HomeMy WebLinkAbout07 Strategic PlanCity Wide Strategic Plan
Adopted by City Council
May 24, 2007
Resolution No. 1143
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TABLE OF CONTENTS
Introduction
About Central Point (History Map)
Purpose/Importance of Strategic Planning
Process (SPOT Map)
Mission, Vision, Values
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2
6
Strategic Priorities, Goals & Actions (Vision Map & Goal Map) 8
What's Next 18
Participants 20
Steering committee
Workshop participants
Committee participants
Appendix 22
SPOT Analysis (Strengths, Problems, Opportunities, Threats)
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INTRODUCTION
About Central Point, Oregon
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The City of Central Point is a fast growing, friendly, and welcoming community
with numerous development opportunities, civic pride, and a responsive city
government.
The last 10 years have brought many changes to Central Point. Growth has been
evident with new businesses, new parks, new commercial and residential
developments, and new recreational opportunities. Anew City Hall and Library
opened, and the City can now claim over 300 businesses, 5 banks, and 3 new
hotels. The population has grown to 16,500, making Central Point the 3rd largest
city in Jackson County. It has maintained its family orientation, and strives to
preserve its "small town feel".
Central Point's economy is based primarily on transportation, education,
agriculture and tourism. And now, a new concept in development is taking place
at Twin Creeks, a community that will encompass nearly 200 acres with up to
1500 new homes, row houses, apartments, office and retail, parks and open
space.
The citizens and city government are invested in providing opportunities for
people to gather and get to know one another. Friday Night Festival during the
summer months, the 4t" of July Parade, Labor Day Music Festival, and summer
evening films in the park, all offer occasions for people to get together.
Recreational opportunities abound in and around Central Point, from hiking the
Table Rocks, bicycling the Bear Creek Greenway, floating the Rogue River,
skating at the Joel Tanzi skate park, or enjoying one of the 12 City parks.
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All of these factors lead to the "Blue Ribbon Lifestyle" everyone enjoys in Central
Point, the Fair City!
Purpose and Importance of Strategic Planning
"If we could first know where we are and whither we
are tending, we could better judge what to do and
how to do it". -Abraham Lincoln
Strategic Planning is a process that brings people from all walks of life together,
to talk about the future of the community, create the vision for the future, and
formulate a way to make this future happen through community teamwork and
actions. It is a document that records what people think -the blueprint for
positive change that defines the vision, goals and outcomes that must occur to
realize the future.
If our efforts are to have any meaning, they must be accompanied by planning
efforts to move the City through change. These changes include changing
community demographics, new state and federal mandates, fiscal constraints,
changing economic conditions, emerging technologies and many other
influences on the City's service delivery efforts. High performing cities learn to
anticipate and adapt to these changes by creating value, motivation, and
meaning for the citizens they serve. The best tool for accomplishing these
overarching objectives is Strategic Planning.
This Strategic Plan will challenge and stretch the community's imagination in
defining what is possible and test the will to commit to a great and exciting future.
It will forge and sustain new partnerships and relationships that will make the
Strategic Plan a reality.
"If you don't know where you are going, you are
certain to end up somewhere else."- Yogi Berra
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The Strategic Planning Process
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The Strategic Plan is not a static document or process. It must change to reflect
the changes taking place in the community. The City created its first Plan in
1998 and it served well, guiding the growth and decision making over the past 8
years. We embarked on the current process to update the plan and update
strategic priorities and commitments.
The current process began in October 2006, with the formation of a Steering
Committee to work with the consultants to oversee the strategic planning
process. The Steering Committee was instrumental in assisting with the design
of the process, setting timetables, developing the conditions to produce a
community-owned plan, and put the plan into action.
The Steering Committee recruited community members representing a cross
section of the community to participate in the Stakeholder Group, those who
were involved in fleshing out the specifics of the Strategic Plan. This committee
was also responsible for naming the project, designing a logo, identifying public
relations opportunities, and selecting a venue for the Stakeholder workshops.
Several information and feedback opportunities were created for citizens. A
Community Input link was posted on the City's website with a link to a citizen
biog. A voicemail line and an email box was set up, and a survey was included
in the December water bills. A Town Hall meeting was held in April, and local
media coverage also created interest. Over 300 citizens participated in providing
feedback that is included in the Plan.
