjects as Apache Junction's strengths and weaknesses from an internal and eicternal viewpoint in regard to economic development potential in the form of a S.W.O.T. analysis. Internal strengths included: community forums, zoning control, a good education system, the availability of medical health services, focus on service in local stores, active service clubs, low crime rate and the history of the Lost Dutchman. Internal weaknesses included: lack of a skilled labor force, cleanliness in front of stores, "inefficient transportation system, lack of industrial space and the loss of money to outside communities. This section also contains some basic information about how the local economy works. Section three contains Apache Junction's action plan. It contains the focus areas of the plan and the strategies necessary to be carried out for the community to move toward its vision. The final and fourth section contains the guidelines of how the plan will be implemented and is the most important section. Preliminary Report: Retail Conditions and Prospects in Apache Junction October 1997 McClure Consulting prepared for Apache Junction Main Street Program, Inc. This report was presented as a Preliminary investigation of retail conditions in Apache Junction. Retail businesses in the city must contend with a fluctuating seasonal population and a stronger retail base in the adjacent, but not yet fully adjoining, metro area. The report has two purposes: 1) to combine secondary data and direct observation to summarize some basic facts on the city's retail activity and 2) to generate, strictly for discussion purposes, general observations on the ways retail activity may evolve in Apache Junction and propose alternative approaches for retail development policy. The report makes use of sales tax. data, demographic data furnished by the Arizona Main Street:Program; economic census data from the U.S. Bureau of the Census and data on retail development patterns based on field observation and data prepared by the.Apache Main Street Program The different topics presented are regarded as autonomous "snapshots" rather than a series of topics that Would", in a more thoroughly developed version of a report such as this, be tied together to produce clearly articulated findings, conclusions and recommendations. This preliminary report has been dealt closer to the realm of speculation than definitive conclusions and is intended primarily for in- house use rather than broad distribution. The topics presented include taxable sales, economic census data and survey and inventory of businesses. The preliminary report is followed by a graph of the City of Apache Junction Sale's Tax Revenue from the year 1993 to 1997 as well as the comparison of retail establishments with payrolls in Maricopa County and Apache Junction in the year 1992. A historical comparison of taxable sales and population follows showing percentages between the years 1990 and 1996. City of Apache Junction: Economic Development 1996 • The City of Apache Junction's infill incentive plan presents guidelines that are intended to encourage commercial and retail development in the downtown by offering a package of incentives such as reduced development fees and other business assistance options. The incentive guidelines are intended for new and/or expansion projects. "New projects" can also mean establishing businesses in buildings that have been out of use for more than one year. This plan discusses the type of character and amenities that the community feels should be incorporated into Apache Junction's downtown plan. These include, but are not limited to, the preservation and enhancement of the current "Southwestern" appeal while also providing a strong economic and social foundation for the community; strengthening and protecting residential neighborhoods from adjacent incompatible land uses; parking issues; activities events that encourage periods of extended commercial use, blending a public presence in the downtown into downtown facilities such as cultural arts, parks and open spaces as well as improving pedestrian and vehicular circulation. The issues of Target Development Priorities, such as economic development and the redevelopment of slum or blighted areas and redevelopment projects in the downtown area, are also discussed at length. Vision 2020: Visualize Downtown Apache Junction in the Year 2020 1995 Urban Design Studios Vision 2020 speaks about a vision for Downtown Apache Junction, which encompasses The Apache Trail corridor and the area surrounding the "Y", as if it existed now and contained all of the features