HomeMy WebLinkAbout5/16/2019 - City Council - City Council Meeting Agenda Packet - Councilmember Magdoff05/16/2019 Council Workshop Agenda Packet.
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CITY OF EAST
WE NATICHEF
271 9"" STREET NE • EAST %X"EN ATCHEE, NVA 98802
PHONE (509) 886-450 7 • F Ax (509) 884-6233
City Council Workshop
East Wenatchee City Hall
271 9th St, NE
East Wenatchee, WA 98802
AGENDA
Thursday, May 16,2019, 5:30 PM
A. Strategic Planning Discussion.
B. Mission & Vision Statement review of Resolution 1 999-05.
C. Misc. Councilmembers.
D. Adjournment.
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk
at (509) 886-6103 (TTY 711). Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements to ensure
accessibility to the meeting (28 CFR 35.102-35.104 ADA Title 1.)
Page 1 of 1
05/16/2019 Council Workshop Agenda Packet.
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RESOLUTION _q�" -S
A RESOLUTION OF THE CITY OF EAST WENATCHEE, WASHINGTON ADOPTING A
MISSION STATEMENT FOR THE CITY OF EAST WENATCHEE AND ITS EMPLOYEES.
WHEREAS, the City of East Wenatchee and its employees wish to set forth a mission statement to proclaim the
City's intent to provide certain services to the community; and
WHEREAS, the City and its employees wish to formally acknowledge these services and goals; and
WHEREAS, the City and its employees work continually towards meeting these goals; and
WHEREAS, the City and its employees hope to include the community in responding to these goals;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF EAST WENATCHEE, WASHINGTON,
HEREBY RESOLVE AS FOLLOWS:
CITY OF EAST WENATCHEE, WASHINGTON
MISSION STATEMENT
The Mission of the City of East Wenatchee and its employees is to:
Earn and Maintain the trust of and give quality service to all who live in, work in and visit the City of
East Wenatchee, Washington.
To Pursue and Fulfill this Mission, the Council and the Employees of the City of East Wenatchee will
continue to honor our responsibility:
•.• To develop and maintain policies responsive to future and current community needs.
•`a To make responsible decisions;
•.• To enhance and protect the natural beauty and quality of life in our community;
•:• To maintain quality government by providing and encouraging citizen participation that enables
identifying and productively resolving issues;
.+ To manage the City's resources to meet its needs;
+:• To continue to give to our Community, responding to its needs in a helpful, positive, timely and
professional manner.
RESOLVED this day of April 1999, in regular session at the City Hall, East Wenatchee, Washington.
THE CITY OF EAST WZNATCHEE
"Steven C. Lacy, Mayor
ATTEST/AUTHENTICATED:
CAA) &&L�
Dana Barnard
City Clerk
FILED WITH THE CITY CLERK: 4111 q 9
PASSED BY THE CITY COUNCIL: I C) 9
RESOLUTION NO. S S - 5 _
DOUGLAS COUNTY & EAST WENATCHEE
STORMWATER UTILITY MANAGEMENT TEAM
MEMO
To: Douglas County Board of Commissioners & East Wenatchee City Council
From: Stormwater Utility Management Team
Date: May 16, 2019
Re: Recommendation to Terminate Agreement
RECOMMENDATION:
The Management Team has evaluated the pros and cons of continued joint administration of the City
and County's Stormwater Utilities and termination of the Interlocal Agreement for joint administration.
The Management Team recommends that the City and County cooperatively initiate the process to
amicably terminate the Interlocal Cooperative Agreement for Storm and Surface Water Management
such that the City and County Utilities would immediately plan for and commence independent
administration of the Utilities effective January 1, 2020. Section 9.02 of the ILA outlines the
mechanism to terminate the agreement.
Article IX, Section 9.02 Termination. This Agreement may be terminated, in whole or in
part, at any time by the joint action of the legislative authorities of the Parties.
Initiation of the process shall include City and County legal counsels developing replacement
Interlocal Agreements to address debt redemption and cooperation to plan and implement
stormwater plans and projects within the respective Utility Service Areas.