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Two 3 hour Stakeholder workshops were held in January 2007 at the Assembly
of God Church on North 10t". Saturday January 13t" brought 12 degree
temperatures, however that did not stop over 80 participants from attending this
morning session. Small groups worked together to answer the question "What
historical events have had the most significant impact on the City during the time
you have lived/worked here?" From this information a history map was created.
The participants then did an environmental scan (internal and external) to identify
the Strengths, Problems, Opportunities, and Threats facing the City. The
information from this analysis was used to create a SPOT map.
At the conclusion of the first workshop, each participant was asked to talk to 5
other citizens and get feedback prior to the next workshop on the question "What
would the "ideal" Central Point look like in 15 years?"
On Tuesday January 23rd stakeholders reconvened and conducted a Future
Visioning process creating a picture of what Central Point "would look and feel
like in 2020". The final step was to identify what Strategic Priorities would
catapult the City toward the vision, and identify the "vital few" priorities that would
generate the greatest results. The vision and priorities were then transferred to
the Vision map.
Once the priorities were established, participants formed strategic work groups to
flesh out goals, strategies and actions. These committee meetings took place
over five weeks at City Hall. A Strategic Goal map was created, and will be
updated as items in the plan are accomplished.
Through this process, an active group of citizens has come together with a
passion to implement the Plan. It is important that this work is ongoing and
updated to keep the City and the community on course to realize the Vision.
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MISSION, VISION, VALUES
The City of Central Point's Strategic Plan is guided by three underlying elements:
our mission, our vision and our statement of values.
The vision statement for the City was developed by community members in the
1998 planning process. The mission and values statements for the City of
Central Point were developed collectively by the employees of the City and
adopted by the Mayor and Council.
Our Mission
It is the mission of the City of Central Point to build and maintain a highly livable
community by working in harmony and being a catalyst for partnership with all
members of the community, public and private.
Our Vision
Through the leadership of the governing body, The City of Central Point has
created a community:
• With a "small town" commitment and feel that promotes community pride,
safety, and friendliness.
• Which provides consistent quality in guiding growth, beautifying and
strengthening the downtown area, and providing adequately for City
services, while being flexible and updating citizens.
• Where we work jointly with our community schools, libraries, and
public/private institutions to increase opportunities for the development of
our youth and our citizens.
• Where city, county, state, and federal agencies work together as partners
with a "can do" attitude
• That protects our unique identity -People know when they are in the
"Heart of the Rogue Valley" -Central Point.
Our Values
Growth: We value planned growth that will retain our small town atmosphere
Public Safety: We value a professional service oriented public safety policy that
promotes a sense of safety and security in our city
Transportation: We value a system of transportation and infrastructure that is
modern, efficient, and sensitive to the environment
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Community: We value a clean and attractive city with parks, open space and
recreational opportunities.
Service: We provide the highest level of service possible in the most efficient
and responsible manner.
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STRATEGIC PRIORITIES & GOALS
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The Strategic Planning process identified six priorities for moving the City of
Central Point towards its long term vision. Stakeholder groups were formed to
establish specific Goals and Strategies under each priority.
Proactive Government and Citizen Involvement
Goal 1- Build strong relationships between government and its citizens.
Strategies:
a. Initiate effective communication by implementing varied methods to reach
as many citizens as possible (e.g..Town Hall meetings, social gatherings.
reestablish gathering places (businesses/homes), build upon existing,
events, set up kiosks, local newspaper/newsletter/website,
marketing/advertising, personal contact);
b. Collaborate with other governmental agencies, public and private
enterprises, pooling resources (e.g. School District #6, RCC/SOU,
Library, Theater, RVCOG, Chamber of Commerce);
c. Regularly survey the needs of citizens.
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Goal 2- Build City pride and positive image.
Strategies:
a. Create a brand and launch awareness campaign, articulate vision and
mission, define values;
b. Recognize the successes of Businesses, Citizens, and Government
publicly;
c. Communicate and celebrate events, honor our past and take pride in the
future;
d. Promote "healthy neighborhoods" by encouraging socioeconomic
diversity. Design with health and safety in mind (i.e. Crime Prevention
through Environmental Design) when making infrastructure improvements
(including parks and schools);
e. Review current codes in use for development and improvement. Revise
as necessary to create "healthy neighborhoods". Enforce codes in older
established neighborhoods.