and characteristics desired. Although change will be along process, Vision.2020 sees the creation of a solid vision as a catalyst for setting a course for the future...., The scene is set for how downtown Apache Junction will be seen in the year 2020. People are drawn to downtown for its eclectic, hometown character.,pver.the years downtown has become a safe, comfortable and convenient place to waLk. Pedestrian' paseos or pathways wind in 'a serpentine fashion from place to place and families, students, couples, singles, persons with disabilities and senior citizens find downtown as a place to explore, learn and enjoy. Vision 2020 portrays the future of Apache Junction as one where people come to downtown for its sense of history, walkability, its parks and plazas, its richness and variety and its :wealth of activities and services. It is a utopian view of the City's great potential based on its historic past. Analysis of Awareness, Attitudes, and Interests Relative to the Apache Junction Area Among Maricopa County Residents March 19, 1993 FMC Marketing This research study was conducted as the first step in the development of the strategic plan to implement the trailhead concept for economic development in Apache Junction and the surrounding area. Research focused on the market of greatest immediate and long term, potential for the marketing of Apache Junction — residents of Maricopa County. This study was designed to give an in-depth understanding of exactly how this market feels about Apache Junction and the surrounding area, and those things in the area that are, or would be, of greatest interest and appeal. The research conducted consisted of four major areas: general awareness of Apache Junction and frequency of visitation; attitudes and opinion of, Apache Junction and the surrounding area; awareness and past visitation of the area's principal attractions; and interest in future visits to the area in general and to the attractions specifically. The first part of the survey was beneficial in determining that the overall image of Apache Junction is extremely positive. The most positive awareness has to do with the scenic and natural attractions and the lowest focuses on entertainment and commercial entities. Only 20% of comments were negative and the most significant had to do with the winter visitors and their presence. The second part of the survey focused on the image of Apache Junction. While there was a generally high level of agreement with statements regarding the appeal of the area, many felt that there are scarce numbers of restaurants, shops and hotels in Apache Junction. It was also discovered that older people have slightly more positive attitudes regarding Apache Junction then the younger population. Part three of the survey discussed the awareness, interest and whether respondents had visited area attractions in the past five years. It was found that scenic and natural attractions had a higher recall than commercial attractions on an un-aided basis and that of the nine attractions with the highest awareness, 25% or more of the respondents had visited the attraction within the past five years. The fourth and final part of the survey showed clearly that the attractions in Apache Junction and the area do indeed have the potential to make the trailhead an extremely successful undertaking; most specifically focusing on the increase of available commercial attractions. The tables and conclusions regarding the research study are followed by specific data collected during the survey. Apache Junction: Thoughts from John Minett for incorporation in Main Street report 1991 1. John Minett, ASU visiting professor of sociology and urban planning, England and Arizona Main Street Program John Minett discusses various issues regarding the social issues surrounding discussions for change in Apache Junction and the contradictions that are present. Issues such as the winter migration of tourists being seen as an anndyance as streets are clogged and stores are bought out is coupled with the belief that -merchants are seen as unhelpful to residents as well. Another issue present is that while 40,000 to6rists a year pass through Apache Junction, there are few restaurants and hotel rooms causing almost all of the revenue from tourists to end up outside of Apache Junction. Minett is strong in his conviction that Apache Junction should not end up like'a:mere copy of. Scottsdale or Tempe, but rather should work with its own attributes in order to create a unique place of distinct character. Minett goes on to discuss the ways in which Apache Junction should