The Management Team and Utility (City and County) Staff is available to assist legal counsel(s) in
preparation of agreements and to support and aid facilitation of the termination process as needed.
The recommendation of the Management Team includes execution of an interlocal agreement which
facilitates the City continuing to pay off the PWTF loans as annual payments come due. In addition
the Management Team recommends the remaining assets be distributed utilizing a 48%/52%
(City/County) split, which represents the allocation of revenue generated over the last 10 years.
(Option A).
f
Ky�, Sto,inburg — Douglas County
Matthew ep er — City of East Wenatchee
James R. Barker, Administrator • Aaron Simmons, PE, County Engineer • Mark D. Kulaas, FAICP, Land Services Director
I
BACKGROUND:
The City of East Wenatchee and Douglas County currently operate under an Interlocal Cooperative
Agreement for Storm and Surface Water Management (AFN 3211665 (3/12/18) to jointly and/or
cooperatively implement the recommendations and achieve the goals of the adopted Comprehensive
Plans of each Party's independent Utility and sharing of improvements, maintenance, operation and
revenues.
The ILA was updated in 2018 in order to separate the majority of the funding allocations into
discretionary accounts (Stormwater Program Management Funds - SWPMF). The City and County
are solely responsible for utilization of the SWPMFs to administer the Stormwater Program Elements
required to maintain compliance with the NPDES Municipal Stormwater Permit (ECY), planning and
construction of capital improvement projects within the City or County and retaining a reserve fund to
address emergencies (previously Disaster Reserve Fund). Joint funds remain for Administration,
ER&R and Joint Capital Projects.
The SWPMFs were implemented to minimize potential conflict between the City and County due to
differing philosophies related to project eligibility and spending. As a result most utility functions are
planned and implemented independently. Joint administration activities are duplicative and
inefficient. Joint planning and capital improvement projects could be addressed more efficiently via
execution of project specific interlocal agreements.
The pros and cons were analyzed for two scenarios:
1) Continued operation under the Interlocal Agreement (ILA) and
2) Termination of joint operations as outlined in the current ILA
James R. Barker, Administrator • Aaron Simmons, PE, County Engineer • Mark D. Kulaas, FAICP, Land Services Director
2
PRO / CON
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James R. Barker, Administrator - Aaron Simmons, PE, County Engineer - Mark D. Kulaas, FAICP, Land Services Director
3
OUTSTANDING DEBT REDEMPTION AND JOINT FUND DISPERSMENTS - OPTIONS
OPTION A
As of 4/30/19 with 6/30/19 Debt as of
Fund
Debt amounts used 6/30/2019
Balances
as of 4/30/19
City County City County
999 Admin
$1,257,066.83
$603,392.08 $653,674.75
401 Disaster
$877,942.21
$421,412.26 $456,529.95
402 Capital
$3,081,054.50
$1,478,906.16 $1,602,148.34 ($459,811.81) ($61,024.04)
404/417 City NPDES
$207,392.86
$207,392.86
405 ERR
$292,233.92
$140,272.28 $151,961.64
406/418 County NPDES
$802,009.83
$802,009.83
$6,517,700.15
$2,851,375.64 $3,666,324.51 $6,517,700.15
This iteration uses a 48%/52% split City/County and the debt is paid off as it comes due with an ILA.
