QUESTIONS for the Redmond City Council 2012
1. Background and qualifications.
2. Why have you decided to run for city council? If you’re an incumbent please tell us your reasons for continuing to serve.
3. What do you think are the top three issues facing your city and what plan do you have to solve them?
4. Are there any specific economic development components you would implement to help the economy improve?
5. How would you help expand the Redmond business districts?
6. Redmond’s list of assets for the business sector include: low cost of land, large selection of industrial land, airport connectivity to points east, location on crossroads of two highways, telecommunications infrastructure, and a City that is easy to work with, solutions-oriented and creative. How would you market these assets?
MAYOR GEORGE ENDICOTT
(incumbent running unoppose
1. I am currently mayor and have been for almost three years. Prior to being elected mayor, I was on the City Council for over two years, and on the Urban Area Planning Commission before that. I am a retired computer scientist, where I worked for the Department of Defense designing systems for the military. My work took me around the world where I was able to witness many ways of running governments and the many aspects of doing so. While working in Virginia I chaired a planning commission there. Many of the urban concepts captured in our current code came from understanding diverse ways of planning communities. Redmond has prospered under my tenure. Our city has a “new” downtown, our infrastructure is in good repair, I represent the city in many forums, and Redmond is well respected as one of the best run cities in Oregon.
2. During my tenure, Redmond has weathered the financial storm in reasonably good shape. We have made modest gains in our reserves during this time, and have budgeted very conservatively. Redmond is on the cusp of rising out of the recession to once again becoming a vibrant and thriving city. I want to be part of it. I want to continue to represent Redmond a model for other cities to follow. 3. Job growth, stable budget, family friendly and family oriented community.
Job growth is a top priority for every community in Oregon as well as the State itself. Redmond is well postured to pursue continued economic development, attracting employment oriented companies. We have begun to do so, and I will do my part to make sure this continues.
As mentioned in Question 2, Redmond’s budget is stable, even in these tough times. We have suffered property tax revenue reductions. We adjusted by reducing expenditures. We set a goal of trying to add to the reserves as we faced these challenges. We have done so. The city staff have been masters at managing our resources, and with Council guidance, I have every expectation they will continue to do so.
Redmond has a reputation of being a family friendly and family oriented community. It is extremely important that we maintain this reputation. Our parks are well liked and well used by our community. We have added a new Centennial Park where we have a “mobbed” spray park in the summer. Last winter we added a skate park so we can offer year-around recreation opportunities for families. Finally, we are postured to engage in a major playground upgrade, offering recreation activities to all age groups in Redmond.
4. Redmond has identified 465 acres of land for rezoning to industrial uses, with a small supporting retail component. The rezoning of this land is a top priority for the attraction of living wage job employers. The city is also participating in a “Regional Economic Opportunity Analysis” for identifying large lot industrial properties that can receive priority consideration for urbanization. Finally, the Urban Renewal District continues to be used as an economic development driver for Redmond.
5. Redmond has an excellent master plan for the medical office district. Coordination with the appropriate landowners are underway to finalize those plans. They are part of the greater Urban Renewal Plan recently approved by the City Council. The plan needs to be finalized and implemented.
The Airport District has a different set of issues. The land, while owned by the City, is under a FAA warrant. That means that we have some caveats on that land where any transaction must financially benefit the airport. Furthermore, we would need to obtain permission from the FAA to sell any property rather than lease it. The land is still very desirable, and the city continues to pursue a developer (or developers) who can develop the property for the benefit of both the city and the involved developer.
6. Redmond does market these assets. Airport connectivity also goes north and south, by the way. Redmond is known as the “Hub of Central Oregon.” This implies a transportation, economic and connectivity hub. Redmond Economic Development, Inc. (REDI) does use all of these assets in marketing Redmond, as do EDCO and COVA. Finally, Redmond is “open for business.” We constantly highlight these benefits to Redmond when discussing our attributes with potential employers who may settle here.
