voter-approved Bond 2019 multi-use sports fields project in the Bell Road area
has not started.
Fact: The multi-use sports fields project began in April 2020 and is underway.
This multi-phase, multi-phased project started in April 2020 when
the City Council hired a design consultant to begin evaluating the field
locations and provide options for each site for the first phase.
Although design work is underway, land acquisition is needed to
complete the full project.
Up to 13 full-sized multi-use sports fields will be built along
the Bell Road Corridor to meet the increased demand for lighted sports fields
in the community, create the ability for Scottsdale to host larger tournaments
and increase revenue.
These sports fields will be used as parking for special events for
a few weeks each year to replace temporary parking lots on Arizona state land
that will become unavailable as the land is sold.
In the initial phase, design work is 30 percent complete for both seven
of the multi-use fields and the creation of a lake at the city-owned community
park at DC ranch which will use reclaimed water to provide irrigation for this
Solicitations for construction have been published; one for field
construction and one for construction of the offsite irrigation system.
The City Council
nominates candidates from the resident applications submitted; at a subsequent
Council meeting, candidate answers to three questions are reviewed and those
who get the most votes are appointed.
By the end of
October there will be new appointments to over 15 boards and commissions; some
may be appointed to a second term. .
applications must be received by Oct. 30.
is required for all new appointees and annually for each appointed
Statement: Scottsdale Center for the Performing Arts season has been suspended.
Fact: Although the facility is closed temporarily to stop the spread of COVID-19, it will be open for in-person events starting in late September.
The Scottsdale Center
for the Performing Arts installed strong HVAC filters-Ionic air purifiers
and UV air scrubbers, and follows safety
protocols, Personal Protective Equipment (PPE), and reduced seating.
The Center is
part of Scottsdale Art, which includes the Scottsdale Museum of Contemporary
Art (SMOCA) as well as public art, learning and innovation programs, the
Scottsdale Arts Festival and Canal Convergence.
Scottsdale Art’s offering and experiences have been available throughout the
six-month facilities closure; others are transitioning to safe openings.
SMOCA has new
artwork on view outside its building.
challenge for the new City Council will be to understand what has happened in
the past, what is truly happening in the economy now, and what the real assets
and inadequacies of the community are so that it can boldly develop ways to
re-invent the Scottsdale of the future.
By Don Henninger.
Those thoughts from Don Hadder, a SCOTT contributor, should be the central theme of this year’s campaign for Scottsdale mayor and City Council.
and respect the city’s past, recognize the city is at a critical economic
crossroads that will determine its financial fate long into the future, and
create a vision and new ideas for ways the city can progress and sustain the
high standards we have come to expect, including great amenities and low
heritage and charm of the six-acre “Historic Old Town,” the creativity and will
power to build the Indian Bend Wash, the willingness of residents to invest $1
billion to create the McDowell Sonoran Preserve, which protects more than 45
square miles of the city.
are among the achievements and qualities of the past that benefit us today. There
are others. The widening of Hayden Road, the development of the “Cure Corridor,”
the airport and the creation of economic power centers in the broader downtown
and Airpark areas.
next? What are we going to do to enhance that legacy?
19 has muddied the city’s financial future. Tourism and its revenue dominoes are
tumbling. The city is facing an economic downturn deeper than the Great
Recession of 2008.
that time, Jim Lane was just beginning his first term as mayor. Among the
strengths he brought to the office was his financial acumen, based on years of
finance work in the private sector.
out the timing was good from a financial perspective. As his third term comes
to an end, he gets credit for helping the city recover quickly from the recession
and stay healthy over his 12-year reign. If it weren’t for COVID, the city would
be in solid financial shape for his successor.