Goal 3- Promote community and city government through volunteerism.
Strategies:
a. Create internships for youth through partnerships with local businesses,
government and schools;
b. Create "event councils" for 4t" of July, Rodeo, Christmas, and business
events;
c. Create a volunteer pool database of all ages, matching volunteer interests,
skills, and passions with agency's needs;
d. Celebrate the City's accomplishments achieved through citizen
participation and volunteerism;
e. Encourage local businesses to recognize volunteer efforts of their
employees.
Downtown Revitalization and Beautification
Goal 1- Enhance Central Point's downtown as a culturally unique and vibrant
focal point that bridges the past and present and embraces the future.
Strategies:
a. Adopt a Downtown beautification program that includes gateways, street-
scape, fagade, and design standards that have a consistent look and feel;
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b. Identify funding options to implement beautification projects;
c. Investigate and create a beautification loan program for businesses within
the Downtown and/or Central Business District (CBD);
d. Work with the Downtown merchants, the Chamber of Commerce and
other stakeholders to create a marketing plan, actively recruit key
business and build the Downtown into a destination;
e. Get `buy-in' from property owners to make private improvements;
f. Support public and private improvement projects and activities that
enhance the beautification of Downtown;
g. Prioritize beautification projects as part of a capital improvements
program.
Actions:
a. Form a citizens group to meet with Community Development Director and
work collaboratively to educate property owners about plans that have
already been developed;
b. Organize volunteers and get the community involved in Downtown
beautification projects;
c. Involve high school students to survey area business owners;
d. Create a task force to identify similar cities that have been successful in
revitalizing their downtowns, learn their process and bring that knowledge
to Central Point;
e. Hire a consultant to assist with marketing efforts and recruitment;
f. Draw attention to the City and Downtown by increased media coverage.
Goal 2- Create a plan to revitalize and redevelop the Downtown in support of
retail, office, housing, arts and entertainment.
Strategies:
a. Define the boundaries of the Downtown and adjacent business districts;
b. Explore the creation of a Downtown Economic Improvement District (EID)
or an Urban Renewal District;
c. Coordinate and expand activities that attract and retain businesses;
d. Add or expand Downtown restaurants, entertainment, arts and cultural
activities and strengthen their connection to regional tourist attractions (i.e.
Amphitheater, Crater Rock Museum, etc.);
e. Maximize private investment and public ownership in the revitalization
process;
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f. Create and adhere to a specific schedule for action/implementation.
Actions:
a. Hire a consultant to assist with formation of an EID or UR District.
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Goal 3- Promote a pleasant and safe Downtown environment that is
characterized by ease of use for pedestrians and those in vehicles
accessing our businesses.
Strategies:
a. Implement recommended and locally acceptable street improvements and
traffic controls in the Central Business District (includes Highway 99) to
reduce driving speeds and make walking safer and more desirable;
b. Get `buy-in' from local business community to make public improvements;
c. Emphasize both `form' and `function' when selecting traffic control devices
(i.e. new signals, cross walk designs, bulb-outs, etc.);
d. Make parking lots more accessible to businesses and promote the use of
both front and rear entrances when practical.
Actions:
a. Use locally recognized plans to leverage funding and to implement safety
improvements.
Managed Growth and Infrastructure
Goal 1- Identify and protect agricultural land.
Strategies:
a. Maintain some larger parcels within the city to provide options for small
scale agriculture;
b. Work with local growers and OSU Small Farm Extension to find and
promote niche agribusinesses that will be economically viable on farmland
around Central Point.
Goal 2- Maintain City of Central Point's small town feel and family orientation
even as we grow.
Strategies:
a. Develop building codes, master planning, and zoning to appropriate
scales, variations in density, age diversified, incorporating natural
environment and open spaces into development;
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b. Create affordable housing options for families;
c. Preserve existing trees to the extent possible during new
development/transportation planning and infrastructure updating.
Goal 3- Continually update infrastructure plans.
Strategies:
a. Include pedestrian and bicycle friendly options in every plan, and retrofit
existing streets and neighborhoods whenever possible;
b. Cooperate with developers to plan future needs for schools and parks;
c. Take advantage of all opportunities to use environmentally friendly
technology in city government and development of new or retrofitted
infrastructure.
