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FEBRUARY 2019

COMMUNITY

PROFILE

Resolution No. 2019-3585 Exhibit "A"

Introduction

The City of Newberg created this document to offer a snapshot of the community as a whole. It was written

with information from the most recent data and relevant plans available. Portland State University, College of

Urban & Public Affairs’ Population Research Center; the U.S. Census Bureau; the Ford Family Foundation;

the State of Oregon Employment Department are just some of the data sources.

Tucked into 5.93 square miles

of Yamhill County’s northeastern corner, Newberg is the county’s second larg-

est city. Over the past 50 years, its population has greatly grown because of a high standard of living; a clean,

green environment; and a strong economy. Large agricultural and manufacturing sectors; education, health

care and social services; and tourism lead to a household median income of over $53,000. To prepare for the

growth expected to continue, the City has created plans to meet the housing and business needs. This will

help Newberg keep the small-town feel that makes it such a great place to call home while keeping a strong,

local economy.

Arts, Culture, and Heritage

With farmers markets, First Friday Art walks, and festivals, Newberg is an active community.

Newberg Public Library

The Newberg Public Library loaned over 300,000 books in 2017 alone. But the 500-1,000 daily visitors

(170,000+ yearly) know that books are far from the only things offered. The Library is a hub of activity. Twen-

ty thousand people attended its 400+ events, such as Science, Technology, Engineering and Mathematics

(STEM) programs; book releases; and Hispanic Heritage Month. It delivers books to those unable to leave

their homes regularly and organizes a summer food program to make sure that everyone can participate. Most

of the employees are Newberg residents and it has a strong group of volunteers and community partners like

the Rotary Club and Newberg Public Schools. This helps keep the Library current and helpful to local resi-

dents.

Chehalem Cultural Center

The Chehalem Cultural Center was created to “inspire and enrich lives” through the celebration of the arts,

community, education and heritage.

The building used to be a school. It is now home to an art gallery and

exhibition hall, 3 art classrooms, a clay studio, a music recording studio, and a 5,200 square foot ballroom. The

Center also plans to build a 250-seat theater, a conference center and a movement studio.

Newberg Cultural District

The Newberg Cultural District sits between the Cultural Center and the Newberg Public Library. It was creat-

ed with the help of the City of Newberg, Chehalem Park and Recreation District, the Cultural Center and the

Library, providing a space for relaxing activities. It is also great for events like Tunes on Tuesdays.

1 City of Newberg. As of 11/07/2018

2 NewbergPublicLibrary,KnowYourLocalGovernment.LeahGrith.10/04/2018

3 Chehalem Cultural Center,ChehalemPark&RecreaonDistrict.Accessed10/02/2018

Hoover-Minthorn House Museum

The Hoover-Minthorn House Museum shows the role Newberg played in the nation. After his parents died, a

young Herbert Hoover moved to Newberg to live with his uncle and aunt, Dr. Henry John and Laura Minthorn.

Of course, this is before he became the 31

president of the United States! The Minthorns came earlier so

Henry John could work as the rst superintendent of Friends Pacic Academy, which is now George Fox

University, a nationally-known Christian university. So the Minthorns left a legacy in Newberg and the nation

as well.

Museum curators have put items in the house that used to belong to the Minthorn family as well as

Hoover’s actual bedroom furniture set, pieces from George Fox University and local residents.

Chehalem Valley Chamber of Commerce

The Chehalem Valley Chamber of Commerce supports almost 400 area businesses from Newberg, Dundee,

St. Paul and Dayton. It assists local businesses, helps those who want to start a business through the Che-

halem Valley Innovation Accelerator and does business recruitment. As an active community partner, it spon-

sors the Newberg Fresh Trufe Marketplace, the Newberg Camellia Festival & Run/Walk, Taste Dundee and

other local events.

The Chamber also founded the Newberg Downtown Coalition, which continues to make

life great for area residents.

Newberg Downtown Coalition

The Newberg Downtown Coalition is a volunteer organization that uses the Main Street Approach to foster

community-based revitalization through physical upgrades, events and promotions.

It manages the Newberg

Farmers Market and supports the Holiday Tree Lighting, Art Walk and many other events. The Coalition also

does business recruitment, specically in the downtown core.

Social Service Organizations

Love INC

Like the town’s founders, many of Newberg’s residents participate in religious services. The city is home to

over 40 churches, such as Presbyterian, Seventh-day Adventist, Latter-day Saints, Catholic, and independent

congregations. Twenty-four churches located in Newberg and neighboring communities work with Love in the

Name of Christ (Love INC). Founded in 2004, it organizes church volunteers to use their resources and skills to

uplift the community and has assisted over 3,500 families. It connects local residents to specic congregations

that offer the specic services they need and helps the churches meet these needs, such as home heating,

food, and medication. Love INC also offers classes for nancial management, nutrition, job skills and more.

Lastly, it runs the Newberg Community Shelter to offer women a safe home and help to get back on their feet.

Newberg Area Habitat for Humanity

Newberg Area Habitat for Humanity is the local chapter of the global Habitat for Humanity that “brings people

4 Hoover-Minthorn House Museum.Accessed10/09/2018

5 Chehalem Valley Chamber of Commerce.Accessed10/10/2018

6 AbouttheNewbergDowntownCoalion,NewbergDowntownCoalion.Accessed10/10/2018

7 Accomplishments. hp://www.newbergdowntown.org/accomplishments/.Accessed10/10/2018

8 Loving Our Neighbors,LOVE,INC.Accessed10/02/2018

together to build homes, communities and hope.” In addition to xing and building homes, it supports fair hous-

ing policies and teaches home maintenance skills. To qualify for the home ownership program, you must have

a need for a better house, be a low-income resident with the ability to pay a mortgage, and have the desire to

partner with Habitat. The nonprot also runs the Restore, which keeps good building and housing materials

out of landlls by reselling them to the community at a low cost.

Yamhill Community Action Partnership

The Yamhill Community Action Partnership is a nonprot that meets housing, energy, food and youth service

needs in the county. Every year, it gives around 1,500 residents funds to pay for utilities during emergencies

and makes 30 homes more energy efcient. It collects and gives away 1.5 million pounds of food to over 35

sites, including elementary schools and public housing complexes. It also helps youth between 11 and 21

years old by offering job training and placement, leadership and life skills coaching, and even housing.

Recreation

Chehalem Park and Recreation District

Phase I of the Chehalem Aquatic and Fitness Center redevelopment – which includes a new aquatic wing

with dressing rooms, showers, a kiddie area, saunas, and lap lanes – shows how the Chehalem Park and

Recreation District (CPRD) has grown during its 50-year history. In 1967, the District owned 14 acres of cit-

izen-donated land and operated the City of Newberg’s outdoor pool and parks. Since then, it has grown to

over 200 acres, with recreational sites in Newberg, Dundee and Yamhill County. It maintains an 18-hole golf

course, walking and equestrian trails, a BMX park, a dog park and so much more. It also offers park shelters,

halls, meeting rooms and event spaces for rent. The District organizes educational activities for all ages, such

as summer camps and classes at the Senior Center.

The District continues to expand the recreational options for residents. The Chehalem Heritage Trail Plan

guides the creation of a 70-mile network to connect parks, regional trails, and historical and cultural sites.

Phase II of the Aquatic Center’s redevelopment includes renovating the original building to create a gymna-

sium and elevated track. In September 2018, the Oregon Parks and Recreation Department chose to give

CPRD $287,000 to build Friends Park, a 9-acre neighborhood park in south Newberg. A private contractor will

donate nearly $300,000 in labor, which shows the community support for the CPRD.

Champoeg State Heritage Area

Champoeg State Heritage Area shows Newberg’s role in Oregon history, as it is the site of the state’s rst

provisional government. Located on the Willamette River ve miles outside of Newberg, the 622-acre area

includes the Historic Butteville Store, perhaps the oldest continuously operating store in Oregon. Also, visitors

can use its campground with full-hookup sites, tent sites, yurts and cabins. Each site type has at least one site

accessible to those with disabilities. The grounds also include ush toilets, hot showers and a meeting hall.

9 ChehalemPark&RecreaonDistrict.Accessed10/09/2018

10 TheStoryofFriendsPark,ChehalemParkandRecreaonDistrict.Accessed10/11/2018

11 Champoeg State Heritage Area,OregonStateParks.Accessed10/09/2018

Education Attainment

Newberg residents go to college at a slightly lower rate than state residents overall. However, the median

household income is higher than that of the state as a whole. More of Newberg’s residents participate in all

levels of education than the county overall (see Chart 1). The Latin-American community, the city’s largest

community of color, obtains at least a high school diploma and at least a bachelor’s degree at much lower

rates than the White, non-Latin American community (rates of 43.3% and 24.4% less respectively). Chart 2

shows that women get at least a high school diploma or a bachelor’s degree more often than men.

Chart 1: Educational Attainment by Region (for residents 25 years of age or older)

Source: Educational Attainment, U.S. Census Bureau,

2013-2017 American Community Survey 5-Year Estimates

Chart 2: Newberg’s Educational Attainment by Sex

Source: Educational Attainment, U.S. Census Bureau,

2013-2017 American Community Survey 5-Year Estimates

Education Opportunities

From elementary school to advanced degree programs, Newberg has many educational opportunities.

Newberg Public Schools (SD 29J)

Newberg Public Schools (NPS) runs ten schools that serve a total of 5,000 students from Yamhill, Washington,

and Clackamas Counties.

Chehalem Online Learning Alliance, a Grade K-8 school, gives online as well as

in-person classes and offers each student a tailored learning plan.

While 20% of all students are Hispanic/

Latino, 91% of staff are White.

Ever English Learners and students with special needs each make up 14% of

the student population

and 46% are economically disadvantaged.

Beginning with its migrant preschool program, NPS strives to meet all of its students’ academic needs. It offers

interventions, tutoring programs and English Language Development support starting in elementary school.