As of 4/30/19 with 6/30/19 Debt as of
OPTION B
Fund
Debt amounts used 6/30/2019
Balances
as of 4/30/19
City County City County
999 Admin
$1,257,066.83
$628,533.42 $628,533.42
401 Disaster
$877,942.21
$438,971.11 $438,971.11
402 Capital
$3,081,054.50
$1,540,527.25 $1,540,527.25 ($459,811.81) ($61,024.04)
404/417 City NPDES
$207,392.86
$207,392.86
405 ERR
$292,233.92
$146,116.96 $146,116.96
406/418 County NPDES
$802,009.83
$802,009.83
$6,517,700.15
$2,961,541.60 $3,556,158.57 $6,517,700.17
This iteration uses a 50%/50% split City/County and the debt is paid off as it comes due with an ILA,
As of 4/30/19 with 6/30/19
Debt as of
OPTION C
Fund
Debt amounts used
6/30/2019
Balances
as of 4/30/19
City
County
City County
999 Admin
$1,257,066.83
$603,392.08
$653,674.75
401 Disaster
$877,942.21
$421,412.26
$456,529.95
402 Capital
$3,081,054.50
$1,019,094.35
$1,541,124.30
($459,811.81) ($61,024.04)
404/417 City NPDES
$207,392.86
$207,392.86
405 ERR
$292,233.92
$140,272.28
$151,961.64
406/418 County NPDES
$802,009.83
$802,009.83
$6,517,700.15
$2,391,563.83
$3,605,300.47
$459,811.81 $61,024.04 $6,517,700.15
This iteration uses a 48%/52% split City/County and all debt is paid off.
OPTION D
As of 4/30/19 with 6/30/19 Debt as of
Fund
Debt amounts used 6/30/2019
Balances
as of 4/30/19
City County City County
999 Admin
$1,257,066.83
$628,533.42 $628,533.42
401 Disaster
$877,942.21
$438,971.11 $438,971.11
402 Capital
$3,081,054.50
$1,080,715.44 $1,479,503.21 ($459,811.81) ($61,024.04)
404/417 City NPDES
$207,392.86
$207,392.86
405 ERR
$292,233.92
$146,116.96 $146,116.96
406/418 County NPDES
$802,009.83
$802,009.83
$6,517,700.15 $2,501,729.79 $3,495,134.53 $459,811.81 $61,024.04 $6,517,700.17
This iteration uses a 50%/50% split City/County and all debt is paid off.
James R. Barker, Administrator • Aaron Simmons, PE, County Engineer - Mark D. Kulaas, FAICP, Land Services Director
4
CONSULTANTS
intentional impact
CITY OF EAST WENATCHEE
STRATEGIC PLAN TEMPLATE
Working Document
As of 3/27/19
501 Consultants, Inc.
PO Box 745
Cashmere, WA 98815
509.782.1200
www.501consultants.com
City of East Wenatchee
Strategic Planning Template
March 27, 2019
EXECUTIVE SUMMARY
For purposes of this document, public service partners = county, school district, fire district, PUD, water
district, sewer district, and other entities
In March 2019, the City of East Wenatchee contracted 501 Consultants to facilitate the launch of a
strategic planning process that brought together the City Council, Mayor and key staff members to work
collectively towards building a template or outline with the intent to build and create an intentional
future for East Wenatchee. Participants identified a starting point for the City's core principles and goals
that will shape the City into the future. The report that follows captures discussed concepts and
intentions that developed in this initial planning phase. No content, here, should be considered final;
especially recognizing that input informing this content is internal in nature and does not yet include
that of a broader stakeholder base. Rather, this report accomplishes the first steps of planning.
Additionally, 501 Consultants provides recommendations for next steps in the planning process.
The overarching theme and top priority identified by participants in this initial work was the critical need
to strengthen and maintain relationships, primarily with public service partners, but also with citizens.
The value placed on solid, working relationships was extremely high-- more important than any other
initiative discussed. The emphasis on relationships should guide future planning work: from finalizing
core principles and goals to determining objectives and the strategies that support them.
Representatives of the City have been working toward building intentional relationships with public
service partners such as schools, fire, water and sewer districts, as well as the county, PUD and other
entities. Grassroots initiatives such as the Community Leadership Advisory Group are important to
ongoing collaboration between these partners and support for these efforts should be reflected in the
City's strategic plan.
Acknowledging upcoming changes in leadership, a strategic plan is particularly vital to continue efforts —
often grass roots in nature-- to work strategically toward a collaborative future.
S01 Consultants, Inc.
PO Box 745
Cashmere, WA 98815
509.782,1200
5i]
Page 3 of 17
www.501consultants.com
City of East Wenatchee
Strategic Planning Template
VISION
March 27, 2019
What we aim to generate —As a long view of the city's future, and our role within it, our vision describes
what the city will look like in the future. The vision illustrates a perception that is compelling, aspirational
and timeless.