JOSEPH W. CENTANNI, CPA
1. I am a Certified Public Accountant and have run my own business in downtown Redmond since 2004. I served on the Redmond City Council from 2006-2010 and in August of this year, was appointed by the current City Council to serve out the rest of Ed Boero’s term on the Council. I have been a member of the Redmond Budget Committee since 2006. I am currently serving on the Boards of Directors for Economic Development for Central Oregon (EDCO), Redmond Economic Development Inc (REDI) and the Redmond Chamber.
2. I absolutely loved serving on the Redmond City Council from 2006-2010, but in 2010 made the difficult decision to step away in order to spend more time with my family. Even after being away for 18 months, I never stopped missing my time serving on the Council and when I was asked to rejoin the Council this year, I discussed it with my family and now I am back. The bottom line is that I love the City of Redmond and want to work towards making it the best it can be.
3. Redmond must continue to support existing local businesses, and to welcome new businesses to our community, to provide for a continued pool of new local jobs for the Redmond residents. The Cities must maintain its partnerships with the Chamber and REDI as well as continuing to develop and utilize incentive programs to allow businesses to expand and to relocate here.
Redmond must continue to “provide the most with the least.” We must keep up on the infrastructure maintenance and improvements as well as continue to provide a family friendly atmosphere with pedestrian friendly streets, and a great parks system. We must partner with the Redmond School District, as well as COCC and OSU-Cascades, to maximize the available education options for our citizens.
Redmond must continue to be fiscally conservative and keep a close eye on the current debt load of the City. Property tax revenues will continue to be a challenge for many more years in Redmond and we must always look for savings opportunities without hurting our ability to provide quality core services to our citizens. The City must continue to look for grants and private/public partnerships to best leverage the funds we have available.
4. We have to financially support the efforts of REDI and EDCO as well as continue the City’s working partnerships with these groups. We must not back down from being “open for business” in Redmond and we must encourage the City staff to continue to think of creative ways to streamline the processes so that opportunities are not missed.
5. We currently have great teams of people on the Downtown Urban Renewal Action Committee and the Airport Commissions and I feel that we can use their skills, combined with the skills of the City’s staff to maximize these districts. I will continue to support these efforts.
6. Through our City’s relationships with the Chamber, with REDI and EDCO, as well as utilizing the phenomenal staff that we have in place, we must continue to “sell Redmond.” Perception is reality and we must continue to promote the successes to our citizens, to the citizens of the surrounding communities, to the citizens of Oregon, and beyond.
ANNE GRAHAM
1. I retired to Redmond over two years ago and currently serve as the Vice Chair of the Planning Commission. I am a homeowner and enjoy this town, its people and being in public service. My natural aptitudes led me into a long career in high technology manufacturing companies doing a job similar to a City Manager for several different firms including Intel and SolarWorld Industries America in Oregon. I have always been on senior staffs similar to our Council where we worked collaboratively to resolve issues facing the organization in budgeting, capital projects, managing staff and dealing with diverse issues.
2. My year on the Planning Commission has acquainted me with many of the City staff and many of the City’s issues…and I saw that my background can help. I have a lot of energy, no other commitments and will work hard for the City.
3. All the issues facing the City are complex and are already being worked by many groups. I have some ideas that might assist these efforts and I have the personal drive and commitment that typically helps move things forward.
Issue one is the need to create jobs. Much good flows from people having decent paychecks. I hope to use my direct experience of having sited manufacturing companies into towns in Oregon to benefit Redmond and bring jobs. I know what firms look for and how to gauge their benefit to us. I will also continue to strongly support the implementation of SB 1544 to create 465 acres of industrial land within our city’s urban growth boundary.
Issue two may center around helping the efforts to boost the vitality of our downtown. This is the focus of many groups, I know but I may explore specifically what it takes to bring even more fine dining and entertainment venues.
Issue three may be centered around the size of our debt service. I carry no debt in my personal life and I am uneasy to see the size and variety of obligations backed by the City’s full faith and credit in the current budget. I know these are all fiscally responsible…even conservative…. and that this is not unusual… but I may look for additional methods that can reduce this burden. The Airport and the Juniper Golf courses both present significant risks to our future fiscal health.