Middle and high schools host Advancement via Individual Determination (AVID), an academic success pro-

gram, and offer online and mobile student classes. This has led to students achieving Standardized Achieve-

ment Test (SAT) scores higher than both state and national averages.

In addition to support services, NPS

provides various enrichment programs such as a dual language immersion program at the elementary level

12 Quick Facts about Newberg Public Schools,NewbergPublicSchools.Accessed11/08/2018

13 Chehalem Online Learning Alliance,NewbergPublicSchools.Accessed10/3/2018

14 OregonAt-A-GlanceDistrictProle:NewbergSD29J,2017-2018,OregonDept.ofEd.

15 Ibid.

16 Quick Facts about Newberg Public Schools,NewbergPublicSchools.Accessed11/08/2018

17 Migrant Program,NewbergPublicSchools.Accessed11/08/2018.

18 Quick Facts about Newberg Public Schools,NewbergPublicSchools.Accessed11/08/2018

and a middle school (STEM) program. The high school offers an alternative learning program called Catalyst,

study abroad opportunities, and classes at Portland Community College. From music to sports to academic

competitions, NPS has many activities in and outside of the classroom.

Performance Standards

English Language Arts (2017-18)

• Elementary schools scored the same as last year but middle and high schools scored below last year

• Middle schools did not meet the scores for achievement or academic growth goals last year or for their

3-year average

• High school students met the score for their 3-year average

Mathematics (2017-18)

• Only elementary schools met the math standard either last year or for their 3-year average

• Non-Asian students of Color scored at least 25 points less than Asian and White students in elementary

and middle school and 15 points less in high school

• Middle schools did not meet the scores for achievement or academic growth goals last year or for their

3-year average

Veritas School

Newberg offers its families private school options as well. Veritas School, a Christian grade PK-8 school, uses

the Harkness Method for its 230-member student body in every class. This conversation-based teaching style

focuses on creating skills in deep thinking and communication. Ranked #6 on Oregon Live’s 2018 list of the

state’s best private schools,

the student-teacher ratio is 13-1 and commonly all of the graduates go to col-

lege.

C.S. Lewis Academy

C. S. Lewis Academy is another private, Christian school in Newberg. It has an enrollment of 101 students and

student-teacher ratios that range from 9:1 in elementary school to 7:1 in high school. Most students play on a

sports team and participate in clubs and service projects such as food, toy and clothing drives, yard work for

elderly residents, and community performances.

It ranked 16

on Oregon Live’s list of the state’s best private

schools.

Portland Community College, Newberg Center

19 2017-18ESSADistrictAccountabilityDetailsReport,Oct.24,2018,NewbergSD29J.OregonDept.ofEd.

20 The20bestprivateschoolsinOregonandhowmuchitcoststoaendthem,OregonLive.Accessed  

09/24/2018

21 Veritas School,Niche.Accessed10/02/2018

22 C.S.LewisAcademy2018-2019Prole.

23 The20bestprivateschoolsinOregonandhowmuchitcoststoaendthem,OregonLive.Accessed

09/24/2018

Portland Community College, Newberg Center, offers lower-level college courses. Students may enroll in the

Oregon Transfer Module, which lets them transfer to a State of Oregon community college or university. The

center is located on a 16-acre site, which has an 11,000 square foot Learning Garden. It is in a LEED Platinum

certied building, which is the rst college building in the state that produces just as much energy as it uses

because of its utilization of solar panels and energy-saving systems.

The Center provides advising, counsel-

ing, disability services and a discount of up to 100% for elderly students.

George Fox University

George Fox University is a private, Christian institution offering undergraduate, accelerated undergraduate

and post-graduate degree programs.

The most popular of the more than 40 study areas are business, en-

gineering and nursing. GFU also has nearly 50 minors, 11 masters and 5 doctoral degrees. Most of its 4,140

students attend the 106-acre campus in Newberg. The Portland Center and Salem Site focus on program-

ming for working adults. Students get the benet of a small university with a student-teacher ratio of 14:1.

The Bruins take sports seriously, as the women’s track & eld team won the 2018 National Championships.

Last year, GFU ranked 1

in Oregon in Money magazine’s list of “Best College’s for Your Money,” and 5

best

overall in the nation for Christian colleges.

The student body is committed to community involvement, volun-

teering 250,000 hours yearly around the region, state and world.

Population

With a population of 23,795,

the City of Newberg has grown by 7% since 2010. Newberg is growing faster

than the county, the Portland Metro Area and the state. It is estimated to grow to 36,709 by 2040.

Partially

because of the university, the median age is 32.7. This is six years younger than Oregon’s median age.

Nearly 80% of the total population identify as “White alone, not Hispanic or Latino,” which is 3% more than the

state as a whole. Latin-Americans make up the next largest ethnic group at 14.5%. Almost all (90%) of these

residents are of Mexican ancestry. People of “2 or More Races” make up 3.6%, while Asians make up 1.9%

and Native Americans make up 1.2%. Blacks and Pacic Islanders each add under 0.2%.

Over 12% of res-

idents older than 5 years old speak a language other than English, which is 3% higher than the state overall.

There are also fewer residents born outside of the U.S. by percentage than statewide. The Latin-American

population will probably increase in the next few years based on the fact that 20% of students in Newberg

Public Schools identied as “Hispanic” for the last ve years.

3132

Households and families

24 Newberg Center,PortlandCommunityCollege.Accessed09/24/2018

25 AcademicsatGeorgeFox,GeorgeFoxUniversity.Accessed09/24/2018

26 “GeorgeFoxUniversityrankedrstinOregonin‘Money’magazine’s‘BestCollegesforYourMoney’list”, George

FoxUniversityNewsReleases,July17

2017.Accessed10/03/2018

27 CommunityContribuons,GeorgeFoxUniversity.Accessed10/10/2018

28 Cered2017PopulaonEsmates,PortlandStateUniversity,CollegeofUrban&PublicAairs:Populaon

Research Center

29 YamhillCountyFinalForecastTables,2018,PortlandStateUniversity,CollegeofUrban&PublicAairs:

PopulaonResearchCenter

30 DemographicandHousingEsmates,U.S.CensusBureau,2013-2017AmericanCommunitySurvey5-Year

Esmates

31 OregonDept.ofEd.OregonReportCard:NewbergSD29J,2013-14–2016

32 OregonAt-A-GlanceDistrictProle:NewbergSD29J,2017-2018,OregonDept.ofEd.

There are 8,126 households in Newberg. Most people (67.1%) who live with someone else live with family

members, including children or spouses. The rest either live alone or with non-family members. Over 13% of

heads of family households are single women, 5% more than in 2010, while only 3.7% are single men. Nearly

a third (32.1%) of “householders” currently raise their own children. The average household size for home

owners is 2.59, which is basically the same as in 2010. The average size for renters is 2.66.

The overall

average size is 2.62.

Income and Poverty

Newberg’s median household income, $56,119, is over $3,000 more than last year but $791 less than the

state’s. Last year it was only $195 less than the state’s. It is $2,273 less than the county’s, and grew less over

the past year.

However, while the average annual wage (2017) in Newberg, at $42,000 is approximately

$1,000 higher than the in Yamhill County, it is over $8,000 less than in the state and $27,000 less than in

neighboring Washington County.

The median housing cost is $251,800, which is almost 10% more than in

2010.

Men who work full-time make $47,161 yearly while women earn $42,796. While the difference in pay is nearly

$1,000 less than it was last year, it is still quite large at $4,365. This difference in pay is less than that of the

state ($9,819) and county ($7,257). The jobs men and women have may be part of the reason. Men ll over

81% of computer, engineering and science occupations, while women work in over 70% of education, legal,

community service, arts and media jobs.

However, in Polk and Yamhill Counties, when men and women do

the same types of jobs, men still earn more – as high as 29% in managerial positions.

In Newberg, 17% of residents live in poverty, over 3% higher than the county rate. The percentage of single

mothers with 1-2 children who live in poverty has dropped 10% since 2016. Still they are at a major risk, es-

pecially when compared with single mothers in the county and state.

Yamhill County has a child poverty rate

of 22.5%, 17

highest in the state.

33 SelectedHousingCharacteriscs,U.S.CensusBureau,2013-2017AmericanCommunitySurvey5-YearEsmates

34 QuickFacts:Newbergcity,Oregon,USCensusBureau.Accessed12/07/2018

35 DataUSA:Newberg,OR.Accessed09/21/2018

36 NewbergOverview,AbishaStone.01/28/2019

37 SelectedHousingCharacteriscs,U.S.CensusBureau,2013-2017AmericanCommunitySurvey5-YearEsmates

38 OccupaonbySexfortheCivilianEmployedPopulaon16YearsandOver,U.S.CensusBureau,2013-2017

AmericanCommunitySurvey5-YearEsmates

39 DataUSA:Newberg,OR.Accessed09/25/2018

40 Poverty Status in the Last 12 Months of Families, U.S.CensusBureau,2013-2017AmericanCommunitySurvey

5-YearEsmates

1110

Table 1: Poverty Rates

Over all Single Mothers*

Newberg 17.0 60.6

County 13.7 47.0

State 14.9 36.1

Source: Poverty Status in the Past 12 Months, U.S. Census Bureau,

2013-2017 American Community Survey 5-Year Estimates

* Families with female householder, no husband present, with 1-2 children under 18 years of age

Those who identify as Some Other Race and Black are at the highest risk of poverty by far (see Chart 3). Be-

cause Spanish is the second-most widely spoken language, the Latin American population probably makes up

most of this group. While the percentage of Whites (not Hispanic) living in poverty is less than other groups.

However, because they make up most of the population, they account for most of the residents living in pover-

ty (63.7%), followed by Latin Americans of any race (32%). Also women are 60% more likely to live in poverty

than men.