`"' -)' Draft:
A livable, prosperous, vibrant urban center guided by a small town sense of community
How we intend to manifest our vision — Mission expands the fundamental purpose of the city, succinctly
describing why we exist, and what we do to achieve our Vision. Our mission statement provides a path to
realize the Vision.
NOTE: This needs to be developed based on final vision.
Draft: Insert your mission statement here after consideration and consensus.
Mission taken from Resolution 1999-05:
Earn and maintain the trust of and give quality service to all who live in, work in and visit the City of East
Wenatchee, Washington.
Statements as taken from the Comprehensive Plan and Our Valley Our Future informing new mission:
• A versatile and diverse economic base, which promotes desirable employment growth and living
wage jobs.
• The Greater East Wenatchee Area has developed in an orderly and economically feasible
manner that makes the best use of geographic, demographic, and human resource.
• We collaborate across geographic, political and cultural boundaries.
o Together with our business community, our local governments, public agencies and
organizations coordinate their decisions and actions, spending resources wisely and
enhancing public services.
• Our communities have vibrant centers with housing, amenities and public transportation, and
safe, affordable neighborhoods.
• Our diverse cultures embrace their commonalities — and celebrate their distinctiveness.
501 Consultants, Inc,
Po Box 745
Cashmere, WA 98815
509.782.1200
0*
CQ501)
Page 5 of 17
www.501consultants.com
City of East Wenatchee
Strategic Planning Template
GOALS
March 27, 2019
Goals are derived from the City's Purpose, Mission, Vision, Values and exercises such as a SWOT analysis
— Illustrating desired results to be achieved over several years.
• GOAL 1: Properly Planned Community: Establish an environment conducive to the effective,
orderly growth of greater East Wenatchee
• GOAL 2: Enhanced Livability: Foster a vibrant, safe, affordable place to live, work, and play
• GOAL 3: Economic Opportunity: Facilitate a thriving, diverse economy
• GOAL 4: Community Identity: Promote an inclusive identity that celebrates the city's historical
roots, our citizen's cultural diversity, and our area's unique offerings
501 Consultants, Inc.
PO Box 74 5
Cashmere, WA 98815
509.782,1200
591
Page 7 of 17
www.501consultants.com
City of East Wenatchee
Strategic Planning Template March 27, 2019
• OBJECTIVE 4: Plan and build gathering spaces and amenities
o Public library
o Meeting spaces
■ Community center
o Post office
GOAL 3: Economic Opportunity: Facilitate a thriving, diverse economy
• OBJECTIVE 1: Seek out commercial and industrial investment
o Tech growth
o Restaurants
o Public private partnerships
■ Downtown/uptown
o Nightlife
o Living wage jobs
• OBJECTIVE 2: Honor and promote knowledge and innovation
o Education
■ Prepare students for our future workforce
■ Tech Schools
• OBJECTIVE 3: Identity and seek needed and prioritized services
• OBJECTIVE 4: Plan and build riverfront projects
GOAL 4: Community Identity: Promote an inclusive identity that celebrates the city's historical roots,
our citizen's cultural diversity, and our area's unique offerings
• OBJECTIVE 1: ethnic inclusivity
• OBJECTIVE 2: Promote and sustain farmland and agricultural activities by allowing
agricultural related activities on premises
• OBJECTIVE 3: Be a destination for recreation, ecotourism and agritourism
o Tourist activities located in appropriate places which may include river corridors and
in agricultural areas
• OBJECTIVE 4: Create a strong, memorable brand for East Wenatchee
o Revisit name
o Revisit theme/tagline
■ It's a great place to land
o Ensure adequate and appropriate signage
■ City logo on street signs
501
501 Consultants, Inc. CQ
Po Box 745 Page 9 of 17
Cashmere, WA 98815 www.501consultants.com
509.782.1200
City of East Wenatchee
Strategic Planning Template
STRENGTHS:
• Quality and responsive staff
• Financial position — debt free
• Growth potential
• Clean, well maintained city
• Great reputation
• Not risk adverse
• Outside of the box thinking
• Cohesive city council
• Cohesive staff
• City's ability to listen and learn
• Improving coordination with other
utilities
• Can control capital improvements
• Safe Community
• Ability to expand community facilities
(parks, rec. center etc.)