4. I have no solutions for the global economy… but after a long life I know these things are cyclical and that the economy will rebound and we will grow again. In the meantime, optimism coupled with continued conservative fiscal management of the City is very important. I also hope to be able to expand the range of firms that the State and REDI solicit for Redmond due to my own areas of experience.
5. I will support the prompt resolution of the many many detailed zoning / land use / infrastructure development/ marketing / other issues that will arise as the Medical Office district program moves forward. I know such a district will be a positive for Redmond will give it my energetic support. I would help the airport district by helping bring firms that need such facilities to locate here.
6. Specifically to marketing. I am eager to reach out personally to the senior execs of target companies with REDI and demonstrate the commitment of Redmond’s elected officials to supporting their business. In my experience, this is a crucially important step to persuading a decision-maker. SO many small cities have such similar Econ Devel presentations that it takes something special usually to make the difference. Committed officials who know the company’s business are very effective.
CAMDEN KING
1. Redmond City Council; 2008 – present. Redmond Chamber of Commerce Board; 2008 – present. Redmond Economic Development Board; 2012 – present. Redmond Historical Society / Commission; 2008 – 2011. Redmond Urban Area Planning Commission; 2006 – 2008. President; Bluespeed Executive Search, Inc.; 2001 – present. Willamette University; BS Business Economics; 1990. Fourth generation Redmondite. Married 16 years, three daughters.
2. I truly enjoy the responsibility of impacting our City’s policy and direction. And frankly, quite a few people have told me I’m good at it.
3. If given the opportunity to serve again, I will focus on three primary areas – the continued revitalization of our downtown, spurring job creation and economic development, and exploring options to further streamline delivery of city and community services. If we concentrate in these areas, other issues become easier to manage.
Invariably, a vibrant downtown / cultural center is vital to a thriving community and the “litmus test” people use when evaluating a city. In place, is a thoughtful, flexible Urban Renewal plan to develop our civic center and entice business into our core – I will continue to implement that plan.
Clearly we have a need to create diverse, higher-level employment opportunities. We have set an enticing table to establish Redmond as the regional commerce and business center. With continued council support, we can do even more. The economic water will boil – it’s not a matter of “if,” just how soon we become the business hub of Central Oregon.
4. We already have a variety of tools that need further implementation. Downtown, there’s the restaurant development and façade improvement programs. We also have the industrial development fund (a forgivable loan program through the Urban Renewal District incenting higher wage job creation) that enables businesses here to expand and new businesses to relocate. Further, we must continue to support our enterprise and ecommerce zones. Through EDCO, we are seeking to legislatively create a payroll tax incentive and develop a Rural Seed Fund for new businesses which will leverage COCC’s Center for Entrepreneurial Development.
5. We have hired experts to help us develop plans for both the airport and medical district. We must vet out the concepts they generate. At the airport, we must grow our general aviation business cluster, leverage the wave of development in unmanned vehicles and create retail and hospitality opportunities. Proactive planning and growth for the medical district will help ensure its success.
6. Redmond’s list of assets for the business sector include: low cost of land, large selection of industrial land, airport connectivity to points east, location on crossroads of two highways, telecommunications infrastructure and a City that is easy to work with, solutions-oriented and creative. How would you market these assets?
In our last budget cycle, I initiated the conversation that successfully increased REDI’s funding. Jon Stark, REDI’s Manager, has done an excellent job of promoting our community assets via trade shows and aggressive outreach programs. Further, he’s been exceptionally adept at leveraging City resources to retain and expand existing businesses. REDI’s additional funding will increase his effectiveness.
GINNY MCPHERSON
1. I have worked in banking, as a teacher and administrator of a private school and also worked in Neurology for ten years. I have been a pastor for 32 years and a full-time co-pastor in Redmond for 15 years. City of Redmond Budget committee for two years and Downtown Urban Renewal Advisory Committee since January. Both committees have prepared me to serve on our City Council by exposing me to hard line budget issues and the advancing of different growth projects in our Urban Renewal district.
2. I have loved serving on the budget committee and DURAC thus wanting to broaden my service to the city by running for City Council. I love Redmond. I want to serve the citizens in any way I can.
3. In my opinion, the top three issues facing Redmond are Economic Development, continuing development of our downtown core and keeping a balanced budget while maintaining and improving our infrastructure.