With Lane leaving in a few months – coupled with the retirement next month of city treasurer Jeff Nichols – our new leaders, mayor and council members alike, will need a thorough understanding of the financial issues they’ll face through this fiscal turbulence
may be the city’s weak spot.
group of private- and public-sector leaders along with the Morrison Institute
at ASU issued a groundbreaking report at the beginning of the century that
challenged everyone to come up with a vision for the city. Twenty years later,
the issues largely are the same but there still is no consensus on where the
city should be headed as it nears buildout and enters a stage of redevelopment
in key areas.
is the next big idea for the city? What is the vision?
takes creativity, courage and perseverance to rally people around a vision;
it’s much easier to find fault than it is to lead. It’s time to show more
leadership. It’s time to develop a path for Scottsdale to recover its financial
moxie, to build out it final 15,000 acres and to make downtown, McDowell Road,
the Airpark and Bell Road corridor economic engines that will support our
quality of life and low tax structure.
current work to finally update the city’s General Plan is not the vision. It’s
a tactical exercise, though it could offer suggestions to prompt our leaders to
start thinking big with an understanding of what might satisfy and unite residents.
And that’s where residents step
Challenge the candidates to respect our past, to understand the fiscal challenges
of today and to create a vision for tomorrow.
We all can get started on that by voting in the general
election for mayor and council candidates who espouse the vision and values to
move Scottsdale forward.
As detailed in the first part of this series, transportation is the lifeblood of our society and it is in everyone’s interest to have systems that are effective, well run and safe.
In Scottsdale, like any dynamic urban environment, the transportation system will never be perfect, yet we should always work toward achieving that goal.
As we look forward, numerous challenges and opportunities are appearing ‘over the horizon’ that we should plan for:
–Maintaining and replacing our transportation facilities
Most construction materials are rated for a 30- to 50-year lifespan. This suggests that after three to five decades, all we have built begins to deteriorate. This is true of transportation facilities as well as utilities, buildings, parks and related products and equipment.
Technology has an even shorter life. Proper and regular maintenance of transportation facilities can extend their life, but eventually they will need to be rebuilt or replaced. For much of Scottsdale’s existence as a city, its facilities have been relatively new. And in most cases, the standards used for their design and construction were at or above usual practices and provided longer effective life.
Scottsdale now is approaching 70 years as an incorporated community and much of its transportation infrastructure is more than 30 years old. Will we age as gracefully as idyllic New England towns?
There is an increasing need to start rebuilding and replacing our transportation infrastructure. It is important that the community have an accurate inventory of these facilities, their current condition and their rate of deterioration. Also necessary is a long-term plan for the design, construction and financing of rebuilding the infrastructure. In many cases there are “fixes” that should be included, such as drainage facilities, water and sewer facilities and other co-located public infrastructure.
The magnitude of this extensive rehabilitation needs to be known for decisions and scheduling to occur before it becomes overwhelming. Fixing only what collapses now increases the magnitude of the problem and the ultimate cost. As was recently discovered with the Drinkwater Boulevard underpass at the Civic Center and the 68th Street bridge over the Arizona Canal, this can become a critical matter of public safety and can have impacts on businesses and neighborhoods that are difficult to manage.
–Another major issue is that recognizing Scottsdale’s location within the Phoenix metropolitan area, there is a substantial amount of traffic that drives through the city or comes and goes into the far ends of the Valley.
In one-on-one surveys with business owners in the 2000s, we found that the bulk of employees in the Airpark area came from outside of Scottsdale. One business had a majority of their employees come from either Anthem, in the far north end of the Valley, or Queen Creek, at the opposite end of the Valley. Another business had a majority of their employees coming from the Glendale and Peoria area.
A large portion of Pima Freeway traffic in Scottsdale is pass through. This is also true of many internal roads, including portions of Scottsdale, McDowell, Thomas, Indian School roads, and Shea and Dynamite boulevards. This traffic cannot be controlled directly by Scottsdale and is difficult to accurately forecast.