• Ability to annex
• Skilled work force
• Community events
• Community Leadership Advisory Group
Sot Consultants, Inc.
PO Box 745
Cashmere, WA 98815
509.782.1200
0000
CQ50),
March 27, 2019
• City doesn't control planning
o Cooperation of other political
entities
• Need to develop identity
o Look beyond bedroom
community and Miss Veedol
• Lack of vision
• Communication
o External (between city and
community)
o External (between city and
public service partners)
o Internal (between staff, council,
mayor)
o Use of technology
o Outreach
• Lack of space in city boundary
o Choosing when and where to
annex
• Lack of thinking outside of the box
• Comfortable with status quo
• Not all on the same page
o creates inability for council to
speak as one voice
• Not leveraging:
o control of capital improvements
o ability to expand community
facilities (parks, rec, etc.)
• Recruitment of targeted businesses
• Lack of downtown focus
• Council diversity
• Lack of technically skilled work force
(industry dependent)
Page 11 of 17
www.5olconsultants.com
City of East Wenatchee
Strategic Planning Template March 27, 2019
OUR VALLEY OUR FUTURE SWOT COMPARISON
The City of East Wenatchee does not operate in a vacuum. Situated within a valley, area residents
influence policy, avail of services and amenities, and generally impact City operations. In
acknowledgement of this, as well as the fact that the stakeholder base for the City's March 2019 SWOT
is small and internal, the Our Valley, Our Future stakeholder survey responses are included here as a
means of comparison against a broader landscape.
1,550 surveys were completed by valley stakeholders as a result of the Our Valley Our Future initiative.
The survey questions are provided below along with five of the most common answers. They are ranked
in order of frequency.
WHAT IS ONE THING YOU VALUE ABOUT LIVING IN OUR VALLEY?
1. Outdoors and recreation
2. The people
3. Natural and scenic resources
4. Climate
5. Personal safety
WHAT IS OUR VALLEY'S GREATEST STRENGTH AS A PLACE TO LIVE? --STRENGTHS
1. Community and its people
2. Outdoors and recreation
3. Scenery
4. Natural resources
5. Location
WHAT IS OUR VALLEY'S GREATEST WEAKNESS AS A PLACE TO LIVE?
1. Lack of amenities
2. Few job openings, lower wages
3. Cultural divide
4. Affordable housing
5. Traffic
WHAT IS ONE IDEA YOU HAVE FOR THE FUTURE OF OUR VALLEY?
1. Outdoor recreation enhancements
2. Improved schools and a four-year college
3. Better amenities
4. More events and entertainment
5. Everyone working together
501 Consultants, Inc.
PO Box 74a
Cashmere, WA 98815
509.782.1200
00)
0
1501
Page 13 of 17
www.501consultants.com
City of East Wenatchee
Strategic Planning Template
NEXT STEPS
March 27, 2019 .
The City has initiated a strategic planning process, but the plan, itself, is a working document, and much
remains to address and accomplish before efforts to implement the plan may begin.
Process Timeline
Deadline: June 1, 2019
o Draft completed: (ready to disseminate to community)
■ Expand Council workshop duration in April and May to two hours
• Set aside half of Council work sessions in April and May to continue plan
development
• Who is involved in work sessions?
o City Council
o Mayor
o Key staff
■ Who is responsible for writing continued drafts?
• Mayor will delegate staff time to:
o Lori / Trina
■ What work remains in draft phase for Council to complete?
