Council Goals

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VISION

The City of Redmond will be a model for Northwest communities by being innovative in the creation of a high quality of life, ample family wage jobs and a safe environment in which to raise and educate families.


MISSION

The Mission of the Redmond City Council is to create and maintain community livability.

View printable (pdf) version of Council Goals

IN SEEKING TO FULFILL ITS VISION, THE REDMOND CITY COUNCIL SETS GOALS FOR 2016-2017 IN NINE CATEGORIES:

 

1.   SUSTAIN OPERATIONS

 Provide or enhance current levels of operations in all facets of municipal service delivery.

 A.   Provide critical and necessary services for the entire City.

i.    Provides critical and necessary Police services to the City by investigating crime and accidents, arresting law violators, addressing traffic issues through enforcement and educational efforts.

ii.    Provide City water and wastewater operations to meet or exceed public health standards.

B.   Increase the efficiency and/or effectiveness with which the City provides public services.

i.    Continue exploring the potential of increasing efficiencies and economies of scale through the sharing of services and resources with other public agencies.

ii.    Endeavor to ensure that all enterprise activities (water, wastewater, stormwater, airport, golf, and community development) earn sufficient income to meet operating expenses including capital maintenance and replacement.

iii.   Take continual steps to make City services more user/business friendly.

iv.   Continue to seek and achieve efficiencies through the acquisition and implementation of new technologies.

v.   Incorporate strategic use of technology, social media, the internet and other tools to inform and communicate with citizens and stakeholders.

vi.   Seek opportunities to strategically use City capital assets such as buildings and properties.

vii.  Improve the energy independence of City owned facilities and transportation fleet operations. Develop short and long-term strategies for increasing energy efficiency and utilizing renewable resources.

 C.   Explore opportunities to augment revenues to support existing operations.

 i.    Continue to explore opportunities for the creation of a permanent revenue source to support infrastructure maintenance

ii.    Aggressively seek grant funding offered through state and federal programs.

 D.   Establish and adhere to best practice and sound financial policies associated with operating contingencies; fund balances/reserves/ debt service ratios; and other metrics as needed.

 i.    Maintain sufficient fund balance/reserves in the General Operating Funds and enterprise funds to accommodate cyclical cash flow needs as well as a reasonable contingency for unexpected financial liabilities.

ii.    Ensure that the City can remain healthy during downturns in the economy.

 E.   Prioritize municipal services to match community needs and desires with available funding.

 F.   Take necessary actions to enhance and maintain the credit rating of the City and its affiliated entities.

 G.   Manage financial affairs in a transparent, responsible and consistent manner.

 

2.   EFFECTIVE STEWARDSHIP AND EMPLOYEE INVESTMENT

 Cultivate a work environment which acknowledges employees are our most valuable resource.

 A.   Foster productivity, learning and growth, and recognize employees as the foundation of success.

i.    Compete as an employer of choice by promoting an environment that retains and attracts a diverse, highly qualified and motivated workforce by offering training/career development, leadership opportunities and other motivating challenges.

ii.    Maintain positive, productive and collaborative labor relations.

iii.   Assure employment contracts are fiscally sustainable.

iv.   Create a strategy and internal structure for succession planning that supports the long term success of the organization and its employees.

v.   Celebrate success and staff achievement.

 B.   Maintain a clear strategic direction and policy guidance as a foundation for a creative, innovative and efficient work environment.

i.    Commit to clear and collaborative lines of communication between City leadership and City Council.

 ii.    Support an organizational culture of collaboration, performance, accountability and teamwork.

 iii.   Look for opportunities to improve efficiency through appropriate delegation of decision making authority.

 

3.   PRESERVE AND ENHANCE THE CITY’S INFRASTRUCTURE

Preserve and enhance the City’s infrastructure to position the City for future growth.

A.   Endeavor to adequately maintain the City’s roads, utility infrastructure, parks and pedestrian/bicycle infrastructure.

B.   Maintain a 5-year Capital Improvement Program which drives decisions and is updated annually through a public process.

C.   Support efforts to continue the Redmond/Evergreen rehabilitation project.

D.   Leverage General Fund revenues by exploring resource development opportunities, grants and other sources of revenue, particularly from private foundations, state and federal government agencies, to address gaps in the City’s infrastructure.

E.   Continue to develop the City’s backbone infrastructure pursuant to the priorities identified in the City’s infrastructure systems plans.