Actions:
a. Complete phased rehabilitation of Freeman Road to Hopkins Road.
Goal 4- Continually ensure that planning and zoning review and regulations are
consistent with comprehensive plans and vision.
Strategies:
a. Complete the Regional Problem Solving process to establish urban
reserves and buffer for Central Point;
b. Create zoning regulations for clean, small-scale, locally owned business
development;
c. Maintain Central Point identity as a small, quiet community, keeping
appropriate small scale in residential, commercial and industrial
development. Recognize that Medford and White City are more
appropriate places for large scale development;
d. Continue to find ways to keep the public involved early and throughout the
planning process i.e. new projects planned and underway.
Recreation
Goal 1- Revise Parks and Recreation MasterP/an.
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Goal 2- Provide high quality facilities, parks, and open spaces that attract
resident and non-resident use.
Strategies:
a. Prepare a finance program to maintain and expand recreation facilities,
including fees, donations (land and money), sponsorships, levies, taxes
and government support;
b. Pursue the development and implementation of a comprehensive facilities
development plan in cooperation with surrounding cities and school district
that identifies and schedules the construction of new recreation centers,
parks, trails, gathering places, sports park, and aquatic facilities;
c. Develop public awareness of necessary steps to meet goals;
d. Develop plans in conjunction with other governmental agencies and
community organizations;
e. Survey citizens to assess likelihood of support for bond issue to build a
community recreation center.
Goal 3- Provide high quality age appropriate recreation programs that benefit all
residents of our community.
Strategies:
a. Prepare a finance program to maintain and expand recreation programs,
including fees, donations, sponsorships, and governmental support;
b. Pursue the development and implementation of comprehensive recreation
programs in cooperation with governmental bodies/agencies and
athletic/recreation organizations.
Transportation
Goal 1- Ensure citizens can get where they want to be, when they want to be
there, enjoy the trip, and eliminate the stress of travel.
Strategies:
a. Provide easy access to transportation;
b. Aggressively encourage connectivity throughout all new development
c. Encourage retrofitted and expanded connectivity throughout existing
development;
d. Refine Transportation Systems Plan (TSP) to include new growth areas;
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e. Designate and preserve "right of way" in growth areas, encourage early
purchase of "right of way" easements;
f. Develop policies and ordinances to encourage development of activity
centers;
g. Support individual transportation choices;
h. Pursue grants and public private funding sources for developing healthy
communities;
i. Implement recommended and locally acceptable street improvements and
traffic controls in the Central Business District (includes Highway 99) to
reduce driving speeds and make walking safer and more desirable.
Actions:
a. Designate additional east-west arterial streets north and south of Pine St.
with I-5 crossing;
b. Re-evaluate Pine & 99 intersection;
c. Re-examine "one-way" streets on Manzanita and Oak;
d. Designate north-south arterials for west side of Central Point;
e. Finish Bicycle/Pedestrian Plan;
f. Construct sidewalks in developed areas;
g. Create an ordinance to prohibit private streets inside city limits.
Goal 2- Minimize heavy vehicle traffic (semi-trucks) from downtown.
Strategies:
a. Develop codes and enforcement to prohibit semi trucks on Pine Street.
Actions:
a. Create alternate truck route through downtown.
Goal 3- Make central downtown district (including high school) pedestrian
friendly.
Strategies:
a. Create a short haul pedestrian transport across town such as a rubber
tired trolley for the downtown corridor;
b. Create safe pedestrian passage across Highway 99 and Pine St.;
c. Link destinations (e.g. cheese factory and high school) to downtown;
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Economic Development
Goal 1- Diversify the City's local economy and economic base.
Strategies:
a. Provide an environment that encourages expansion of existing business
and the attraction of new jobs to the community -Promote "We are Ready
for You!";
b. Provide more employment opportunities for residents by attracting new
business (e.g. technology, specialty food production, medical);
c. Develop "Shovel Ready" sites;
d. Develop Blackwell Road exit area (transportation, aggregate mining,
light/heavy industrial);
e. Build and strengthen relationships with the local Chambers of Commerce
(Central Point Medford/Jackson County), Jackson County Fairgrounds,
SOREDI, State of Oregon Department of Commerce, and other state and
local entities;
f. Maintain and expand public/private partnerships to demonstrate the
community's commitment to and support for economic expansion;
g. Encourage the development of tourism in partnership with local Chambers
of Commerce;
h. Investigate the feasibility of developing acity-wide wireless system;
i. Establish sustainable funding sources and mechanisms to pay for
community needs;
j. Encourage renovation and redevelopment to increase tax base;
k. Explore creating an enterprise zone;
I. Explore "Tax Increment Financing" (Urban Renewal).
Actions:
a. Assemble information on vacant land, and identify inventory of land with
development potential;
b. Make connection with new Executive Director at SOREDI.