41 Ibid.

Chart 3: Rates of Racial Groups below Poverty Level*

Source: Poverty Status in the Past 12 Months, U.S. Census Bureau,

2013-2017 American Community Survey 5-Year Estimates

*NOTE: Black, Native American, Pacic Islander data is subject to potential error due to small population

sizes

The chance of child abuse and neglect may increase with higher rates of poverty. However, this is not the

case in Yamhill County, which is the 6

safest county for children under 18 (7.5 survivors/victims per 1,000

residents). Also, while the poverty rate is higher than the state’s,

the violent crime rate of Newberg-Dundee

is half the state’s (1.26 incidents per 1,000 residents in Newberg

to 2.64 in Oregon

). This makes the 2-city

area the 8

safest in the state.

Similarly, it is the 7

most food secure, with 87.5% of residents not having to

worry about where their next meal will come from.

To help with those residents who do worry about food, the

Newberg Farmers Market accepts SNAP benets.

42 Poverty Status in the Past 12 Months, U.S.CensusBureau,2013-2017AmericanCommunitySurvey5-Year

Esmates

43 OensesKnowntoLawEnforcementbyCity,2016:Oregon.UniformCrimeReporng,FederalBureauof

Invesgaon

44 CrimeintheUnitedStatesbyState,2016.UniformCrimeReporng,FederalBureauofInvesgaon

45 Oregon’s20SafestCiesof2018.Safewise.Kemsley,Tamarra.Accessed11/29/2018.

46 Oregon by the Numbers,2018Ed.,pages109-111.TheFordFamilyFoundaon.

47 Newberg Farmers Market.Accessed11/14/18

1312

Industries

Manufacturing contributes nearly a fourth of all private employment in Newberg, which is 10% more than the

state’s manufacturing base.

This is due in large part to A-dec, the largest single employer in the county and

the largest dental equipment and furniture manufacturer in the world.

However, metals and machining also

play a role in the local manufacturing base. This diversity causes the sector to grow more slowly but also in

a more stable manner, leading to lower market highs but also higher market lows.

George Fox University’s

presence boosts education and health services to comprising another fourth of Newberg’s total jobs, which is

also 10% more than in the state. Leisure and hospitality, the third largest contributor, has grown signicantly

because of the county’s wine industry. With an annual wage of $20,500, these positions, while many, pay the

less than half of Newberg’s overall private sector wage average.

Between 2006 and 2017, Newberg added 1,400 jobs, an 18% increase, outpacing the state and county by

8%.

In 2019, Newberg’s economy will keep growing but at a slower speed. By 2027, the Mid-Willamette

Valley region, is expected to see an increase in job growth of 12%, which will mean 10,400 new jobs in New-

berg.

5354

Manufacturing will account for 2,100 of them. It will grow throughout the region as well, which is both

good and bad for Newberg. On one hand, there will be more jobs offered in Newberg. On the other, because

Newberg’s job growth is happening at the same time as it is in other places, the city will have to compete to

hire and keep the same pool of workers.

Health care, which grew 32% from 2006 to 2017, will grow another

20% from 2017-2027. Leisure and hospitality, which grew 71% (550 jobs) over the last decade, will grow an-

other 13% (1,520 jobs) during the next decade.

48 NewbergOverview,AbishaStone.01/28/2019

49 Interview:BretBaker,12/21/2018

50 EmploymentinYamhillCounty:ASummaryThroughAugust2018.O’Connor,Pat.StateofOregonEmployment

Dept.

51 NewbergOverview,AbishaStone.01/28/2019

52 NewbergEmployment,AbishaStone.01/28/2019

53 EmploymentinYamhillCounty:ASummaryThroughAugust2018.O’Connor,Pat.StateofOregonEmployment

Dept.

54 NewbergEmployment,AbishaStone.01/28/2019

55 EmploymentinYamhillCounty:ASummaryThroughAugust2018.O’Connor,Pat.StateofOregonEmployment

Dept.

56 NewbergEmployment,AbishaStone.01/28/2019

Table 2: Top 10 Employers in Newberg*

Employer Employees Product Description

A-dec & A-dec Global Inc 1,240 Dental equipment and furniture manufacturer

Newberg Public Schools 577 Local Public Education institution

George Fox University 569 Higher Education institution

Fred Meyer #220 280 Retail goods store

The Allison Inn & Spa 200 Luxury inn

City of Newberg 145 Local government

Friendsview Manor Inc 115 Retirement community

DCI International 111 Dental equipment and furniture manufacturer

Climax Portable Machine Tools Inc 100 Machining manufacturer

Providence Newberg Medical Center 99 Medical center

Source: Business License Information, City of Newberg

*Business License Information not up to date for Newberg businesses.

While Newberg’s annual retail trade per capita – how much money is spent per person – was just above the

state’s, it did worse than most cities with a population around the same size as Newberg (see Chart 4). The

three cities with the highest retail trade values more than doubled Newberg’s. Two of those places (Klamath

Falls and Roseburg) are at least 70 miles from the nearest large city. The other (Wilsonville) is closer to a big

city than Newberg is. Newberg probably does better than Forest Grove and Ashland because it is farther than

both of these small cities from large regional areas. When looking at income, it is clear that proximity to large

cities, not income, is the deciding factor. Because Newberg is close to the largest metro area in the state, if it

wants to keep more of its money in the local economy, it might think about investment in the local retail sector.

However, because it is so close to Portland, it would be difcult to compete with the high number of options

nearby. Newberg should also think about how the Internet is changing how people shop.

1514

Chart 4: Per Capita Retail Sales for Cities within 2000 residents of Newberg’s Population^

Source: Economy-Wide Key Statistics: 2012, 2012 Economic Census of the United States

* All information is retrieved from 2012

^ Retail sales include sales shipments, receipts revenue, or business done

Occupations and Employment

Both Yamhill County and Oregon reached their lowest unemployment rates ever in August 2018 – 3.5% for the

county and 3.8% for the state. Both are better than the nation’s rate of 3.9%. Statewide employment has been

growing faster than the county since the recession. But over the last year, the county, at 3.1%, has grown more

quickly than both the state (2.2%) and the nation (1.6%).

With a larger private sector than the state overall,

Newberg has nearly 5% fewer public employees than the state as a whole.

57 EmploymentinYamhillCounty:ASummaryThroughAugust2018.O’Connor,Pat.StateofOregonEmployment

Dept.,page2

As more people and businesses come to the region, the number of Newberg residents who work in the com-

munity has also increased.

However, the percentage of this group has decreased overall during the last 10

years (see Chart 5). The Portland Metro Area attracts 51% of Newberg workers, a 3% increase from a decade

ago. Additionally, other counties have also drawn more workers, causing the percentage of Newberg residents

that work in Yamhill County to drop nearly 5% (see Chart 6).

Chart 5: Where Newberg Residents Go for Work

Source: OnTheMap, US Census Bureau, Center for Economic Studies, 2015. Accessed 10/30/2018

58 OnTheMap,USCensusBureau,CenterforEconomicStudies,2015.Accessed10/30/2018

59 EmploymentinYamhillCounty:ASummaryThroughAugust2018.O’Connor,Pat.StateofOregonEmployment

Depart.10/11/2018

1716

Chart 6: Where Newberg Residents Work by County

Source: Employment in Yamhill County: A Summary Through August 2018. O’Connor, Pat.

State of Oregon Employment Department. 10/11/2018

Right now, Portland (8.3%), Tualatin (6%), Tigard (6%) and Beaverton (5.7%) have the largest draw on New-

berg’s workforce.

While Portland always attracts the most, the order of the rest of the cities changes often,

possibly meaning there is increased economic competition throughout the metro area. This might be because

of an increase in higher paying positions. Residents who leave Newberg for work typically get paid more than

those who work in Newberg (see Chart 7). The fact that they commute to other communities might suggest

that Newberg’s high-paying employers are being outperformed by their counterparts in neighboring cities. As

it is the second largest city in the county, its ability to attract workers has a large impact on the county’s ability

overall. While Newberg’s ability to keep its residents has decreased over time, it still has much more success

than its neighbors, except for McMinnville, which employs (38%) of its residents. This may be because it is

larger and 15 miles farther from Portland and only 4 miles closer to Salem than Newberg.

60 OnTheMap,2015,USCensusBureau,CenterforEconomicStudies.Accessed10/30/2018

Chart 7: Newberg Monthly Income

Source: OnTheMap, US Census Bureau, Center for Economic Studies, 2015. Accessed 10/30/2018

It should not be surprising that residents who leave Newberg for work tend to make more money because of

our close proximity to Portland. To continue to compete with neighboring cities for our local workforce, New-

berg must continue to become a place where businesses can grow. This also means that we must better train

our youth for the in-demand positions local businesses look to ll. We are starting to do this in manufacturing

through Newberg High School’s School to Work Program. In the program, the district will partner with local

businesses to improve the career technical education curriculum.

This will help local students and local busi-

nesses connect to each other.

Business Development

From a home-based soap company to an international dental tool manufacturer, Newberg is home to over

1,712 businesses – the second most in Yamhill County.

Public, private and non-prot organizations work

hard to make sure this number only goes in one direction: up.

Newberg Economic Development Strategy (2016)

In 2015, the Chehalem Valley Chamber of Commerce entered Newberg into America’s Best Communities, a

national community grant competition, earning $50,000 as a quarternalist. Newberg used these and other

funds to create an economic development plan. The Plan outlines ways to use the city’s location and assets to

61 “Petersonwillleadschool-to-workprogram,”NewbergPublicSchools.Accessed09/26/18

62 StascsforAllU.S.FirmsbyIndustry,Gender,Ethnicity,andRacefortheU.S.,States,MetroAreas,Counes,

andPlaces:2012SurveyofBusinessOwners

1918

create more local opportunities in the manufacturing, healthcare, wine, hospitality and high tech industries.

This, in turn, led to the Newberg Economic Development Strategy.

The Strategy has four sections – industry;

commerce; business development and workforce; tourism and hospitality. The Task Force chose local orga-

nizations to lead teams to complete each of the pillars’ goals. Some of the goals have already been met, as

you can see in the Economic Development Annual Reports for 2017 and 2018. For example, the Chamber

of Commerce led a team that created the Chehalem Valley Innovation Accelerator to help businesses get on

their feet.