• Clarify if this is a 2, 3, 5 year, or other plan
• Revise/reconfirm mission
• Fine tune vision
• Fine tune goals
• "Beef up" objectives
o Critically, only concepts are currently listed under objectives. These
concepts must be further fleshed out to provide guidance on both intent
as well as how work is to be accomplished toward a larger goal, with
measurable outcomes
o Identify durations/deadlines: Near term, midterm, and long term
o Consider staff capacity in objective/strategy development
o Continue working toward building consensus on how best to move
forward on Community Leadership Advisory Group opportunities:
■ Reporting
■ MOU to recognize body for recommendations
■ Build relationships
■ Build mutual trust and vision
000
501
501 Consultants, Inc. CQ)
PO Box 745 Page 15 of 17
Cashmere, WA 98815 www.501consultants.com
509.782.1200
City of East Wenatchee
Strategic Planning Template
GUIDING DOCUMENTS INFORMING THIS PROCESS
• Greater East Wenatchee Area Comprehensive Plan
• Mission Statement
• East Wenatchee Municipal Code
• Transportation Improvement Program
• Code City Handbook / Mayor & Councilmember Handbook
• Adopted Resolutions
• Resolution 96-02
March 27, 2019
• City of East Wenatchee 2015-2019 Community Development & Housing Consolidated Plan
• Douglas County Comprehensive Flood Hazard Management Plan
• City of East Wenatchee Annual Budget and 5-year Financial Forecast
501 Consultants, Inc.
PGA Box 745
Cashmere, WA 98815
509.782.1200
5i]
Page 17 of 17
www.501consultants.com
Rediscover Historic Downtown East Wenatchee
Vision Statement
Downtown East Wenatchee will be:
* The historic, civic, cultural, and commercial center of the community.
* A place that is accessible by all modes of transportation with plenty of
opportunities for automobile and bicycle parking.
* An active, family -friendly, social place with attractive store fronts and
inviting, green public open spaces where people want to shop, dine,
enjoy entertainment or just relax.
* An economically strong commercial area fostering a healthy business
community.
* A convenient and safe place for pedestrians and bicyclists.
* A mixture of old and new that reflects the history of the city through
art and architecture.
* A clean, vibrant, safe, interesting, and visually attractive place where
tourists and residents feel welcome.
THE VISION
Picture the Future! In the Greater East Wenatchee Area.
You will see:
• A versatile and diverse economic base, which promotes desirable
employment growth and living wage jobs.
• The Greater East Wenatchee Area has developed in an orderly and
economically feasible manner that makes the best use of geographic,
demographic, and human resource, this development:
- Has created an area rich in destination tourism and recreation;
- Protects and enhances residential neighborhoods;
- Includes commercial, industrial, agricultural activities; and
- Compliments the economic and cultural opportunities in the area.
• Tourist activities located in appropriate places which may include river
corridors and in agricultural areas.
• A balance between preserving agricultural activities, orchards and allowing
urban growth and development.
• Farmland and agricultural activities sustained by allowing agricultural
related activities on premises including, for example; fruit stands, wineries
and related support services.
• Commercial and industrial investment is attracted into the area through a
cooperative alliance among County, City and special purpose districts.
• The City of East Wenatchee as the urban center of the Greater East
Wenatchee Area with an attractive Central Business District that is user
friendly and meets the needs of local residents and pedestrian oriented
tourism.
• Transportation systems that provide easy accessibility to the industrial,
commercial, recreational, and residential assets of the community
including; an all-weather airport, bicycle and pedestrian trails and facilities,
roads and streets.
• The Greater East Wenatchee Area is a safe and pleasant place to live.
• Housing that is available to all income levels.
• Growth that is managed to facilitate efficient provision of requested services
within identified service boundaries.
• Parks, recreation areas, and open space are found along the Columbia
River while protecting and enhancing the character of the shoreline and its
wildlife.
• Guidelines are created and in place which acknowledge and respect
private property rights.