Goal 2 -Develop Central Point's business base
Strategies:
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a. Target, Recruit, and Incubate small businesses, new
employers, non profits;
b. Create partnerships with financial institutions to assist in
attracting and growing business;
c. Develop fee structure to encourage new business;
d. Incubate start ups in partnerships with high school;
e. Create management mentoring programs to assist struggling
local business in partnership with the Central Point chamber
and Medford/Jackson County Chamber of Commerce.
Goal Map (for all Strategic Priorities)
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WHAT'S NEXT
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We have done a thorough job of building the new Strategic Plan. However, we
are just getting started! Remember, this is an action plan, and we must put the
goals into action. We must also involve the many partners from the community
and region that will be involved in and contribute to the successful
implementation of the plan.
Recommendations
A. Appoint a strategy task force for each priority. The task force would
include City Council members, City staff, community members -anyone
who can contribute to the action plan to accomplish each goal.
B. Assign oversight for each strategic priority as follows:
1. Proactive Government and Citizen Involvement:
Tom Humphrey -Jon Zeliff -Kay Harrison
2. Downtown Revitalization and Beautification:
Tom Humphrey -Phil Messina -Bruce Dingier
3. Managed Growth and Infrastructure:
Bob Pierce -Lois Debenedetti -Dick Halley
4. Recreation:
Matt Samitore -Jennifer Boardman -Matt Stephenson
5. Transportation:
Bob Pierce -Chris Clayton -Mike Quilty
6. Economic Development:
Tom Humphrey -Don Burt -Hank Williams
C. Each strategic task force meets once a quarter at a minimum. The core
group to be made up of the members who participated in the goals and
strategies sessions. These task force committees are responsible for
creating and implementing an annual action plan including actions,
timelines, responsibilities, and outcomes. It is imperative that each task
force recruit additional community members to help carry out their work.
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D. The Downtown Revitalization and Beautification group be made an official
working committee of the City.
E. Update the Comprehensive Plan by integrating the outcomes of the
Strategic Plan.
F. Distribute the plan to as many citizens as possible. The plan should
reside on the City website, and the DVD of the process should be
available for viewing.
G. Conduct an annual evaluation of the progress made by the City and the
community in implementing the Strategic Plan
H. Propose to the City Council, on a bi-annual basis, any changes to the plan
to ensure the goals and strategies are an accurate reflection of the
community's vision for the future.
Our real work is just beginning!
"No more prizes for predicting rain.
Prizes only for building arks. "
-Anonymous
"Our goals can only be reached through a vehicle of a
plan, in which we must fervently believe, and upon
which we must vigorously act. There is no other route
to success. " -Stephen A. Brennan
Page 18 of 23
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Cityof central Point Strategic Plan
PARTICIPANTS
Thanks to following who participated in the Strategic Planning process:
City Council
Hank Williams, Mayor Mike Quilty
Bruce Dingier Matt Stephenson
Dick Halley Becca Croft
Kay Harrison
City Staff
Phil Messina, City Administrator
Tom Humphrey, Community
Development Director
Jill Turner, Finance Director
Bob Pierce, Public Works Director
Lois Debenedetti, Building Official
Jon Zeliff, Police Chief
Deanna Gregory, City Recorder
Didi Thomas, Planning Secretary
Connie Clune, Community Planner
(', ii.,l b"Dint
oi'VvrlYC7~
m n _o._u
Karen Roeber, Administrative
Assistant
Shelly Brown, Recreation Secretary
Jennifer Boardman, Parks and Rec
Coordinator
Josh Moulin, IT Supervisor
Don Dunn, Parks Maintenance