work to change its image without changing its historic and internationally recognized name. In order to build the image, he suggests that every effort should be made in order to provide a network of pedestrian and cycling routes as well as focusing on the creation of a space that individuals will want to stop at, get out of their cars and stay while in Apache Junction. This center is suggested to cater to the adventurous and outdoorsy while also offering rooms at local inns and food at locally owned restaurants. Main Street is also discussed and the ways in which the vision of Apache Junction as a whole can continue to be present in a more economically developed way. Minett's notes continue with sketches of the proposed changes to be made to the Main Street as well as a table that lays out the public concerns present, including Apache Junction's reputation, the winter population boom, the need to connect the "Y" to City Hall and the redevelopment of downtown. As well as, discussing what has been done to address these and other issues up to this point. Resolution September 6, 1990 Charles L. Miller, Director of Arizona Department of Transportation This resolution states that it is within the State of Arizona's best interests to enter into an agreement with the City of Apache Junction for the purpose of defining responsibilities for constructing improvements and abandoning maintenance responsibility to US -60 within the limits of the city. Apac hei Economic Cbriditions 41d11 11121111,51111M11 e JunctioriMolckCa7ryl baganOratirowa County .41-7 LI [-F -- .-- T r i ,•Golf & Country Club •Incorporated: 1978 •Elevation: 1,715 ft. •2006 City Pop:36,685 (DES) •2006 Area Pop: 80,000 (est) •Accessible by US -60 •Named for the historic junction where the Apache Trail joined the road to Globe; later highway -60 NJ. Superstition Mtn. A ,. ...-..-.,_ -,...,-7.,r r , --. - .....1.---..,---------.1....--• Area Facts •Apache Junction is easternmost community in the Phoenix -Mesa metropolitan area, bordered on the east by the Tonto National Forest (the Nation's fifth largest) and large tracts of state owned land. •The city currently encompasses approximately 36.5 square miles. It is the gateway to the legendary Superstition Mountains and wonderful outdoor recreational areas with hiking, water sports and camping among others. •The area experiences approximately eight inches of rain, and an average of 214 totally cloudless days per year. •The average January temperature is 53°F, and the average July temperature is 93°F. F1 Area Facts Distance from Metro Areas Metro Area Distance Mesa 20 mi Tempe 25 mi Chandler 25 mi Scottsdale 31 mi Phoenix 36 mi Glendale 45 mi Tucson 102 mi ! 1111r TA l l I l l I l l M I I I M I Total Area Population 2010 2005 2000 1990 1 1 0 20,000 40,000 60,000 80,000 CI Total Area oGold Canyon M Eastern Maricopa* ci Apache Junction 100,000 i i i ra l l 111.11111111111 Demographics Population by Age -Apache Junction Area 50,000 45,000 40,000 c 35,000 0.4.7. 30,000 25,000 0-20 0000 a 15,000 10,000 5,000 0 11.06% 10.53%14.66% 10.03%13,93% 12.85% 15.80%13.88% 22.39%13.50% 22.54% 9.46% 15.01% 12.02% 22.45% 18.67% 22.39% 22.19% 17.29% 17.95 0/o 16.23% 21.75%21.17%17.93% 1990 2000 2005(est) Year 2010(est) 75-o Older O 65 - 74 O 55 - 64 O 35 - 54 O 18 - 34 0 Under - 17 Demographics Population by Age -Apache Junction 40,000 35,000 30,000 o 25,000 20,000 o_ o 15,000a- 10,000 5,000 0 11.350/0 10.96%-,k .11/o i' ., 11.11%t„o 0 .1 X 4.39P/o,9.93% 1 1.48% 12.34% 22.96% 22.41% 23.37% 9.80% 15:54%,-,--g-. , 19.12% 19.80% 11.95% 18.38%21.43% 23.83%19.02% 2 2.85%20.41% 23.56% 1990 2000 2005(est)2010(est) Year O 75 - Older O 65 - 74 O 55 - 65 O 35 - 54 O 18-34 O Under - 17 Demographics Population by Age -Gold Canyon 12,000 10,000 8,000 0 .417P 2=6,000 o_ o_ 4,000 2,000 10.13% 20.61% 8.86% 19.42% 20.57% 7.58%23.17% 23.56% 20.57% 24.65%23.09% 6.65%11.40% " 7 ml it),7-10.62%23.52%10.81% 30.90% 10.10%15.77%1 Yi.)1 06% .6g1-6,3claj 10.59% 1990 2000 Year 2005(est)2010(est) ci 75- Older 0 65-74 0 55-65 0 35 - 54 18 - 34 I!l Under- 17 • Demographics PopulationPopulation by Age-EMC/AJ/GC 25,000 20,000 vio 15,000 0 10,000 5,000 1990 2000 2005(est)2010(est) 20,390 36,965 42,091 47,483 --Under- 17 -0-18 - 34 -A-35 - 54 55-65 65-74 -0-75 - Older I I •r FT Demographics Population by Age -E. Maricopa 14,000 - 12,000 - 10,000 - 8,000 - 6,000 - 4,000 - 2,000 - 0 1990 2000 2005(est)2010(est) -0- Under - 17 -18-34 -A-35 - 54 -44-- 55-65 65-74 =o=75 - Older # o f P e r s o n s Demographics Population by Age -Apache Junction 10,000 8,000 6,000 4,000 2,000 0 1 1 1990 2000 2005(est)2010(est) -0- Under - 17 -0- 18 - 34 - --35 -54 -4(c- 55 - 65 -65 - 74 -0- 75 - Older ri rE Demographics Population by Age - Gold Canyon 3000 1 2500 2 2000 g 1500 I*1000 500 0 1990 2000 2005(est)2010(est) -0- Under - 17 -0- 18 - 34 -At- 35 -54 55-65 -)K- 65-74 -0- 75- Demographics Household Income Distribution -Apache Junction Area # o f P e r s o n s 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0 1990 2000 2005(est)2010(est) * East Maricopa County not included • Under - $35,000 • $35,001 -$50,000 O $50,001 - $75,000 O $75,001 - Above r Demographics Household Income Distribution -Apache Junction 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0 # o f P e r s o n s 1990 2000 2005(est)2010(est) II Under - $35,000 II $35,001 - $50,000 0 $50,001 - $75,000 El $75,001 - Above Demographics Household Income Distribution- E. Maricopa County # o f P e r s o n s 5,000 4,500 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 0 2000 2005(est)2010(est) III Under - $35,000 III $35,001 - $50,000 N $50,001 - $75,000 0 $75,001 - Above Demographics Household Income Distribution -Gold Canyon 3,500-j1 3,000-' 2,500 v i .0 2,000-' 15 1,5001'1 1,000 -11 500 0 1990 2000 2005(est)2010(est) M Under - $35,000 $35,001 - $50,000 El $50,001 - $75,000 El $75,001 - Above e4:7 Work Force Characteristics Apache Junction Area 7.00% 6.00% 5.00% 4.00% 3.00% 2.00% 1.00% 0.00% Unemployment 2002 2003 2004 2005 2006 -0- Apache Junction -a-Arizona —A—Phoenix MSA * Education includes EMC Education 0 Under 12 years 111 High School Grad II Some College 0 Asoc Degree 1111 Bachelor's Degree 0 Over 16 years ; Work Force Characteristics Education Apache Junction Gold Canyon 0 Under -12 Years II Some College 0 16 Years - More MI 12 Years Only 0 Associate Degrees M Bachelor's Degree Work Force Characteristics Education East Maricopa County O Under - 12 Years E Some College 016 Years - More 1112 Years Only 0 Associate Degrees 11 Bachelor's Degree Work Force Characteristics Workforce by Occupation-AJ/GC # o f P e r s o n s 4,500 - 4,000 - 3,500 - 3,000 - 2,500 -' 2,000 - 1,500 - 1,000 -11 soo o dim o eotosose Zifffti • 1990 0 2000 r 1 Work Force Characteristics Workforce by Occupation -East Maricopa County - 2000 # o f P e r s o n s 41000/1 3,500 3,000 2,500 2,000 1,000 -Y- 500 0 0.NO<A .2.4 . 0 4%op sec"- 0 e464 *0t%Ado std440 d c3- -te.0"'CO%4/2Ps9-tr. • 00AtIpojA,CP *2.1" Economic Characteristics Major Employers* EMPLOYER FTE Apache Junction Unified School District 700 Wal-Mart 420 City of Apache Junction , 283 A.J. Medical Center 110, U.S. Postal Service 110 Fry's Food & Drug 105 Safeway Food & Drug 85 Superstition Mountain Mental Health , 180 Apache Junction Fire District 75 Central Arizona College -Superstition Campus 75 *2005 Numbers Economic Characteristics Employment by Sector4 of Employees • Government • Construction II Retail & Wholesale Trade • Administrative, s port, waste management, remediation services O Health care, Educational Services and social assistance IIII Arts, entertainment & recreation • Accomodation & food services IN Other services (except public administration) O Other *2001 Numbers Economic Characteristics Employment by Sector - # of Businesses 14 *2001 Numbers • Government M Construction • Retail & Wholesale Trade II Administrative, support, waste management, remediation services •Health care, Educational Services and social assistance • Arts, entertainment & recreation • Accomodation & food services • Other services (except public administration) Other Economic Characteristics Land Ownership E l Bureau of Land Management 0 Bureau of Reclamation 0 County Land M Parks and Recreation Private Land 1. State Trust Land I Tonto National Forest rtiA/ClI IFlInVdtraNa. 1 :17 1 /;H ;i i I ..Li!- . 1-ei.-0.T ' r-i,1 , .CH , cat Zi•- EVA ° MN= 1 1 I '•• so " 0 7 1 'L I 3 Trrifiu _ g:14z11P,13/0 l'f 41 „Inn Ttlfff GE,I7 AXIOM Infrastructure Transportation -Airports Sky Harbor International Airport 33 miles from Apache Junction - 3 Runways 11,490 ft, 10,300 ft, 7,800 ft - 497 Daily Non -Stop Flights - 1,500 Arrivals & Departures - Six Largest Cities Served: Tokyo Mexico City Seoul New York Los Angeles London - Air Cargo Williams Gateway Airport 16.5 miles from Apache Junction - 3 Runways 10,400 ft, 10,200 ft, 9,300 ft - Full Instrument Landing Capabilities - 24 hr Operation - Designated Foreign Trade Zone #221 - Military Reuse Zone - Air Cargo t rastructu re Employment Centers Infrastructure Financial Institutions •Community Development •Neighborhood Economic Corporation (CDC)Development (480) 982-3141 Corporation (NEDCO) •Bank of America (480) 833-9300 O(480)827-6761 a US Bank •Chase D(480)474-0715 O(480)890-5488 •Wells Fargo Bank •Gold Canyon Bank o (480)827-2341 o (480)474-2005 0 (480)984-3284 o (480)288-6906 Incentives/Development Infill Incentive Districts CIII-R Ti c11-1 •C -1,42 z TM t4 Ii -004'11 ....._?