Chehalem Valley Innovation Accelerator

Established in 2016, The Chehalem Valley Innovation Accelerator, connects people who want to start a busi-

ness to organizations that can help them, like local governments, regional economic development organiza-

tions, universities, and other businesses. Chehalem VIA provides, start-up money, networking, workspace,

mentoring and business development. It focuses on manufacturing, high-value agriculture and medical-dental

but also connects people with organizations in other elds. In exchange for using local resources, businesses

that nish the program commit to working in the Chehalem Valley for at least 2 years.

Housing

Newberg has a total of 8,580 housing units, and only 5.3% of them are vacant. Single-unit detached homes

make up the majority of housing at 63.7%, followed by buildings with 20 or more units (6.6%) single-unit at-

tached (e.g. triplex, rowhouse) at (6.5%). The percentage of 1-unit detached homes increased slightly over

the last year while the other two housing types decreased. Forty percent of the housing stock was built after

1990, 5% more than the stock of the state, which shows that Newberg is growing faster than the state as a

whole. Newberg’s median house value of $251,800 is nearly $15,000 less than Oregon’s. However, it grew

nearly $23,800 since last year, which is $5,000 more than the state increase. It is closing the gap with Yamhill

County, whose median property value is $254,000.

Housing costs largely mirror the trends of the state (see Table 3). However, the income share used for rent-

ed and mortgaged housing exceeds that of the state overall, although Newberg’s median household income

is more than the state’s.

As 28% of Newberg’s renters face a severe rent burden (pay at least half of their

income on housing), the city has major housing challenges.

This has caused a great demand for housing-re-

lated services. Direct housing assistance (28.4%) and utilities (28.2%) are the most widely used services.

The City expects to complete a housing needs assessment by fall 2019, which will give direction for future

development. Currently, there seems to be a great need for multi-family housing.

63 Newberg:oneofAmerica’sBestCommunies,ChehalemValleyChamberofCommerce.Accessed10/01/2018

64 NewbergEconomicDevelopmentStrategy,2016,page4

65 Ibid,.page37

66 ChehalemValleyInnovaonAccelerator.Accessed10/10/2018

67 SelectedHousingCharacteriscs,U.S.CensusBureau,2013-2017AmericanCommunitySurvey5-YearEsmates

UnderstandingHB4006(2018)NewStatutoryRequirements,DLCDandOHCSWebinarforLargerCies,Sept.21,2018,OregonHousingandCom-

munity Services

69 211Info Client Contacts by Category,CommuniesReporter,OregonCommunityFoundaonandtheOSURural

StudiesProgram.Accessed10/05/18

Table 3: Housing Costs of City and State

Housing Type Newberg Oregon

30%+* Median cost 30%+* Median cost

Rental 56.3 1027 52.9 988

Owned, mortgage 37.5 1657 32.3 1594

Owned, no mortgage 16.2 522 15.4 497

Source: Selected Housing Characteristics, U.S. Census Bureau,

2013-2017 American Community Survey 5-Year Estimates

* 30%+ means cost is at least 30% of income

Land Need and Supply

In 2004, the Newberg Planning Division did a Buildable Land Inventory of both vacant and redevelopable

land within the urban growth boundary (UGB) (see Table 6). The city had a total of 778 acres of buildable land

with clear designations for how the land could be used. Its urban reserve area has 467 more acres without

any designations. Based on how the population was expected to grow, the city needed 13,124 housing units

between 2005 and 2040. To meet this need, Newberg decreased residential lot sizes and created programs

to encourage building projects that have smaller housing units.

As the population grows, more land will be

needed for other purposes, like schools, religious practices and recreation.

The need for land for businesses is rising as well. To keep its small-town feel, Newberg will have smaller

neighborhood and community shopping centers instead of larger ones. This means that it can use the small-

er plots already in the UGB. Still this will not be enough to meet its needs. Newberg will also have to make

and attract more family-wage jobs in areas like manufacturing.

Table 4: Summary of Buildable Lands Needed, 2004

Future Buildable Acres Needed

2005 – 2025 2026 – 2040

Residential 360 1009

Commercial 6 109

Industrial 40 157

Parking 85 115

Institutions 164 233

TOTAL 655 1,623

Buildable reserve X 467

GRANT TOTAL 655 1,156

Source: City of Newberg Comprehensive Plan, 2018, page 65

70 City of Newberg Comprehensive Plan, 2018, pages 60-61

2120

Development Plans

Here are some plans that have been created to meet some of our land needs:

Newberg Downtown Improvement Plan (2016)

Phase I of the Newberg Dundee Bypass in 2018 greatly reduced trafc downtown. This means that the area

can now be a better place for walking and biking, which will which will attract new businesses and help existing

ones to thrive. The Newberg Downtown Improvement Plan was made to improve the good things the area al-

ready has and create a place in which people can live, shop, work and play, all mixed into the same spot. The

plan was also made so that downtown would be easier to get to from the areas around it.

Springbrook Master Plan (2008)

Springbrook Master Plan outlines a plan to make a District based on the historic Springbrook community.

The

District covers 450 acres of mostly agricultural land in the northern portion of the city limits. The Plan includes

1,200 housing units, from condos to houses. Walkways and trails will go through the entire area and lead to

a village center that will have shops, restaurants and a gathering space. The site already includes the Allison

Inn and Spa, a luxury hotel with a spa, conference rooms and a farm-to-table restaurant. Land is also set aside

for a mix of housing, retail and other businesses. There is also a place for a proposed church close to where

a church used to be. Fifty acres of park and open space will be spread throughout the area. Lastly, the Plan is

designed for more eco-friendly living.

Riverfront Master Plan (in development process)

The Willamette River has held importance to local residents since before the city was founded.

The com-

munity is in the process of creating the Newberg Riverfront Master Plan to enhance the 450-acre area.

Right now there is housing, open spaces and neighborhood parks as well as the WestRock Mill site (paper

mill) and the Rogers Landing boat ramp and park. The Plan will recommend the right mix of business and

housing with outlines for walking and biking paths that connect to other parts of the community.

The city

expects to reveal the Plan in the summer of 2019.

Newberg 2030 (in development process)

The City is trying to expand its urban growth boundary to meet housing and business needs. Finished in 2017,

Phase I included a community survey, a draft buildable lands inventory, a draft list of expansion study areas,

and an action plan. During Phase II, the City will nish the inventory and choose study areas.

71 CityofNewbergDowntownImprovementPlan,2016,pages1-2

72 Springbrook Master Plan, 2008

73 Ibid.

74 Backinme:YamhillValley–1859,NewsRegister.Accessed09/26/2018

75 City of Newberg Riverfront Master Plan, 2018, City of Newberg. Accessed 10/04/2018

Crestview Crossing Planned Unit Development

The property owner turned in plans to build 299 housing units and one commercial lot on a 33-acre area in

northeast Newberg. The project will take place over the next 10 to 15 years. There will be 18 single-family

homes on large lots, 230 cottage homes and 51 multi-family homes. Twelve single-family detached houses will

be sold below market rate to families earning below Newberg’s median income in order to add more affordable

housing to the area. Nearly 4.5 acres is designated for business use. Pathways will connect open spaces,

recreation areas and wetlands.

Infrastructure

The City of Newberg has adopted and is implementing the following infrastructure plans:

• ADA/Pedestrian/Bike Route Improvement Plan (2007)

• Stormwater Master Plan (2014)

• Sanitary Sewer Inltration & Inow Study (2015)

• Transportation System Plan (2016)

• Water Master Plan (2017)

• Wastewater Master Plan (2018)

• Comprehensive Plan (2018)

76 CrestviewCrossingPUD,receivedAugust23,2018,page3,3JConsulng,Inc.

AUGUST 2019

COMMUNITY VISION

Photo: Linda Shapiro

Resolution No. 2019-3585

Exhibit "B"

Letter from the mayor

Municipal government is chartered to further the desires of the

residents of a town or city. In our fair city, elected officials and

City staff seek to balance and prioritize conflicting demands for

limited funds and often-competing desires. Given this challenging

equation, how do elected officials and staff know what the desires

of their residents truly are? How can these desires be prioritized and

balanced? aNewBERG Community Vision tells us where Newberg

residents hope to see our community in the next 20 years. If you

think of this Community Visioning project as a road map for the

future, the goals and desires are the destination residents seek to

reach.

In these pages you will see that Newberg residents want the

community to preserve livability while retaining and expanding

community engagement, community leadership, cultural assets and

economic development. With these clear and established goals,

choices will be made to achieve the community’s desires. For this

reason, the work done by volunteers and City Staff is essential to the

future of our community.

Without the map provided by this document, we would truly be

sailing without a map, compass or sextant. Heartfelt thanks to all

who participated in this project. Thank you to the small army of

volunteers who made the project possible. Thank you all for sharing

your thoughts, concerns and desires. Together we will reach the

goals that you set forth. Newberg will continue to be a great and

livable place to grow.

Thank you for caring about our home.

Sincerely,

Rick Rogers

Mayor

Letter from the advisory Committee

This document is a culmination of the common values we as the

community of Newberg hold close. We want to thank each of you who

participated in the surveys, workshops, and forums leading to our

shared vision. Your voices helped shape this document.

We want to thank the City Council, both past and present, along with

Mayor Rogers and Mayor Andrews for entrusting the members of the

Advisory Committee with overseeing the creation of Newberg’s vision.

We are grateful to have had this opportunity, and we all learned so

much about our beloved town in the process. It was so awesome to

see the commonalities in values that Newberg residents share, and at

the same time so fascinating to learn the wide array of perspectives.

We did our best to mold this vision in a way that would accommodate

many of the unique values, while placing emphasis on those we all

share.