F.   Continue to renovate City facilities and infrastructure to ADA standards through a prioritized ADA Transition Plan. Ensure that plan development and implementation is facilitated in cooperation and with input from the disabled community and the general public.

G.   Collaborate with ODOT in planning and design for the South US Highway 97 improvement project.

 

4.   ECONOMIC DEVELOPMENT

 Develop and maintain an environment that promotes and supports a strong, healthy and diverse economic base.

A.   Help existing businesses within the City grow and thrive.

i.    Implement business assistance programs based on annual needs assessment surveys.  Work with partners to provide the necessary programs to respond to the needs as resources allow.

ii.    Enhance and market the connection between the business community and the related services provided by Central Oregon Community College’s (COCC) Technology Education Center, Redmond Economic Development, Inc. (REDI), Redmond Chamber of Commerce, and State agencies.

iii.   Explore the development of a comprehensive entrepreneurial incubator and accelerator programs for new and existing business development.

iv.   Develop a recognition program which awards long-standing Redmond businesses that are important contributors to our economy and community.

B.   Help create and foster new businesses.

i.    Encourage the creation of local businesses.

ii.    Continue to implement the 2012 Council adopted Redmond Development Plan: A Long Term Economic Vision for Our Community, with community, regional and state partners, to ensure that Redmond is a well-balanced and attractive community for businesses, employees and families, attracting entrepreneurs and new business interests.

iii.   Work with REDI, EDCO and other partners to facilitate new business development in Redmond.

iv.   Partner with higher education institutions, and medical/research centers to drive target industry cluster competitiveness, technology commercialization and innovation that support job creation.

v.   Market Redmond as a community dedicated toward promoting a healthy business environment with businesses that provide living wages.

C.   Maintain Redmond’s reputation as “the place to do business in Central Oregon”.

i.    Provide incentive programs that are competitive regionally and nationally, and targeted towards those businesses that benefit the community the most.

ii.    Ensure an adequate supply of planned commercial and industrial land.

iii.   Provide well planned, maintained, high quality infrastructure which create competitive advantages for business and community growth. Explore opportunities to offset infrastructure costs with state and federal resources.

iv.   Partner with education and workforce institutions to increase access to quality job opportunities and ensure that the region has a well-trained workforce with technical and management-level talent capable of meeting the needs of cluster firms.

v.   Pursue opportunities to highlight the merit of technical learning in local high schools and other forums.

D.   Invest in infrastructure on key opportunity sites which facilitates commercial and industrial site readiness.

i.    Take necessary steps required to increase water and sewer service to strategic lands which are currently unserved or underserved.

E.   Support the expansion of educational opportunities.

i.    Continue to strengthen the City’s relationship with the Redmond School District, the Redmond Proficiency Academy, Central Oregon Community College, and other educational institutions.

ii.    Support the expansion, relocation and/or creation of new institutions of higher education (four year and above) into the Central Oregon region.

 

5.   REDMOND AIRPORT / ROBERTS FIELD

Establish Redmond Municipal Airport as the best airport of its size in the country.

A.   Promote business activities on airport lands located inside the fence line.

i.    Attract aviation related businesses to airport property within the fence line.

ii.    Implement leasing strategies which are flexible and attractive to tenants yet comply with FAA and TSA requirements.

iii.   Continue to aggressively pursue physical improvements to airport facilities, increase amenities and enhance the customer experience.

iv.   Continue to pursue State, FAA and other funding for development, expansion and preservation of the Airport’s physical facilities, including the extension of Runway 4-22.

v.   Secure funding for an Airport Master Plan update which coincides with the development of a strategic plan for the airport.

B.   Maximize the development potential of airport lands located outside the fence line.

i.    Prepare a specific strategic plan for developing and marketing airport properties.

ii.    Ensure long term relationships with property developers contain enforceable benchmarks and performance measures.

iii.   Examine existing plans to determine viability of bringing water, sewer, and other necessary utilities, to undeveloped and unserved airport lands.

iv.   Pursue the relocation of the Central Oregon Interagency Dispatch Center to land adjacent to Roberts Field.

C.   Provide exceptional air service opportunities.

i.    Actively work with the Central Oregon Air Service Team (COAST) to market the airport and the region to attract new commercial air carriers, and new and expanded routes.

ii.    Successfully manage the construction and public participation of the airfield closure resulting from the reconstruction of Runway 4-22.

iii.   Encourage regional cooperation to create a sustainable air service development funding strategy that could provide necessary incentives to attract additional commercial air carrier service.

iv.   Continue to market the airport as an asset to commercial aviation businesses other than passenger carriers.

v.   Use the Airport terminal and other opportunities to promote City of Redmond amenities and attractions.