Economic Development is number one. Working with REDI, EDCO and our Chamber and providing them with support and funding is the way to improve our economic development in the near future. We have valuable assets in these agencies. Their marketing expertise is invaluable.
I am really excited about what DURAC has in the works for the near future. The Downtown Wayfinding Project is underway and also the completion of street improvements for the remainder of Sixth Street. We need to continue to build relationships with the property owners downtown and encourage the use of our property assistance program to continue the beautification of our core.
We need to continue to keep our budget balanced, however, we need to make sure that our infrastructure is sound and work on advancing projects that have been tabled due to lack of funds.
4. Aggressive marketing is the key to our Economic Development. We want it to be known that we are open for business. I was recently told that it takes 66 leads to accomplish one solid prospect. That takes a lot of energy and promotion.
5. I think we have made progress in our Professional Business Medical District and our master plan is well on its way. We need to make some solid decisions to advance this project and look at what we can do to begin to see this progress. We need to work with the landowners, however, we need to include what’s best for the community structure as well.
I am very excited to have the east side of Redmond (airport district) advancing. There are detailed plans available for the land and there is a land use action currently under development. We need to put our full effort behind this so that future business can see its availability.
6. Our marketing strategy should emphasize the business location incentives and the adequate supply of planned industrial, commercial and residential land. As I stated previously, I believe our greatest assets in marketing are REDI, EDCO and the Chamber.
ED PETERSEN
1. My career has been almost entirely in broadcast media advertising sales. I have a strong track record of success in helping small businesses effectively market their products and services to consumers within tight budget constraints. I will put this experience to use to help promote Redmond not just as “a” place to move or start a business, but as the place to move or start a business.
2. I hope to bring a level of careful consideration and energy to our council. I have seen a few issues that our council has acted on over the past several years that I do not believe were handled in the best way possible. It has seemed to me over the past several years that our council has failed to view issues from all sides before acting. The perfect example of this is the recent enactment of a $300 water utility deposit for renters. This was a response to complaints from landlords, but there was almost no input taken our sought from any other affected parties. We need to make sure that we’re not making knee-jerk decisions as a council.
3. Jobs, jobs and jobs. Redmond’s unemployment rate hit 10.1 percent in July in a months-long uptick. It is dismaying to see our unemployment rate remain so high. There is still much we can do to improve here.
Where appropriate, I will work to see those encumbrances amended or removed. I recognize the value in setting standards and in certain regulations, but we always need to be aware of the potential detriment those standards and regulations present as well.
4. Redmond, as has every similar city in Oregon, has worked very hard to make the city economically viable for businesses. Our enterprise zone has many great benefits; however I think we need to be continuously looking at ways to ensure Redmond is the most advantageous place to do business in Oregon. That means making sure our SDC fees, taxes and other government driven costs of doing business remain among the lowest.
5. The Business/Medical district idea presents some exciting opportunities for Redmond and, I believe, it represents a significant shift from the way the city has previously planned for development. The draft master plan is ambitious to say the least. I am fully behind the idea of pushing for new development of this type in that part of the city, and I will see that the city works very closely all of the key players who will be the driving force of growth there.
I am not convinced of a need to “expand” our “airport district,” however we do need to continue to strengthen our efforts in promoting development there. With Roberts Field, Redmond truly is a “hub” city for industry. This zone is perfect for shipping centers, E-commerce distribution centers, aviation service and manufacturing industries, etc. Again, in my mind, it all comes down to our ability to effectively market these assets to the proper industry players. We’re a small city with limited marketing resources, but if no one knows about the benefits we have available here, that’s all we’ll ever be.
6. A very strong foundation has been laid and it’s not difficult to make a strong case for doing business here. The city’s partnership with REDI is fantastic. I don’t believe that the city and REDI have the capability to effectively market the city to all of the relevant business targets that exist. With exceptional branding we could then use an agency (or agencies) to build brand awareness with the right targets. Marketing the incredible assets of Redmond in the right way will take more resources than the city staff currently has. Marketing this city to businesses is just not something that I think we can or should do internally.