While the vision has been created, it’s only the beginning of the task

at hand. We encourage you to remain engaged as Newberg works to

make the vision a reality. This is a living document that will inevitably

face edits, revisions, and changes over time. You are essential in

ensuring that we hold true to Newberg’s values.

We again thank you for entrusting us with overseeing the creation of

this vision. We are so proud of our past, and we look forward to our

flourishing future.

Cheers,

The Community Visioning Advisory Committee

IN 2040, NEWBERG IS A GEM OF THE

WILLAMETTE VALLEY – MIRRORING THE

SURROUNDING BUCOLIC LANDSCAPES,

ITS CULTIVATED RELATIONSHIPS,

FLOURISHING CULTURE, THOUGHTFULLY

ENHANCED SENSE OF PLACE, STRONG

LOCAL ECONOMY, AND COLLABORATIVE

LEADERSHIP NOURISH OUR THRIVING

COMMUNITY.

8 - Project Introduction

10 - Vision for aNewBERG

11 - Community Engagement

14 - Community Leadership

16 - Cultural Assets

20 - Economic Development

24 - Livability & Development

30 - Implementation Strategy

32 - Project Background

34 - Outreach Efforts

38 - Acknowledgments

ProjeCt introduCtion

aNewBERG the community’s plan for

the next 20 years. The City of Portland

is in the midst of significant and rapid

growth that reverberates throughout

its metro area. Because of Newberg’s

close proximity to Portland, it is also

experiencing changes. This plan is

designed to ensure that, in the midst

of these changes, we keep the aspects

that make Newberg such a unique

and special place, while directing our

transformation to become what we en-

vision for ourselves.

The City of Newberg brought

together residents, business owners,

students, employees and retirees to

visualize our collective future. We

participated at community forums, we

collaborated at workshops and we

shared our thoughts on surveys and

during interviews. Then we combed

through diverse opinions, consolidated

information and brainstormed

potential strategies. In doing so, we’ve

focused on 5 different topic areas

that combine to create our vision for

aNewBERG!

Contents

vision for anewBerG

In 2040, Newberg is a gem of the

Willamette Valley – mirroring the

surrounding bucolic landscapes, its

cultivated relationships, flourishing

culture, thoughtfully enhanced sense

of place, strong local economy, and

collaborative leadership nourish our

thriving community.

Cultural Assets

Economic Development

Community Engagement

Livability & Development

Community Leadership

Parts of the toPiC areas

Topic Vision - what we want the topic area to

look like in our community 20 years from now

Goal - what we will focus on to reach the vision

Strategy - specific objective we will complete to

achieve the goal

Lead Organization - community organization

that will guide the strategy

toPiC areas

TIMELINE

SHORT MID LONG

1-5 years 6-10 years 11-20 years

1110

COMMUNITY ENGAGEMENT

STRATEGY

LEAD

ORGANIZATION

TIMELINE

SHORT MID LONG

Create 3 block clubs* in each City

Council District

City Council

Create community skills/resource

“e-shed" guides that map skills and/or

tools and materials residents are willing

to share in at least 2 block clubs

City of Newberg

Create a community tool library that

includes tools, books, and other

materials

TBD

Promote ways to access local social

service resources such as 211, ADRC,

YCCO, Love, INC, etc.

TBD

Create an youth relationship building

initiative for disengaged youth

City of Newberg

6 Establish youth mentorship program TBD

GoaL 1: BuiLd suPPort networks Between neiGhBors and within

neiGhBorhoods

COMMUNITY ENGAGEMENT

In Newberg, engagement is a part

of who we are. We give our time,

talents and treasures to strengthen

the community. We blend service into

our jobs and institutions, help each

other, and pride ourselves in donating

and shopping locally. Our authentic

relationships serve as a strong

foundation for a supportive community.

*A neighborhood group that gathers to build relationships and achieve shared goals such

as social gatherings, neighborhood clean-ups etc.)

1312

STRATEGY

LEAD

ORGANIZATION

TIMELINE

SHORT MID LONG

Create a service learning program in

educational institutions

Educational

Institutions

Create a community-wide garden

program

TBD

GoaL 3: deveLoP a sPirit of serviCe throuGhout the Community

COMMUNITY ENGAGEMENT

Poysdorf,

Austria

One of Newberg’s

Two Sister Cities

STRATEGY

LEAD

ORGANIZATION

TIMELINE

SHORT MID LONG

Coordinate quarterly service provider

tabling events

TBD

Create a brick and mortar social service

resource/outreach clearinghouse

Providence Newberg

Medical Center

Weekly highlight of social service

activities, statistics, and events

(calendar)

TBD

Hold quarterly leadership block club

meetings

Block Clubs

GoaL 2: Promote stronG reLationshiPs and networks Between and

amonG individuaLs and soCiaL serviCe orGanizations in the wider

Community

1514

COMMUNITY LEADERSHIP

GoaL 2: deveLoP new Leaders

COMMUNITY LEADERSHIP

Our leaders come from diverse

groups, backgrounds, and sectors

throughout the community and

surrounding region. They foster

creative, two-way communications

and collaborate to ensure

Newberg’s long-term success.

STRATEGY

LEAD

ORGANIZATION

TIMELINE

SHORT MID LONG

Identify existing and needed leadership

networks and assets

TBD

Increase communication and add

additional assets among local

leadership organizations

City of Newberg

Improve the community’s access to

public leaders

City of Newberg

GoaL 1: imProve LeadershiP CoLLaBoration

STRATEGY

LEAD

ORGANIZATION

TIMELINE

SHORT MID LONG

Create leadership mentorship

programs that encompass all ages

Young Professionals

of the Yamhill Valley

1716

CULTURAL ASSETS

Newberg residents take pride in all

that our community offers. As a cul-

tural hub, there is a range of acces-

sible artistic events and recreational

activities as well as many local shops

and restaurants you can wander into

with friends.

CULTURAL ASSETS

GoaL 1: inCrease Community PartiCiPation

STRATEGY

LEAD

ORGANIZATION

TIMELINE

SHORT MID LONG

Create a bilingual online master

event calendar

Brandon Porter

Install electronic reader board(s)

connected to online master calendar

City of Newberg

Improve the marketing of Newberg

City of Newberg

Explore becoming a Preserve America

Community

City of Newberg

Explore establishing a Historic District

for Downtown Newberg and the

surrounding areas

City of Newberg

GoaL 2: imProve CommuniCations of CuLturaL aCtivities and

faCiLities

STRATEGY

LEAD

ORGANIZATION

TIMELINE

SHORT MID LONG

Evaluate the content and effective-

ness of Yamhill County Cultural Coa-

lition's cultural inventory

Chehalem Cultural

Center

1918

CULTURAL ASSETS

GoaL 3: exPand events and oPPortunities for aLL

STRATEGY

LEAD

ORGANIZATION

TIMELINE

SHORT MID LONG

Develop an event assessment

TBD

Create event resource center/list

City of Newberg

Create a public art program

City of Newberg

Enhance Community Tree Lighting

event

TBD

2120

ECONOMIC DEVELOPMENT

Newberg’s economy thrives by

leveraging our geographic amenities

and the capabilities of local

businesses and organizations. We

create family wage jobs through

a strong business and workforce

development program. We retain and

attract businesses to Newberg and

have a vibrant downtown.

ECONOMIC DEVELOPMENT

GoaL 1: enhanCe industriaL deveLoPment CaPaBiLities and

oPPortunities

STRATEGY

LEAD

ORGANIZATION

TIMELINE

SHORT MID LONG

Assess the local economy by building

on the four (4) key existing traded sector

industries of Advanced Manufacturing,

Technology, Agriculture and Wood

Products; while targeting Traded Sector

High Tech Manufacturing, General

Manufacturing, Aviation related industry

and Food/Beverage Processing

City of Newberg

Retention and expansion of existing

industrial businesses

City of Newberg

Recruitment of traded sector

companies

City of Newberg

Participate and partner with regional,

state, and federal organizations

City of Newberg

Recruitment of traded sector

companies

City of Newberg

Increase the supply of industrial and

commercial/retail land

City of Newberg

Ensure adequate utilities (water, sewer,

storm draining, electricity, natural gas

and telecommunications) to support

industrial growth

City of Newberg

Improve transportation access for

industrial land

City of Newberg

2322

GoaL 3: Create a Premier Business and workforCe deveLoPment

ProGram

STRATEGY

LEAD

ORGANIZATION

TIMELINE

SHORT MID LONG

Foster entrepreneurial business

formation

Chehalem Valley

Chamber

Maintain the Chehalem Valley

Innovation Accelerator

Chehalem Valley

Chamber

Enhance business mix in Downtown

Newberg

Realtors

Improve workforce development

Chehalem Valley

Chamber

Enhanced Chehalem Valley Chamber

of Commerce resources

Chehalem Valley

Chamber

Market employment training

opportunities to employers and

employees

Chehalem Valley

Chamber

Create business financing program

Chehalem Valley

Chamber

Leverage the region's educational

opportunities to support workforce

development

TBD

ECONOMIC DEVELOPMENT

GoaL 5: make newBerG / ChehaLem vaLLey a reGionaL, nationaL

& internationaL tourist destination

GoaL 4: ComPLete fundinG, administrative, and orGanizationaL

aCtions for newBerG downtown imProvement PLan

STRATEGY

LEAD

ORGANIZATION

TIMELINE

SHORT MID LONG

Create an Urban Renewal District

City of Newberg

Create an Economic or Business

Improvement District

City of Newberg

Create development funding tools

City of Newberg

Complete regulatory improvements

City of Newberg

Develop downtown partnership

City of Newberg

Create the Downtown Development

Ombudsperson position

Newberg Downtown

Coalition

Develop parking management plan

City of Newberg

STRATEGY

LEAD

ORGANIZATION

TIMELINE

SHORT MID LONG

Develop a Vision for Newberg as a

tourist destination

City of Newberg

Increase and maintain support for

tourism organizations in Newberg

Chehalem Valley

Chamber

Increase tourist/visitor counts in New-

berg

Visit Newberg

Continue Transient Lodging Tax

Program

Visit Newberg

ECONOMIC DEVELOPMENT

GoaL 2: enhanCe CommerCiaL deveLoPment CaPaBiLities and

oPPortunities

STRATEGY

LEAD

ORGANIZATION

TIMELINE

SHORT MID LONG

Retain existing commercial/retail busi-

nesses in Newberg

Chehalem Valley

Chamber

Redevelop vacant and underutilized

commercial/retail sites

City of Newberg

Support creation of new retail/

commercial businesses

City of Newberg

2524

LIVABILITY & DEVELOPMENT

Newberg is a well-planned

community where the built

environment blends seamlessly into

surrounding, natural landscapes. Our

small-town character, accessibility

and affordability create a sense of

belonging where individuals, families,

and people of all ages love to live,

work, and play.