---. 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T H•t4 o ce-i :1 C 1 , - 'II: i h '51 695 . i N BR •R D A - ---U 1114___i___I_ ,A - - - - - - - - - - - - -.§.•N.I .'F ,i•,,ca-,-1 t'. sidTmlimmi Incentives/Development Downtown Apache Junction Mixed use downtown area Pays homage to Apache Junction's vibrant history Approx 90 acres •Focal point will be the Grand Hotel property •Apache Junction City Council has already approved design guidelines for downtown development •Improvements have been completed on Phelps Drive, including pedestrian amenities and public art 0.125 0.25 Downtown District 0.5 File: The Crossroad'sRedevelopmentArea2.mxd Miles Legend CrossroadRedevelopment/tree AreaN neDcrale o,An.Diwict Incentives/Development Lost Dutchman Heights •12 square miles of LDH in AJ current City limits •Proposed Initial auction(checkered): 650 acres •Sold to Rhodes Homes; Fall 2006 •Successful bidder will plan the entire 12 square miles •Urban Planning Permit Process LOST DUTCHMAN HEIGHTS ASLD Parcel A Modified (approx 1,850 Acres +1-) A.M.Wang 00.04090T orlakkr. 0 00..P,4 0 0 K,rodo-auroo. o too n • 0.00.0.101.00m.0...10.0.• =US CO /0000 E...nvra M I Tem Land a •P 0 010 CS00M0100..Z.7= 8000 Selb • •••Is wocran00.10•100 is 00•02000bonsa00 0.0or•E. me.. 000.120117y Pam,panntlernaamostsmrs Apache Junction Building Permit Process 1.Developer brings 8 sets of finished plans to Development Services. 2.Fire District, Engineering, Planning and Building review submittals in 10 days and provide revisions to developer. 3.Developer makes changes and returns to Development Services.* 4.Staff then reviews again for 10 days. 5.Once all revisions are complete, Fire, Engineering, Planning and Building sign off on plans. 6.Developer needs assurance for sewer service (apply early). 7.Developer seeks determination from ADWR that they have 100 year assured water supply (apply early). * May need to be repeated if all issues not satisfied. 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I t..-. .LIN :.,.._1..-.-_-_- 'w , .t 17 - p ''-1 . - - -l''' k —- - - - - - - ' '•r 4•••• ..f.•7..,,„---7 ' — s • _, 11 -101,:.,• ....- ...... e -."'"'"ii't---'4",": ..r.40f,r; I I _P.7 ..<" ..1 , ..,-91r."'"-----".tf, -•-i--*-.F,- '16' ..:,.., -,.',.1 t r '- - ''1 '.........-• "r"l' -ti I ......i.,,q ,.e.:',.:;‘,...,,.:::„...K,•-'1,4",'—..,r •Fi Utilities Telecommunications Qwest •Digital Switch Technology •Fiber Service Provided •Remotely Monitored •ISDN Available •ADS2 Available Cable MediaCom •Basic Cable($ per month):$45.95 •Cable Internet o 5mbps:$55.95 o 10mbps:$69.95 Natural Gas Southwest Gas •Firm Contract Rates:$145.00 e Tariff Rate(per Therm): $1.12437 Power Company Salt River Project •Average Cost per kWh: Residential Commercial Industrial Summer $.0926 $.0778 $.0585 Winter $.0748 $.0618 $.0409 Government City and County It Orwpil Deo 411.561140. Apache Junction Fire District 565 N. Idaho Rd Apache Junction, AZ 85219 (480)982-4440 OreeleeeMott &more ye.I ilettieedele I lleweeeleieer eracer0ut=r trult I j - - — PATION I 241 •i —i r111.1111RMIIMI:d. 6= 1 . 03 Wee 402Narbusox "-I " • .4. • .•RAE I I • ;• •FRE •SM/tOri - -rarr L PAINI • STATION 242 • -_ 1-1-1 _ SEMICES : NAV _'74 Jr r r ./`• I I ts jti APACHE JUNCTION FIRE DISTRICT AJFD 13OUNDARIES PINAL COUNTY CITY OF APACHE JUNCTION 2 : 22 3I "•Gin* Gold Carty01 Alta •. ;FIRE tfAtICIf -.2.1 -, '• s I .. J• leepos ,!=.z.t.ci j - ' RECENTLY ANNEXED AREAS Appendix (Contents) •Area Facts •Area Demographics •Workforce Characteristics •Economic Characteristics •Infrastructure •Incentives/Development •Quality of Life •Utilities •Government •Business License Information Demographics Population by Age -Apache Junction Area 20,390 36,965 42.091 47,483 NUM ) il-2,•',E)EV(1) ‘Z_Qt/i2 22.45% Lgr,201--aD 9-tAcSiY,,,S) 22.19% =MEM m 22.54% MBE 1111511•1 22.39% 1990 2000 2005(est)2010(est) • 75 - Older • 65-74 m 55-64 O 35 - 54 in 18 - 34 El Under - 17 11 Demographics Population by Age -Apache Junction , 21.43% 1 1 )/,, 41- 61.:0"A - 23.37% I g PYA 22.41% Eign °B15'62% ; 22.96% ) 1990 2000 2005(est)2010(est) II 75- 65-74 II 55-65 D35 -54 MI 18 - 34 0 Under - 17 Demographics Population by Age -Gold Canyon 30.90% =ME ,52Z1,,,Ef(tqfY)agaa:23%9 I , 10/0 2E.Z.