Furthermore, there are processes in motion that will change where this traffic comes from and will add to the overall demand. For example, notice the businesses in Phoenix or on the Salt River Pima-Maricopa Community that have “Scottsdale” in their names and use our streets. These businesses benefit without providing property, sales or fuel tax revenues.
Another example is the Sonoran Parkway in Phoenix, which is actually a downgraded extension of the Loop 303 Freeway. This will connect into Dynamite Boulevard and link the north end of Scottsdale and points east to the Black Canyon Freeway and the West Valley.
And there also is the area of Phoenix bounded by the CAP aqueduct, and Scottsdale, Cave Creek and Jomax roads. About 100,000 homes and 15,000,000 square feet of commercial development have been approved. This would equal a city half the size of Scottsdale. Again, driving on our streets without providing tax revenue for their widening, maintenance and repair.
In addition to Scottsdale not being able to control the zoning and planning in adjacent communities, it cannot control the streets in adjacent communities. For example, the disconnection between Greenway Road, east of Scottsdale Road, and Greenway, west of Scottsdale, is ludicrous, creating a forest of traffic signals where only one should exist. It is important for Scottsdale to be aware of these impacts and changes and to seek regional collaborative planning, decision-making and financing. The management of the transportation corridors on and near our borders is critical to our travel within our city.
–On the horizon are possible changes in the vehicles we use that could also affect how we manage transportation facilities.
Although the initial attempts for self-driving vehicles have not yet been successful, there is too much promise and investment for this concept. Eventually, perhaps in the next 10 years, self-driving vehicles will replace human-driven vehicles, just as automobiles replaced horse-drawn carriages. The first horseless carriages and the first airplanes were not instantaneously perfect. (The first self-propelled car was built in 1769, more than 100 years before Henry Ford built his first car. The first winged aircraft was also constructed 100 years prior to Orville and Wilbur Wright’s first flight.)
Such autonomous vehicle technology will provide for more efficient use of roadways by reducing conflicts and optimizing vehicle separation. Statistics reveal that 94 percent of vehicle crashes in the United States are caused by human error. Self-driving cars will eliminate these collisions. Autonomous semi-trucks have been driving regularly between Phoenix and Tucson for over a year.
There are other considerations that would have more radical effects on our communities. One is that those who otherwise are mobility-restricted by various physical limitations would be able to go to their desired destinations without depending on other people. This would achieve a level of independence and choice that has not been available to them. For many, the restrictions on mobility would be at the origination of their trip and at the destination. This would heighten the need for accessible homes, stores and places of business.
The other ramification would be a great reduction of the need for parking spaces – although dedicated to drop-off and pick-up functions would be necessary. The growth of vehicular travel may no longer depend on personally owned vehicles, which could either mean less or more need to create more lane miles of roadway.
–There is an ongoing trend for vehicles that are not propelled directly by engines fueled by petroleum products. This likely will result in a major dilemma regarding the financing of roads and highways.
For decades, fuel taxes have provided a major portion of the funds for road and highway construction and operations. As the proportion of petroleum fuel-based vehicles decline, traffic on our roads and highways will not decrease. On the contrary, traffic likely will continue to increase. This will create a need to develop new funding mechanisms for the construction and operation of roads and highways. This will not be easy. Those who drive electric vehicles have been able to avoid paying fuel taxes and have been contributing at a lower rate than other vehicles on the road.
It will be critical that the public is fully aware of this deficiency. Whatever solutions are developed must be understood, fair and relatively easy to implement and collect. Solutions include increased sales, property or income taxes; toll roads; and miles driven fees. There also will need to be full transparency in how these funds are used to improve and maintain our roads and highways. This will be a critical issue at all levels of government.
–The evolving economy of the 21st Century is one that relies on flexibility, resiliency and adaptability as change is becoming more continuous and less predictable.