LIVABILITY & DEVELOPMENT

GoaL 2: imProve muLti-modaL transPortation

GoaL 1: BLend the BuiLt environment with surroundinG naturaL

LandsCaPe

STRATEGY

LEAD

ORGANIZATION

TIMELINE

SHORT MID LONG

Develop a community aesthetic based

on history and natural environment

City of Newberg

Explore creating a scenic byway

between Sherwood and McMinnville

City of Newberg

STRATEGY

LEAD

ORGANIZATION

TIMELINE

SHORT MID LONG

Complete ADA Spot Improvement

Program projects for Primary Criti-

cal Routes to improve walkability in

accordance with the Newberg Trans-

portation System Plan

City of Newberg

Complete bicycle lanes and lane treat-

ments along planned routes estab-

lished by the Newberg Transportation

System Plan

City of Newberg

Complete the Chehalem Heritage

Trails Phase 1 Master Plan

Chehalem Park &

Recreation District

Explore regional mass transit options

TBD

Institutionalize engagement in

Complete Streets practices

City of Newberg

Explore creating a separated

multimodal/bike path from Sherwood

to McMinnville

City of Newberg

Increase awareness of multi-modal

transportation options

City of Newberg

2726

LIVABILITY & DEVELOPMENT

GoaL 3: imProve housinG affordaBiLity

STRATEGY

LEAD

ORGANIZATION

TIMELINE

SHORT MID LONG

Evaluate zoning changes, fees, and

permitting processes for housing

City of Newberg

Explore creating incentives to encourage

alternative housing

City of Newberg

Increase access to affordable

means of home preservation and

maintenance

City of Newberg

GoaL 4: ComPLete newBerG downtown imProvement PLan

STRATEGY

LEAD

ORGANIZATION

TIMELINE

SHORT MID LONG

Implement gateway projects

City of Newberg

Implement First Street improvement

projects

City of Newberg

Implement Hancock Street Reinvention

Projects

City of Newberg

Implement East End/Gateway District

Project

City of Newberg

Implement West End/Mill District

Project

City of Newberg

Implement Second Street Mixed-use

District Projects

City of Newberg

Implement Civic/Cultural Corridor

Projects

City of Newberg

Implement Catalyst Development

Projects

City of Newberg

Implement North-South Connections

Projects

City of Newberg

Create three temporary outdoor social

interactive community spaces within

the downtown area

Newberg Downtown

Coalition

Enhance events areas/districts*

City of Newberg

*Strategy is not in the Newberg Downtown Improvement Plan

2928

LIVABILITY & DEVELOPMENT

GoaL 5: imProve infrastruCture

STRATEGY

LEAD

ORGANIZATION

TIMELINE

SHORT MID LONG

Increase the supply of industrial and

commercial/retail land

City of Newberg

Ensure adequate utilities (water, sewer,

storm draining, electricity, natural gas

and telecommunications) to support

industrial growth

City of Newberg

Improve transportation access for

industrial land

City of Newberg

Develop infrastructure communications

plan to keep community informed

about project progress

City of Newberg

3130

imPLementation strateGy

Community visioninG advisory Commission

City Council’s adoption of the Community

Visioning Program is the official beginning of

aNewBERG. The City will continue to provide

the organizational structure to assist community

partners in achieving our goals, by establishing

a permanent Community Visioning Advisory

Commission.

Suggested Commission Members

• 1 member from a lead organization

from each Topic Area (5 total)

• High school or college student

• City Council liaison

Suggested Commission Responsibilities

• Meet on a quarterly or as necessary

• Surveying lead organizations to review

project progress

• Draft yearly progress reports

• Assist lead and partner organizations

with strategy implementation

• Create recommendations to integrate

the Community Visioning Program into

all community activities and develop-

ments

• Host an annual aNewBERG Bash to

celebrate successes

visioninG uPdates

In years 5 and 10, the Commission will use community feedback to update

the Goals and Strategies to make sure the Vision continues to meet the needs

and desires of Newberg. In 15 or 20 years, the Commission will complete

another visioning process by engaging in another Community Visioning

Program.

M. L. O’Brien

3332

ProjeCt BaCkGround

On September 18, 2017, Newberg City Council adopted a City Council Goal 12: Complete

community visioning process and communication plan to engage Newberg residents. City

Staff designed the project using the International Association for Public Participation Level

4: Collaborate (Public Participation Goal: to partner with the public in each aspect of the

decision including the development of alternatives and the identification of the preferred

solution). The City contracted with the University of Oregon to receive applicants for the

Community Visioning Coordinator position in the Community Development Department to

manage the community visioning project for 11 months. The University’s Institute for Policy

Research and Engagement operates AmeriCorps’ Resource Assistance for Rural Environments

program (RARE), whose purpose is to provide organizations that serve rural communities with

a short-term staff member to complete specific projects. The project began on September 8,

2018 and ended on August 15, 2019. aNewBERG ended with the last community forum,

aNewBERG Bash, during which the finalized Community Vision was revealed to the community

before being sent to City Council for approval.

Results

• Draft of Topic

Area Visions

Method

• aNewBERG

Kickoff

• Survey

• Workshop

Phase 1

Understanding

Present Newberg

Results

• Community

Profile

• Topic Areas

Method

• Stakeholder

interviews

• Research

Phase 3

Planning for

Newberg’s Future

Results

• Final Topic Area

Visions

• Draft Topic Area

Action Plans

Method

• aNewBERG Town

Hall

• Survey

• Workshop

Phase 4

Getting Ready for

Newberg’s Future

Results

• Final Community

Vision

• Final Action Plan

Method

• aNewBERG

Community

Conference

• Survey

• Workshop

Phase 2

Envisioning

Newberg’s Future

Sept-Feb

Feb-Apr

Apr-June

June-Aug

Draw your favorite thing in Newberg

Photo: Catherine Thomas

3534

1261

Total

Survey Responses

145

Total

Event Attendance

outreaCh efforts

City staff, advisory committee

members, volunteers and

community members all played key

roles in our outreach efforts. We

put community forum and survey

flyers in coffee shops, restaurants,

grocery stores and businesses, on

readerboards around town, and

in all of the e-newsletters we could

find. We also made announcements

at civic meetings and community

events, and on social media.

Understanding that not everyone is

always able to get involved as much

as they would like to for many

different reasons, we tried to make

participation as easy as possible.

You could take the survey on paper,

on your computer or even on your

smartphone.