-11,97,1) / 23.52% 23.09%20.57% 1990 2000 2005(est)2010(est) II 75- O 65-74 11 55-65 O 35 - 54 • 18 - 34 O Under - 17 ri Workforce Characteristics Salary by Selected Occupation-Pinal County* Occupation # of Covered Employees - 10th Percentile Wage Weighted Average Salary Average Median Salary 90th Percentile Wage Professional Accountant 140 $32,094 $43,814 $41,540 $59,696 Managment Analyst n/a $24,539 $38,206 $28,207 $71,814 Programmer 30 $20,986 $37,529 $36,700 $55,414 Engineer 230 $26,265 $48,658 $46,348 $73,967 Retail Cashier n/a $12,181 $18,064 $15,841 $27,4221 Counter Clerk 40 $12,464 $21,940 $24,081 $34,182 Clerical Customer Service Rep.230 $16,961 $24,966 $24,733 $34,226 Data Entry Clerk 50 $18,382 $24,779 $23,427 $34,452 Executive Secretary 270 $22,873 $33,672 $32,435 $48,201 Accounting Clerk 30 $20,716 $27,073 $27,054 $34,446 Semi -Skilled Machine Operator 60 $18,265 $26,455 $25,654 $35,433 Skilled Machine Maintenance n/a $31,417 $45,883 $49,113 $56,222 Machinist 100 $22,661 $32,230 $31,610 $43,545 Welder 70 $18,523 $30,930 $28,226 $45,769 Technical Electronic Technician 30 $20,038 $29,602 $28,688 $39,873 Medical Laboratory Technician 60 $20,481 $30,066 $29,241 $41,730 Network Technician/Analyst 10 $40,253 $48,900 $49,861 $57,649 *2004 Numbers ri Economic Characteristics Payroll by Industry-Pinal County 4 - . „.'- ,r : '' . ..-..., ,"PINA ,tAry. Meiage Animal Payroll by Major Industry TitIc :'''_ Current Year PàrdI1.Number of Employees Mining ,.Job :First -Line Supervisors 2004 $586,900 10 Construction All Occupations , 2004 $38,287,370 1,310 Manufacturing All Occupations _ 2004 $62,245,160 2,390 Transportation & warehousing All Occupations 2004 $17,348,800 700 Police, Fire, & Ambulance 2004 $1,262,480 40 Wholesale Trade _Dispatchers All Occupations 2004 $17,592,480 760 Retail Trade All Occupations 2004 $91,859,230 5,090 Professional Services All Occupations 2004 $25,983,260 1,010 Educational Services All Occupations 2004 $126,093,030 4,130 Public Administration All Occupations 2004 $304,788,550 9,850 Total ,$686,047,260 25,290 Total Wages Paid Divided by Number of Employees $27,127.21 Economic Characteristics Employment by Sector Sector # of Establishments Employment Agriculture 11 85 Gmemment 9 1417 -Total, Nonagriculture Private Sector 681 7664 Mining 2 15 Utilities 2 37 Construction 108 598 Manufacturing 17 232 Wholesale Trade 28 93 Retail Trade 121 1964 Transportation & Warehousing 20 50 Information 6 43 Finance & Insurance 35 243 Real Estate & Rental & Leasing 50 193 Professional, scientific & technical services 36 65 Management of companies & enterprises 1 2 Administrative, support, waste management, remediation ser 30 310 Educational services 4 44 Health care and social assistance 39 423 Arts, entertainment & recreation 14 598 Accomodation & food services 68 1105 Other services (except public administration)91 543 Unclassified establishments 8 5 *2001 Numbers ri Infrastructure Overnight Delivery Services Fed -Ex Adobe Mail Center 10839 West Apache Trail Apache Junction AZ 85220 Hub Classification FedEx Authorized ShipCenter Latest Pick -Up Time 4:00pm[M-F] Earliest Delivery Same Day. Next Day Delivery Guarantee Yes Saturday Delivery Yes UPS Thunder Mountain Postal Center 300 W Apache Trail Apache Junction AZ 85220 2nd Site: 2114 W Apache Trail Apache Junction AZ 85220 Hub Classification Authorized Shipping Outlet Latest Pick -Up Time 3:00pm[M-F] Earliest Delivery Same Day Next Day Delivery Guarantee Yes Saturday Delivery Yes DIM Adobe Mail Center 10839 West Apache Trail Apache Junction AZ 85220 Hub Classification DHL Authorized Shipping Center Latest Pick -Up Time 3:00 PM EM -F] 10:00 AM [SAT] Earliest Delivery Next Day Next Day Delivery Guarantee Yes Saturday Delivery Yes United States Post Office 151 W Superstition Blvd Apache Junction, AZ 85220 Nearest General Mail On Site Latest Pick -Up Time 5:00 PM EM -F] 4:00 PM [SAT] Earliest Delivery Next Day Nearest Bulk Mail Facility On Site •ri 0 Infrastructure Industrial Profile The Apache Junction area has two (2) identified Private industrial parks. The first, Baseline Industrial Park, is a 60 acre parcel just south of and adjacent to U.S.60 which is fully improved and platted in one acre parcels and zoned primarily for light with a limited amount of heavier industrial uses.Currently this industrial area is 60% occupied. The second area, North Pinal Industrial Park, is a private 270 acre parcel one mile south of U.S. 60.This park is currently in the Pinal County and is surrounded by the City and State Trust Lands.This park is heavy industrial in nature and dominated by uses which require five or more acres.This park currently has limited infrastructure with services being extended as users develop in the park.This park currently is 