This is translating into employees who want to be able to relocate quickly. Many people of all ages prefer enjoying experiences over accumulating possessions and property. Many desire the opportunity to change their choices without undue burden. This is translating into transportation systems as well. Many young employees either do not own a vehicle or are delaying the purchase of one. They are tending to locate where transportation options are readily available. Similarly, many tourists and conference attendees wish to travel to locations where they do not need to drive or rent personal vehicles, where convenient pleasant public transportation exists.
The current pandemic may be slowing this trend to a degree, but the trend toward less dependency on individual vehicles is deep enough, it will likely continue and become dominant in the next decade.
The ramifications for Scottsdale are that to attract quality young talent and tourists, there will need to be more transportation options available across more of the community. This may also mean differing choices of preferred transportation modes through the week or season – as well as by purpose. The marketplace may be able to provide some of these options, but it is most likely that local and regional government agencies will need to participate in a strong manner.
This is an evolving condition that will require ongoing and regular data collection and analysis, and most importantly, a willingness to experiment with new ideas and products. Critically, public agencies and the general public will need to tolerate such actions, if they are not completely successful. Both the public and public agencies will need to be prepared to devise and attempt other solutions.
For example, some cities have abandoned their local bus systems and have paid ride-share companies similar to Uber and Lyft to provide door-to-door service. Vouchers can be provided for people needing this service – similar to vouchers used currently in Scottsdale and other Valley cities. Driverless six to 10-passenger shuttles have been implemented experimentally in Peoria and elsewhere. In this type of changing condition, waiting could put a community so far behind that it may not be able to catch up.
There are many challenges facing Scottsdale regarding transportation and there are not always obvious and ready solutions available. Scottsdale will need to be aware of the changes occurring in transportation systems and public demand. City officials and citizens will need to be prepared to do things differently than what has been done in the past.
This will require the active participation of many groups and interests across the community and will require strong public communication and commitment to solutions. Simply pretending the past will be the future is both counter-productive and silly.
Don Hadder is a retired city planner, long-time resident of Scottsdale and a local historical resource.
Statement: There is no oversight of Scottsdale’s voter-approved 2019 bond projects.
Fact: The city’s Citizen’s Bond Oversight Committee is made up of seven Scottsdale residents whose role is to make sure city bond projects, contracts and spending are progressing properly.
• This committee provides citizen oversight of the city’s
• It’s in place to provide safeguards and make sure the
city is spending voter-approved money properly and wisely.
• The committee received reports on the city’s progress
in implementing the bond program, reviews any proposed projected changes, asks
questions and provides comments that go to the city council.
• Ten of the 58 projects are in progress, per plan, as
of Aug. 27: Three in Parks, Recreation and Senior Services, two in Community
Services and Infrastructure and five in Public Safety and Technology.
It is not business as usual for the city of Scottsdale and won’t be for a long time to come.
Two of the city’s largest revenue sources – tourism and retail sales taxes – are in a deep hole, and it may take years for businesses in those sectors to dig their way out. Some never will.
As August ends, the City Council returns to work and the campaigns for mayor and council hit a fever pitch, what should we expect as city residents?
Here’s one idea, and it’s not a lot to ask. We need our leaders – and those who want to be our leaders come January – to acknowledge the challenges and move forward with open minds. They need to be open to change.
The city’s dynamic and fiscal conditions are upside down from where they were when the year started. When we recover – who knows when – from the COVID pandemic, we will not suddenly return to conditions that existed before the virus invaded our lives. The city’s revenue sources, our lifestyles and our schools all will be substantially changed, perhaps permanently.
The city’s revenue lifeblood – tourism – has been hammered. Hotels and resorts are now running at 30 percent occupancy levels and insiders’ best guess is that may improve to 50 percent over the next couple years. Fifty percent. Couple of years. That’s hard to swallow.
Bookings by groups, critical to this industry, may never return to the levels the industry has relied on for so long.