overview

6 Newsletters

9 Social Media and Websites

20 Civic/Business Meeting

Announcements

2 Newspapers

52 Posters and Flyers Locations

7 Tabling Events

4 Readerboards

3 Community Events

Posters & Flyers

• A Family Place Relief Nursery

• Antonia Crater Elementary School

• Avamere Retirement Community

• Azalea Gardens Mobile Manor

• Chapters Books and Coffee

• Chehalem Cultural Center

• Chehalem Valley Middle School

• Cherry Hill Apartments

• City Center Food Mart

• Coffee Cat

• Coffee Cottage

• Critter Cabana

• Edwards Elementary School

• El Sol Maya

• First Street Pub

• Fred Meyer

• Friendsview Retirement Community

• George Fox University Intercultural

Resource Center

• Gonzalez Panadería

• Grocery Outlet

• Haworth Apartments

• Jac’s Hometown Deli

• Jem 100

• Joan Austin Elementary School

• Lucky Finds Thrift and Gift

• Mabel Rush Elementary School

• Mini Market El Tala

• Mountainview Middle School

• Nap’s Thriftway

• Newberg ACE Hardware

• Newberg Bakery

• Newberg Catalyst High School

• Newberg Coin Laundry

• Newberg Faith in Action

• Newberg FISH

• Newberg High School

• Newberg Love In the Name of Christ

• Newberg Meals on Wheels

• Newberg Public Library

• Papa Murphy’s Take ‘N’ Bake Pizza

• Portland Community College,

Newberg Center

• Pulp & Circumstance

• Pregnancy and Counseling Info

Center

• Safeway

• Social Goods

• Starbucks

• Vittoria Apartments

• Youth Outreach

• Zion Lutheran Church

• 1st Street Laundromat

• 2nd Street Community Church

tabling events

• Camellia Festival

• George Fox University

• Newberg High School

• Chehalem Watershed Symposium

• Newberg High School Post-Secondary

Career Fair

• Providence Newberg Medical Center

Healthy Aging Series

• Public Works Day

3736

Meetings & PrograMs

• Brews and Business

• Chehalem Valley Chamber of

Commerce Greeters

• Deskins Commons/Vittoria

Apartments

• Dundee Community Center

Community Meal

• Ewing Young Elementary School

Library Program

• George Fox University Third Cultural

Kids Club

• Mountainview Middle School Parent-

Teachers Meeting

• Newberg Area Historical Society

• Newberg Christian Church

Community Meal

• Newberg Citizenship Class

• Newberg City Club

• Newberg City Council

• Newberg High School Ecology Class

• Newberg High School Movimiento

Estudiantil Chicanx de Aztlán

• Newberg High School Student Council

• Newberg Kiwanis Club

• Newberg Ministerial Association

• Newberg Noon Rotary

• Newberg Public Library Movie

Afterhours

• Newberg Rotary Early Birds

• Newberg School District Latino

Parents Meeting

• Newberg Service Integration Team

• Newberg Veterans Coffee

• St Michael’s Episcopal Church

Spanish Mass

• St. Peter’s Catholic Church

Community Meal

• River St. Church of God Community

Meal

• Young Professionals of the Yamhill

Valley

• 123 Andrés Concert

social Media & eMails

• aNewBERG Project Email Subscribers

• City of Newberg

• Chehalem Property Management

• Mexican Folkloric Ballet Group

• Newberg Affordable Housing Com-

mission

• Newberg Citizen’s Rates Review Com-

mittee

• Newberg City Council

• Newberg-Dundee Police Department

• Newberg en Acción

• Newberg Historic Preservation Com-

mission

• Newberg Housing Needs Assessment

Ad Hoc Committee

• Newberg Old Fashioned Festival

• Newberg Parents and Friends of Les-

bians and Gays

• Newberg Peace & Justice

• Newberg Planning Commission

• Newberg Public Library Instagram

• Newberg Public Library Board

• Newberg Traffic Safety Commission

• Newberg 2030 Affordable Housing

Commission

• NextDoor

• Progressive Yamhill

• The BERG

• Unidos Bridging Community

• YamCo Watch

• Young Professionals of the Yamhill

Valley Facebook

readerboards

• Chehalem Park & Recreation District

Senior Center

• Chehalem Park & Recreation District

Aquatic Center

• Lewis Audio Visual

• Newberg ACE Hardware

• Newberg Public Safety Building

newsletters

• A-dec

• Chehalem Property Management

• Chehalem Valley Chamber of Com-

merce

• Newberg Kiwanis Club

• Newberg Noon Rotary

• Newberg School District e-Friday

Folder

• Newberg Service Integration Team

Press releases

• Newberg Graphic

• News Register

• KLYC Radio 1260

3938

Denise Bacon, City Council Liaison

Tiona Cage

Lacey Carroll

Stephanie Findley, City Council Liaison

Sarah Hadley

Miriam Hall

Cyrus Ireland

Patrick Johnson, City Council Liaison

Julie Marshall

Julia Martinez-Plancarte

Suzanne Meenahan

Lynn Montoya-Quinn

Joe Morelock

Brandon Porter, Vice Chair

Kate Gregory-Jennings, Chair

Community visioninG advisory Committee

Anne Delano

Todd Engle

Shelley Hannan

Julie Luedtke

Ruth Stokesbary

Julie Walsh

Lindsay Estep

Loni Parrish

Brandon Porter

Patty MacIntyre

Keshia Owens, Facilitator

Karyn Wells

E.C. Bell

Ajelet Fonseca

Nathan Lawler

Mitzi Martinez

Rosa Olivares, Facilitator

CoMMunity engageMent coMMunity identity coMMunity leadershiP

Korie Buerkle

John Bridges

Joe Hannan

Kennedy Rainey

Britta Stewart, Facilitator

Margaret Talt

Riley Wood

Carr Biggerstaff

Shannon Buckmaster

Brian Casey

Caleb Lippard, Facilitator

Mike Ragsdale

Cindy Riggs

Colum Riley

Sam Rinkes

Abisha Stone

Jack Barnes

Debbra Buerkle

Louise Clements

Shannon Eoff

Philip Higgins

Rob Leslie

Marie Maxwell

Brittany Magallanes

Brett Musick, Facilitator

Gene & Rebecca Piros

Janine Saxton

Corinne Waterbury

cultural assets econoMic develoPMent livability & develoPMent

Community visioninG Community CorPs

sPeCiaL thanks

From helping get the word out, to hosting workshops and

forums, to drafting the documents, it truly takes a community

to raise a vision. Thanks to all those who devoted their time,

talents and treasures to make Newberg even better. It truly

could not have been done without you.

newBerG City CounCiL

Bob Andrews, Mayor (former)

Denise Bacon

Mike Corey

Scott Essin (former)

Stephanie Findley

Elizabeth Curtis Gemeroy

Elise Yarnell Hollamon

Stephen McKinney (former)

Rick Rogers, Mayor

4140

• Anna Alsager

• Arvin Gambaer

• Anthony Hunt

• Steven Kristoff

• Sylvia Garcia Ruiz

• Karen Diaz

City of newBerG staff

• DawnKaren Bevill, Administrative Assistant

• Korie Buerkle, Assistant Director

• Cheryl Caines, Senior Planner

• Brian Casey, Police Chief

• Jason Dorrell, Information Technologist

• Michele Faber, Office Manager

• Joseph Fabley, Information Technologist

• Karan Frketich, Administrative Assistant

• Joe Hannan, City Manager

• Jay Harris, PE., Public Works Director

• Chris Hege, Information Technologist

• Dan Keuler, Senior Accountant

• Amanda Lamb, Children’s Librarian

• Anna Lee, SHRM-SCP – IPMA-SCP, Human

Resources Director

• Keith Leonard, AICP, Associate Planner

• Caleb Lippard, Assistant Finance Director

• Bobbie Morgan, Planning Secretary

• Brett Musick, Senior Engineer

• Rosa Olivares, Community Engagement

Specialist

• Keshia Owens, Assistant Planner

• Ian Rodriguez, Information Technologist

• Doug Rux, AICP, Community Development

Director

• Sue Ryan, City Recorder

• Robin Steele, Paralegal

• Greg Stiffler, Information Technologist

• Truman Stone, City Attorney

• Russ Thomas, Public Works Maintenance

Superintendent

• Bayoan Ware, Community Visioning

Coordinator

• Matt Zook, Finance Director

Community orGanizations

• Chehalem Cultural Center: Sean Andries,

Andrew Keyser

• Chehalem Park & Recreation District: Kat

Ricker, Kayla McElligott

• Chehalem Valley Chamber of Commerce:

Patty Musick

• George Fox University: Ashley Lippard,

Jenny Elsey, Breana Trejo-Quibelan, Ross

Kohl, Barbi Doran, Grace Tissell, Bryce

Coefield

• Newberg Noon Rotary: Omthippiyum

Sukheenai

• Newberg Kiwanis: Jack Maxwell III

• Newberg High School Movimiento

Estudiantil Chicana/o de Aztlán

• Newberg High School Student Council:

Holly Miele

• Newberg School District: Rena Kosters,

Peter Siderius, Quentin Comus, Mark

Brown

• Newberg Rotary Earlybirds: Kari

Fahrenkopf

• Newberg Veterans of Foreign Wars: Louie

Nuno

• Jem 100

• Young Professionals of the Yamhill Valley:

Kristen Stoller

• Youth Outreach: Mark Bartlett

stakehoLder interviews

• Sean Andries

• Denise Bacon

• Brett Baker

• C.E. Bell

• Lori Bergen

• Carr Biggerstaff

• Shannon Buckmaster

• Tiona Cage

• Jessica Cain

• Don Clements

• Brian Casey

• Alvin Elbert

• Todd Engle

• Shannon Eoff

• Ivan Estrada

• Auggie Gonzalez

• Kate Gregory-Jennings

• Leah Griffith

• Sarah Hadley

• Les Hallman

• Miriam Hall

• Kristen Horn

• Dennie Houle

• Cyrus Ireland

• Patrick Johnson

• Dennis Lewis

• Sarah Luna-Grider

• Julie Marshall

• Julia Martinez Plancarte

• Suzanne Meenahan

• Chris Murphy

• Lynn Montoya Quinn

• Joe Morelock

• Loni Parrish

• Brandon Porter

• Mike Ragsdale

• Om Thippayaphorn

Sukheenai

• Mary Starrett

• Britta Stewart

• Abisha Stone

• Rachel Thomas

• April Wassei

• Karyn Wells

• Ron Wolfe

advertisement interviews

• Swirling Mist (Valley) by Linda Shapiro

• Newberg, Oregon (Coffee Cat) by M. L.

O’Brien

• My House by Catherine Thomas

• Untitled (River) by David Nelson

• City of Newberg

Photo Credits

Photo: David Nelson

ACTION PLAN

AUGUST 2019

Resolution No.

2019-3585

Exhibit "C"

Action PlAn

tAble of contents

3 - Community Organization List

and Key

7 - Sample Action Plan Page

8 - Community Engagement

16 - Community Leadership

20 - Cultural Assets

26 - Economic Development

42 - Livability & Development

KEY

Topic Vision:

What the topic area will look like in 20 years (next page)

Goal: How we will reach the vision

Strategy: Objective to achieve the goal

Action : Specific step to complete the strategy

Lead*: Organization that will guides the strategy

Support*: Organization that provides assistance to the Lead

Short: Short-term goal to be completed in 1-5 years

Mid: Mid-term goal to be completed in 6-10 years

Long: Long-term goal to be completed in 11-20 years

Check box (multiple boxes means it is a continual program or how much time it will take to complete)

Details: Extra information or explanation of the Actions

C: Organizations to contact - Ex: Example - N: Notes

Cultural Assets

Goal 1: Increase community participation

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 1.1: Create a bilingual online master event calendar

Identify organization that will host and

maintain calendar

Brandon

Porter

Newberg Graphic, Adam

Black

Sample Action Plan Page

*Lead and Support Organizations are suggested, meaning that they have not yet been asked to participate in any role by the

City

Community Engagement Vision

In Newberg, engagement is a part of who we

are. We give our time, talents and treasures to

strengthen the community. We blend service

into our jobs and institutions, help each other,

and pride ourselves in donating and shopping

locally. Our authentic relationships serve as a

strong foundation for a supportive community.