20% occupied. Incentives/Development Infill Incentive District Plan •Criteria* The operation will otherwise improve or enhance the economic welfare or quality of life for citizens of Apache Junction The overall benefits which the City will receive from the applicant's project in the form of increased employment at a living wage, sales tax or generated investment in the community outweighs the economic costs to the City The use of incentives will assist to further develop the economy of the City The applicant's operation meets the overall goals for downtown redevelopment •Provisions** The property sought to be utilized and it's use is a legal conforming property and use, per the City of Apache Junction Zoning Ordinance The use is an eligible use under the provisions of this program The applicant has received all necessary approvals to proceed with the proposed development The applicant follows the appropriate recommendations in the City of Apache Junction's Design Guidelines & Dictionary The property to be developed, expanded or redeveloped meets all environmental requirements as well as fully meets all city requirements such as the dark sky ordinance, landscaping codes, parking and federal ADA requirements All properties should work towards becoming compliant, or make every effort to come into substantial compliance t I 1'•: Incentives/Development Infill Incentive District Plan -Meridian •Incentives to be provided: 11 Rebate of development fees, and/or rebate of any other fees requires to be paid in connection with the construction, expansion or redevelopment of a commercial project, including, but not limited to, planning and zoning fees, engineering fees, and building fees. m Expending City resources to conduct off -site public infrastructure required for the development of a commercial or industrial project m Assisting with regional retention and storm -water drainage issues Assistance with parking issues up to and including city participate in the development of parking structures a:1i I -r 10-11 oroocoro.co..* I • KO a CC -4 :OLIV • • l e O H I O S T Ca WI • cH-3 l /p O aCACTUS WREN 41.r - 871 I : CtatieCACAIY IIi • II— VSFSGIIIVIA T 1 El' W VIRGINIA S T cat W SCENIC S T IG Pt —3 C -.3/P D ,C11;ta11 63 -1214 _.—L —1- -—Er Niteikiiiiiss nt .4s.k1 L- C-3/po 1 168 Cl-1 /PO 1 168 W 4 Jti i L 'AT ›— CO. I - C,, THI AVE CC CCteC c=t LLA Gil Ft I i I , I C — rt-- a• 161_2=1_t=1/4 _KM %20k _ a c co Incentives/Development Infill Incentive District Plan -Central Apache Trail •Incentives to be provided: o All incentive provided to Meridian area o Assistance with lot acquisition o Provide improvements to adjacent residential neighborhoods o Adjustments in parking requirements as well as implementing of city parking program o Allowance for phased improvements to bring buildings up to code Incentives/Development Infill Incentive District Plan -Crossroads •Incentives to be provided: o Incentives 1 & 2 provided in Meridian o Property improvement programs to include access to low interest loans and architectural assistance o Adjustment in parking requirements as well as implementation of city parking programs o Reconfiguration of streets and/or traffic flow o Fully developing the public "streetscape" throughout the area o Allowance for phased improvement to bring buildings up to code o Assistance with business relocation and expanding costs o Provide storm -water solutions o Public Parking assistance up to and including parking structures and shared parking strategies juk ST 6 I I cc CA-3(MtVP0 Z ,o 1130 11.1 • G R754 - - - - - - a 11 t CR-5 1' •1, II cRip , „ . CF1-43/P0 T NIIT N ft I.0,--..JI - - - - - - - - - - - - II II c ' c I i 01:11, It I U r -4 3 t :I i ll I Ca -12 Ira r•t! 1—•' 695 ! - :6.a..12X4 A14.611.49..9A14! r..421 Business License Information What you need before license can be issued with City of Apache Junction: o Completed license application Completed Zoning o Compliance Information Form o Copy of State or Federal Certification o Copy of Pinal County Health permit (if applicable) Copy of valid State TPT License and additional forms and fees (if applicable) o If the company is a corporation; Complete list of officers as well as registered business address o Copy of Valid Drivers License or Arizona Photo ID o Business License Fee:$45.00 for 1st year • $35.00 renewal each year thereafter •Pinal County: o Health Permit: •Pinal County Health Dept 575 N Idaho Rd Apache Junction, AZ 85219 Business License Information Options in obtaining Transaction Privilege Tax (TPT) License: •Apply/Update in Person o Phoenix Office • 1600 W Monroe Phoenix AZ, 85007 • (602) 542-4576 o Chandler Office • 3191 N Washington Chandler AZ, 85224 • (480) 545-3500 o Other area locations call (800) 634-6494 o Mail TPT application or TPT update form to ADOR. It will take ADOR 4-6 weeks to process your application or update.