And then comes news that Scottsdale Fashion Square, the sales tax bedrock of the city’s core, is facing serious financial challenges. Macerich, its owner, is working to make good on $6 million in deferred loans for the mall, which was the victim of terrible timing. First it spent $200 million in a luxury makeover that made it one of the premier malls in America. Then COVID shut down shoppers’ traffic and looting and rioting on May 30 caused millions of dollars in damages.
There’s every reason to believe the mall, which generates 70 percent of the sales taxes downtown, will eventually recover. But still in doubt is the future of in-store retail sales overall due to changes in shopping trends fueled by technology and the increase in online retailing. The COVID disruption accelerates those trends.
Over 40 percent of Scottsdale’s revenues comes from sales taxes, which is why property taxes have remained low. The city’s fiscal dynamics have fundamentally changed, and that should change the way our leaders look ahead.
Now is the time to refocus on priorities. The previous hot buttons of height, density, transit, parking and even the failed Desert Discovery Center — all still being used in campaign platforms – should be in put in the rear-view mirror and put to rest. It does no good to dwell on the past.
The evolution of downtown is vital. What does that look like? We need leaders to talk about how they are going to recruit private-sector investment downtown. We’ve heard enough already on what they want to prevent from happening. It should be about what they want to start; not what they want to stop.
What other parts of the city could be centers of employment, education and healthy growth that fits the character and high standards we expect in Scottsdale? Who’s talking about that now? Who’s leading that vision?
The council’s approval this week to invest in Axon’s plans to expand its headquarters in the city was encouraging. It means quality jobs and a source of significant tax revenue for the future. The fact that the council voted 7-0 is even more impressive.
That positive collaboration and willingness to invest in the city’s economic infrastructure is critical now and into January when new council members take over.
We need to know how our leaders plan to move the city forward in conditions that will be more challenging than ever. Potential investors in the city should be embraced and encouraged to present ideas that are can be vetted in public view and approved when appropriate.
We like to say Scottsdale is open for business. We better make sure we mean it.
Statement:Scottsdale’s property taxes are higher than other Valley cities.
Fact: Scottsdale’s property taxes are among the lowest in the Valley.
• Property taxes in Scottsdale are less than those for Chandler, Glendale, Mesa, Phoenix and Tempe.
• Of each dollar in property taxes paid by Scottsdale property owners, 49% is attributable to education; 16% to community colleges; 19% to Maricopa County; 6% to special districts; 5% to the Scottsdale general fund; and 5% to pay off bonds issued by Scottsdale.
• Primary property taxes are used by the City of Scottsdale to pay for city services and operational expenses and comprise about I0% of Scottsdale’s General Fund operating budget.
• Secondary property taxes based on limited assessed property values ore restricted to pay debt service on voter-approved general obligation bonds for such things as parks, libraries. streets, and police/fire stations.
Statement: Historic Old Town Scottsdale includes Scottsdale Fashion Square.
Fact: Scottsdale Fashion Square is in the area
designated as “Old Town Scottsdale.”
“Downtown Scottsdale” is commonly confused
with what is called the “Historic Old Town District” of downtown Scottsdale.
“Downtown” runs from, and includes, Scottsdale
Fashion Square on Chaparral on the north to Earl Drive on the south; and, more
or less, runs from 68th Street on the west to Miller Road on the
east. Source: City of
Downtown consists of ten districts, but,
because of a “character area plan” adopted several years ago, it is commonly
referred to as “Old Town.” “Old Town,”
however, is not the same thing as “Historic Old Town.”
Downtown (aka Old Town) consists of
approximately two square miles out of the 185 square miles (or about 1,280
acres of the 118,000 acres) that make up the city.
Historic Old Town consists of approximately 4
– 5 acres.
In 2015, based on presentations made to the
City Council, Fashion Square produced about 70% of the sales tax revenue
generated in the Downtown while only about 6% was generated by Historic Old
The development projects proposed for the
Downtown in 2019-20 did not include Historic Old Town, but, rather, other parts
of the Downtown.