Greater East Wenatchee Area Comprehensive Plan
GOAL 1: Properly Planned Community: Establish an environment conducive to
the effective, orderly growth of greater East Wenatchee
OBJECTIVE 1: Build and enhance relationships to foster mutual benefit
• Improved and ongoing communication
o With public service partners
■ Coordinated planning groups at staff level
o With citizens
• Increase citizen participation
• Standardize capital improvement project planning with public service
partners
OBJECTIVE 2: Manage economic and residential growth
• Manage planning
o Cooperative planning
■ LTAC model
■ Combined capital facilities plan
o control planning
• Promote prioritization
• Manage political influence
o Leverage influence on local and state policy
• Engage in intentional annexation
Goals & Objectives (3/27/2019)
Page 1 of 4
GOAL 2: Enhanced Livability: Foster a vibrant, safe, affordable, responsive place
to live, work, and play
OBJECTIVE 1: Seek out open spaces and recreational opportunities
• Parks
• Trails
• Protecting and enhancing the character of the shoreline and its wildlife
OBJECTIVE 2: Consider events and activities
OBJECTIVE 3: Identify needed infrastructure
• Sidewalk connectivity
• Diverse housing that is affordable for all
OBJECTIVE 4: Plan and build gathering spaces and amenities
• Public library
• Meeting spaces
o Community center
• Post office
Goals & Objectives (3/27/2019)
Page 2 of 4
GOAL 3: Economic Opportunity: Facilitate a thriving, diverse economy
OBJECTIVE 1: Seek out commercial and industrial investment
• Tech growth
• Restaurants
• Public private partnerships
o Downtown/uptown
• Nightlife
9 Living wage jobs
OBJECTIVE 2: Honor and promote knowledge and innovation
• Education
o Prepare students for our future workforce
o Tech Schools
OBJECTIVE 3: Identity and seek needed and prioritized services
OBJECTIVE 4: Plan and build riverfront projects
Goals & Objectives (3/27/2019)
Page 3 of 4
GOAL 4: Community Identity: Promote an inclusive identity that celebrates the
city's historical roots, our citizen's cultural diversity, and our area's unique
offerings
OBJECTIVE 1: ethnic inclusivity
OBJECTIVE 2: Promote and sustain farmland and agricultural activities by allowing
agricultural related activities on premises
OBJECTIVE 3: Be a destination for recreation, ecotourism and agritourism
• Tourist activities located in appropriate places which may include river
corridors and in agricultural areas
OBJECTIVE 4: Create a strong, memorable brand for East Wenatchee
• Revisit name
• Revisit theme/tagline
o It's a great place to land
* Ensure adequate and appropriate signag%--
o City logo on street signs
Goals & Objectives (3/27/2019)
Page 4 of 4
Build and enhance relationships to
foster mutual benefits.
Improved ongoing communication
with citizens and public service part-
ners.
Increase citizen partici ation.
Standardize capital improvemen
project planning.
Manage economic and residentiz
growth with cooperative planning.
Our Mission
Earn and Maintain the trust of and give quality service to all who live in, work in and visit the City of East
Wenatchee, Washington.
To Pursue and Fulfill this Mission, the Council and the Employees of the City of East Wenatchee will
continue to honor our responsibility:
• To develop and maintain policies responsive to future and current community needs.
• To make responsible decisions;
• To enhance and protect the natural beauty and quality of live in our community,
• To maintain quality government by providing and encouraging citizen participation that enables identify-
ing ad productively resolving issues;
• To manage the City's resources to meet its needs,
• To continue to give our Community, responding to its needs in a helpful, positive, timely and profession-
al Manner.
Seek out open spaces and recr`
ational opportunities.
Consider adding new events and
activities.
Identify needed infrastructure, such
as sidewalk connectivity and diverse
housing that is affordable for all.
Plan and build gathering spaces and
amenities, such as meeting spaces
and a Post Office.
Seek out commercial and industrial
investments, like tech growth, res-
taurants, public and private part-
nerships, nightlife and living wage
jobs.
Honor and promote knowledge and
innovation.
Identify and seek needed prioritized
services.
Plan and build riverfront projects.
Our elision
A livable, prosperous, vibrant, urban center
guided by a small-town sense of community.
to lane
Ethnic inclusivity.
Promote and sustain farmland and
agricultural activities by allowing
agricultural related activities on
premises.
Be a destination for recreation, eco-
tourism and agritourism.
Create a strong, memorable brand
for East Wenatchee. This includes
ensuring adequate and appro-
priate signage.