(Your business license will remain on hold until your license or updates can be confirmed) P1 11_1= - Building Permits Number of Permits Issued by Month Apache Junction 2005 Month # of Permits 1 , January 70 July 62 February 82 August 78 March •81 September 75 April 74 October 130 May 93 November 93 June 86 December 125 Total 1,049 u p Utilities Arizona Water Co. 112 E 2 nd Ave Apache Junction, AZ 85219 (480)982-6030 Water Treatment •Rated Capacity (mgd): 2.3 •Average Daily Demand (mgd): 1.6 •Peak Demand (mgd): 2 •Cost per 1000 Gallons:$1.97 up to 10,000 gals/mo; $2.46 up to 25,000 gals/mo; $2.96 for 25,000+ •Water Connection Fee: $35.00 for 1" meter plus tax a., L 11.41 / '• /,•;! ' I l a r 4 V a '• ,x;.%/7//,';/;:4 •• //7///77 ,pnwp -;z4f.ma:•,/ • '% warn Rs0 r. 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W I 14 IS• la a I a I a l e •• Quality of Life Recreation - ITa;caav ©?A 0 a@h@ Juncothimo._, ',PAgAMEAR@ Eni, hom@ k EwaT-el vinnlingr,.L.--),.9 Pi!,Artz@Rt i @ p[iadcgT &jig @©Em;@.MG,eI 1 .,,ICI 'e glapgi t,iticEkitiourTgzo ©©[10 elcW Tr '--Jac _KT@I30e3m, eourises it hosted the C.-1_ 9 ,__ Mr ' Jac oste 0 th-e mycx1)9m e,a@ aciDgiciEhn pat@ Mg ,10[iag ©! DE] re effiV7 0ecaun@ .1m0reaee co]o .34110_0 LP@TA `lrahrrtame=200gb -ink4, .- ,, Pa a natant's hiolnakeitto--aticeviert griowilito;commit Wh© fitNOR@TitTaMon need cunly ook Ewig[fDi o kl@@e] ftpaphciv CDT@GD@Ora aae) cElluvon-FGI b)e) o Ar -zoRE RameAssam@ F@gbd-Figh)OthApAO • 11_,©@q co hoDER PAETEMii©RDRah) o 11_,©@it a/0mm Dez&F@bi o3 Dmia -,Pg&&pig titim FAcmEMIEtodNET@h 22n@AM o C=d,500©weeH F@ewelOcCM ff th Atip ertstiti@m-H©w@mbw UMW/ . 1 Cou IN; ciOn'tryw = N M me_4‘._. -4'4)ntor,s,$4,we Quality of Life Education • The Apache Junction area is served by the Apache Junction Unified School District along with 2 private schools and 4 charter schools. • Apache Junction Unified School District o Elementary School Enrollment: 3,424 o High School Enrollment: 1,646 o Student -Teacher Ratio: 17.88:1 • Spending per student:$5,645.00(excluding Admin) m Quality of Life Education -Test Scores 8th Grade Standard Achievement •Test Results AIMS Test Name AJUSD Arizona Mathematics %Met Standards(AJ)55% . 48% %Exceeded Standards(AJ)11%13% Reading , %Met Standards(AJ)70%57% %Exceeded Standards(AJ)7%.7% Writing %Met Standards(AJ)86%77% %Exceeded Standards(AJ)0%2% I 1 MLLE Quality of Life Education -Colleges •Central Arizona College o 273 East Old West Highway Apache Junction, AZ 85219 o Enrollment: 206 Full -Time, 698 Part -Time o Tuition:$47.00 per Credit(Resident) •ASU Polytechnic o 7001 East Williams Field Road Mesa, AZ 85212 o Enrollment: 1479 Full -Time, 3386 Part -Time o Tuition:$4,301.00(Resident) •Mesa Community College o 7110 E. McKellips Rd Mesa, AZ 85207 o Enrollment:1454 Full -Time, 2182 Part -Time o Tuition:$60.00 per Credit(Resident) •Chandler Gilbert Community College at Williams Gateway •University of North Dakota (Tower Operator and Aeronautics) •NAU at Central Arizona College Sources •Pinal County Government •City of Apache Junction •U.S. Census •Apache Junction Chamber of Commerce •City of Apache Junction •Arizona Dept. of Education •Sky Harbor International Airport •Williams Gateway Airport •Arizona Workforce informer •Central Arizona College •Mesa Community College •ASU Polytechnic •Apache Junction Unified School District E.D.A.P.T. Member Contact List: (Names in bold are original members) Team Members:Organization/Title George Parker Office Max Dave Waldron Former Council Member Jim Nelson SRP Jim Rounds Elliot Pollack & Associates Dave Burden Can -Am Dr. Greg Wyman AJUSD Dean Bob Salmon CAC -Superstition Mtn Campus Jim Davis Gold Canyon Bank Jan Gradle AJ Pediatrics Christy (Johnson) Moore CAAFA Kelley Kimble Judy Holder Insurance Roy Somaiya Best Western -Gold Canyon Dr. Al McHenry ASU Polytechnic Mike Shubic Shubic Marketing Chief John Flynn Apache Junction Fire District Nikki Jo Brown •SRP Rayna Palmer,•AJ Chamber of Commerce Bill Sandry BPON (Business & Property Owners) George Hoffman City of Apache Junction Ken Simpkins City of Apache Junction Amy Malloy City of Apache Junction Steve Filipowicz City of Apache Junction ** Staff Support Ruth Giese City of Apache Junction ** Staff Support Evie McKinney City of Apache Junction " Staff Support Janine Hanna-Solley City of Apache Junction ** Staff Support Last modified 11/05/07