Supervisor
Corey Qualls, Parks Technician
Mark Brindle, Parks
Jedd Miller, Parks
Steering Committee
Doreen Bradshaw
Jim Harleman
Tom Humphrey
Candy Manary
Phil Messina
Dale Petrasek
Mike Quilty
Chuck Root
Debbie Saxbury
Randy Sparacino
Jon Zeliff
Community Members
Shelly Ball
Deirdre Barber
Richard Bath
John Beck
LaJuana Berdanier
Ed Blokdiijk
Jason Braswell
Chase Browning
Michael Byrne
Gayle Byrne
Carlos DeBritto
Becky DeGeorge
Rob DeGeorge
David Douglas
Jeff Eicher
Page 19 of 23
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City of central Point Strategic Plan ~,,,'~,,,
l=orw~ard
r..,. ~-,~, ~. ~. ~, _ ~,,~,
Carol Fischer Evelyn Kinsella David Painter
Willie Fischer Lee Korner Bernard Peyralans
Scott Fowler Virginia Lambert Robin Petersen
Max Frederick Erma Layton Dale Petrasek
Mike Gamble Gretski Lieberman Chuck Piland
Randy Gravon Micah Lieberman Francis Plowman
Chelsey Grubb Julie Logston Chris Reed
Ralph Hale David Leubberke Barry Robino
Jim Harleman Cara Lumpkin Brock Rowley
Valerie Harmon Karyn Lynch Rick Samuelson
Chelsea Herbold Christie Mackison Debbie Saxbury
Tim Higinbothan Scott Mackison Mick Shindell
Eleanor Holbrook Steve Major Brittany Smith
Kari Holley Shirley Malcolm Josh Smith
Breanna Holtz Katie Mallams Zach Smith
Brandan Hull Tommy Malot Eric Snyder
Justin Hurley Candy Manary Michelle Snyder
Barry Hutchings Larry Martin Angalee Sutton
Mike Ireland Shayne Maxwell Curt Tejcka
Curt Johnson Katherine McCleary Andy Tripp
Gene Johnson Jennifer Mitchell Cleve Twitchell
Joyce Keefe Jay McRoberts Robert Ulrey
Diana Kelley Mike Meunier Jennifer Vranes
Kingsley Kelley Mark Moran Bill Walton
Bob Kelty Paul Morrow Joan West
Bob King Robert Oman Marvin Woodard
Special Thanks to Centerpoint and their consultants for shepherding the process:
Centerpoint
Suzanne Simmons, Lead Consultant/Project Manager
Guy Perrin, President Colin Bunnell Schieck, Facilitator
Sandy Abell, Facilitator Patti Dobrowolski, Strategic Illustrator
Page 20 of 23
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City of Central Point Strategic Plan ~,,,'~,,,
l=orw~ard
APPENDIX
SPOT (Strengths, Problems, Opportunities, Threats)
Strengths:
Events
Small town feel, still rural, quality of life, beauty
Commitment to long term planning
Family Oriented, affordable, good schools
Geographic location, weather, centrally located
Attracting small, medium sized business
Schools, education system
Park system
Involved active community
Real estate -desirable
Good vision
City services -leaders, schools, fire, police
Problems:
Limited revenue -limited services
Affordable housing for families
Lack of diverse living wage jobs
Activities for kids
Crowded schools
Proper marketing
Vitality of local business, downtown revitalization, lack of opportunities
Keeping services up with growth
Limited restaurant options, no downtown focus
Maintaining small town feel
Uncontrolled growth, appropriate development
Traffic issues, poor truck route, 99, Pine, Freeman
Transportation, Walkability
Opportunities:
Establish unique identity
Capitalize on our weather
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City of Central Point Strategic Plan ~,,,'~,,,
l=orw~ard
Development, continue TOD type planning, thoughtful growth
Expanding urban growth boundaries
Attracting targeted businesses
Partnerships, inter agency agreements
Tourism
Downtown revitalization
Family wage jobs, diversity in housing
Community input, future planning
Convention center
Schools
Family oriented events, attracting families
Develop draw to Blackwell exit
Ag land, industrial growth, 4h FHA land lab
More parks
Threats:
Maintaining small town feel, potential to get too big, uncontrolled growth
Transportation
Drugs, meth
Diversity in local businesses, turnover of local businesses, no
sustainability
Lack of affordable housing
Declining neighborhoods
Criminal activity, safety
Destroying ag land, could be an asset, loss of open space
Living wage
Money to provide services
Apathy
Page 22 of 23
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