 

6.   COMMUNITY ENHANCEMENT

Create an image and identity that generates a sense of community pride, ensures a high quality of life and safety for our citizens, and attracts new residents and businesses and facilitates opportunities for success.

A.   Improve and beautify City facilities through volunteer efforts.

B.   Continue to improve the quality and amenities of Redmond neighborhoods.

C.   Support the use of public participation and community engagement in public policy decisions.

i.   Continue to develop new and better ways for public outreach and public participation.

ii.    Continue efforts to recognize and celebrate the work of the volunteers who serve on City Committees and Commissions.

iii.   Provide appropriate staffing and resources for the City’s committee/commission structure.

D.   Continue to beautify the major transportation corridors within the city.

E.   Continue to plan, promote and develop bicycle and pedestrian facilities.

 

7.   COMPREHENSIVE PLANNING

Enhance the quality of life in the city through adoption of programs, policies, and standards that balance growth while maintaining its unique character.

 A.   Promote quality development.

i.   Continue to incorporate the Great Neighborhood Principles in both new development and infill development.

ii.   Review and drive livability goals for design requirements in residential and commercial development in Redmond.

B.   Support orderly annexation from Urban Growth Boundary.

C.   Update the Comprehensive Plan and associated plans that meets the City’s long term development goals as resources allow.

D.   Continue to work with partners on Emergency Management and Preparedness.

 

8.   REGIONAL COOPERATION

Recognize that Central Oregon as a whole is stronger than the sum of its individual parts and regional relationships are critical in Redmond’s planning and decision making process.

A.   Continue to participate in and support the work of the Central Oregon Cities Organization and League of Oregon Cities.

B.   Maintain and strengthen Redmond’s relationship with Deschutes County and other regional communities.

i.    Coordinate emergency planning and preparedness exercises which require mobilization of facilities such as the Redmond Airport.

ii.    Participate in Cascadia related emergency planning and preparedness.

iii.   Support countywide recreation initiatives through partnerships with the Redmond Area Park and Recreation District.

iv.   Examine opportunities to create a stronger connection between Fairgrounds activities and Redmond.

C.   Maintain and strengthen Redmond’s relationship with State activities and partnerships.

i.    Strategically promote the placement and appointment of Redmond representatives to state and regionally significant committees.

ii.    Strategically promote Redmond priorities and initiatives to appointed and elected state officials and statewide committees.

iii.   Maintain Council liaison assignments and advocacy on the Central Oregon Area Commission on Transportation; the Central Oregon Cities Organization; the Central Oregon Council on Aging; the Central Oregon Intergovernmental Council; the Deschutes County Fair Board and Fair Association; Deschutes Water Alliance; Economic Development for Central Oregon; Greater Redmond Historic Society; Housing Works; the League of Oregon Cities; Local Officials Advisory Committee; Local Public Safety Coordinating Council; Neighbor Impact; Oregon Mayors Association; Redmond Area Park and Recreation District; Redmond Chamber of Commerce; Redmond Economic Development, Inc.; and the Redmond School District Board.

D.   Participate in the activities and groups which are addressing water related issues affecting the Deschutes River Basin.

F.   Provide continued leadership and participation in the TRIP 97 Partnership to develop a corridor improvement plan and evaluate mechanisms to plan, prioritize and fund regional transportation system improvements to the US 97 corridor.

G.   Seek and utilize State and Federal economic development programs and grants.

9.   URBAN RENEWAL

 Invest resources to encourage new business investment in designated blighted areas that will grow the job base and strengthen and diversify the tax base in that area.

A.   Maintain and manage resources to ensure consistent program delivery and sufficient financial resources.

B.   Downtown Urban Renewal Plan: Create a readily identifiable city center that is vibrant with a mixture of offices, specialty shops, entertainment, family amenities, housing and other commercial uses.

C.   Make strategic investments in selected infrastructure projects which are expected have a strong, demonstrable, positive impact on job creation and private investment.

D.   Support catalytic projects through programmatic tools which maximize private investment and leverage urban renewal resources in order to grow the tax base.

E.   Evaluate whether other blighted areas within the City, with potential for job growth and redevelopment, would be appropriate for an additional urban renewal district.

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