Community Engagement

Goal 1: Build support networks between neighbors and within

neighborhoods

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 1.1: Create 3 block clubs* in each City Council District

1 Identify pilot neighborhood (leader(s)

who are willing to do it)

City

City Council

N: Feedback and

refinement

2 Create a “block club” meeting,

during which a “history” document is

created and updated regularly

City

Build in for adjustment

and flexibility

3 Recruit other stakeholders (continual) Block

Clubs

4 Hold monthly meetings with the goal

of completing 2 projects for the year

Block

Clubs

City

Ex: Christmas light

decoration contest, ice

cream social, service day,

tactical urbanism

5 Use documentation and research

to draft a guide on creating a block

club in Newberg

Block

Clubs

6 City holds a “best new block club”

competition with wins an activity

prize at next event

City

Block Clubs, relevant

community organizations

N: winning prize library

reading club, tractor at

next outdoor event

*Block Club: neighborhood group that gathers to build relationships and achieve shared goals such as social gatherings,

neighborhood clean-ups etc.

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 1.2:

Create a community skills/resource “e-shed” guide that maps skills, tools, and/or materials residents are willing to

share in at least 2 Block Clubs

1 Conduct a “neighbor needs” survey

to learn resources/skills members

would like access to

Block

Clubs

N: Tool library, donate

used tools to it

2 Conduct an “I can” survey to learn

the resources/skills available (record

contact information)

Block

Clubs

C: Wilco, ACE

3 Create a database (online and

printed) of resources available

Block

Clubs

C: Wilco, ACE

Ex: Next door app,

closed facebook group

Strategy 1.3: Create a community tool library that includes tool, books, and other materials

1 Recruit volunteers to organize the

tool library

TBD

City, Block Clubs

C: Habitat (lead) Wilco,

ACE, Kiwanis, Rotary,

GFU, NSD

2 Secure a central location

CPRD

Anvil, City, Block Clubs,

Woodwork

C: CPRD (lead), Wilco,

ACE

3 Conduct a tool, book, and other

materials donation campaign

TBD

City, Block Clubs, Anvil,

Woodwork

C: Habitat (lead), Wilco,

ACE, CPRD, Habitat,

Friendsview

4 Create a database (online and

printed) of resources available

Library

City, Block Clubs

5 Recruit volunteers to staff the library

for 2 2-hour shifts weekly

Block

Clubs

NSD

C: Love INC, Kiwanis,

Rotary, GFU, NSD,

Friendsview

Ex: Green Lents Tool

Library

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 1.4:

Promote ways to access local social service resources such as 211, ADRC, YCCO, Love, INC, etc.

1 Engage with local service

organizations and governments to

create a comprehensive directory

TBD

NSD, Wellness, City

C: Love INC (lead)

United, PCC, GFU,

YCCO-SIT, CVCC,

N: United Way is 211

organizer

Ex: 211, ADRC, YCCO

Strategy 1.5: Create a relationship building initiative for disengaged youth

1 Create a task force

City

Wellness, NSD

C: CSLA, GFU

N: Consider Catalyst

High School

2 Conduct a gap analysis to determine

reasons for disengagement

Task

Force

3 Implement activities and/or skills

workshops identified by the task

force

Task

Force

Wellness, NSD, City

C: CSLA, GFU

Ex: Ropes course,

scavenger hunts, projects

4 Incentivize participation

Task

Force

Businesses, NSD, City,

Wellness

C: Kiwanis, Rotary, CSLA,

GFU, Soroptimist, CVCC

Ex: prizes

Strategy 1.6: Establish a youth mentorship program

1 Identify mentorship programs and

interested local organizations

TBD

Council, CVIA, City,

Services, Bacon, NSD,

Businesses

C: BBBS, GFU - social

work (lead), Kiwanis,

Rotary, Love INC, CVCC,

YC, YCCO, Bacon

2 Initiate program

TBD

Same as previous

C: Same as previous

3 Evaluate and improve program

TBD

Same as previous

C: Same as previous

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 2.3: Weekly highlight of social service activities, statistics, and events (calendar)

1 Recruit a lead organization

City

NSD

C: GFU (lead)

2 Create online fill-out form: list of

upcoming events, stats, name,

contact info

TBD

City, YCAP, NSD, Library

C: GFU (lead), Ashley

Lippard, Computer

Science, NHS graphic

design team, CPRD,

YCPH, YCCO-SIT

3 Distribute form to interested parties

TBD

C: GFU (lead)

4 Send info to news outlets and

organizations that manage

electronic readerboards

TBD

C: GFU (lead), Graphic,

5 Review and improve outreach

methods

TBD

C: GFU (lead)

Ex: social media

Strategy 2.4: Hold quarterly leadership block club meetings

1 Select/nominate 1 block club to

organize meetings for the calendar

year

Block

Club(s)

City

C: Nurture

N: recruit at PTAs,

neighborhood picnics,

potlucks, wineries-

funding, party-kid friendly

2 Lead block club hosts inaugural

meeting, during which a hosting

rotation is developed

Block

Club(s)

City,

C: Nurture, FFF

N: Review Yamhill-

Carlton community

events

3 Nominate a block club to organize

meetings during the following year

Block

Club(s)

City

C: Nurture

Goal 3: Develop a spirit of service throughout the community

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 3.1:

Create a service learning program in educational institutions

1 Create a Service Learning Ad Hoc

Committee

NSD

YCCO-SIT, City

C: GFU (co-lead), PCC

(co-lead), YCCO

2 Create service learning plan:

requirements, duration, time frame,

allowed projects, documentation,

reflection, evaluation

NSD

City, Love INC, FISH, Thrift,

SIT, YCCO, FYC, City, YC

C: GFU (co-lead), PCC

(co-lead), Love INC,

FISH, Thrift, YCCO-SIT,

FYC, YC, Pollinate

3 Designate service learning

coordinator(s)

NSD

Same as previous

C: Same as previous

4 Conduct a semester pilot program

NSD

Same as previous

C: Same as previous

N: Consider adding

recognition and

contextualized learning

Ex: Asuza Pacific

University, Maryland

Public Schools

5 Modify service learning plan

NSD

Same as previous

C: Same as previous

6 Initiate school/district-wide program

NSD

Same as previous

C: Same as previous

Community Engagement

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 3.2: Create a community-wide garden program

1 Create a Community Garden

Committee

TBD

NSD, local farms

C: YCMG (lead), OSU

(lead), Love INC,

Pollinate, Ministers,

YCCO, FISH, Heart to

Heart Farms, Mustard

Seed Farms

2 Map community gardens in

designated areas throughout the city,

including sites of current gardens

and potential new sites

TBD

City, YCAP

C: YCMG (lead), GFU,

FISH, Head Start, NVFC,

Pollinate

3 Create a charter/purpose for the

program

TBD

YCAP

C: Same as previous

4 Create implementation plan:

funding structure, land acquisition

plan for new sites, timeline for build

out, programming

TBD

YCAP

C: YCMG (lead), Love

INC, Ministers, YCCO,

Kiwanis, Rotary, Wilco,

ACE, FISH

5 Complete the implementation of the

plan

TBD

YCAP

C: Same as previous

Community Leadership Vision

Our leaders come from diverse groups,

backgrounds, and sectors throughout the

community and surrounding region. They

foster creative, two-way communications

and collaborate to ensure Newberg’s

long-term success.

Community Leadership

Goal 1: Leaders collaborate regularly

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 1.1: Identify existing and needed leadership networks and assets

1 Conduct a leadership mapping

exercise to identify all existing

leadership organizations’ structures,

roles, and skills

TBD

NSD, PNMC, City, Ypros

C: CVCC (lead), GFU,

Veritas, CSLA, PCC,

A-dec, NDC, ARE, YC,

CPRD, Rotary, Kiwanis,

City Club, YCCO, Love

INC, Ministers, Unidos

Strategy 1.2: Increase communication and add additional assets among local leadership organizations

1 Conduct a gap analysis using the

leadership map

City

NSD, A-dec, PNMC, YPros

C: CVCC, GFU, Veritas,

CSLA, PCC, A-dec,

NDC, ARE, YC, CPRD,

Rotary, Kiwanis, City

Club, YCCO, Love INC,

Ministers, Unidos

2 Major community organizations,

districts, government, business, and

education leaders meet at least

semi-annually to share their ongoing

efforts, identify collaboration

opportunities, and problem-solve

City

Same as previous

C: Same as previous

3 Develop needed and future

leadership networks in missing or

underrepresented sectors in the

community

City

Same as previous

C: Same as previous

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 1.3: Improve the community’s access to public leaders

1 Conduct meet and greet events in

corresponding districts/areas

City

C: CVCC, GFU, PCC,

KLYC

2 Televise public meetings and create

a way to remotely participate in

meetings

City

NSD, Library

C: CPRD, NCDB, KLYC

N: City youtube channel,

Youtube Live; rent out

video recorder, create

naming standard,

distribute video

3 Divide meeting recordings (i.e video,

audio) into sections according to

topic

City

NSD, Library

4 Update all public agency websites to

improve user experience and access

to staff contact information and

common community inquiries

City

NSD, Library, other public

agencies

C: CPRD

5 Improve access to public meetings

by considering childcare, times of

meetings, bilingual support, ADA

accomodations, place of meeting

City

NSD, Library, other public

agencies

C: CPRD

6 Have bilingual support to increase

diversity of auidence or community

participation

City

NSD, Library, other public

agencies

C: CPRD

Goal 2: Develop new leaders

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 2.1: Create leadership mentorship programs that encompass all ages

1 Identify current leadership programs

Ypros

NSD

C: CVCC, Rotary, GFU,

Veritas, CSLA, FFF, YCAP,

Kiwanis

2 Identify gaps in leadership programs

Ypros

Same as previous

C: Same as previous

3 Establish partnerships that represent

a diversity of sectors to create a

leadership development framework

Ypros

Same as previous

C: Same as previous

4 Create program expectations

Ypros

Same as previous

C: Same as previous

5 Create initial, intermediate, and final

assessment tool for mentors and

participants

Ypros

Same as previous

C: Same as previous

6 Begin program

Ypros

Same as previous

C: Same as previous

7 Assess and improve program

Ypros

Same as previous

C: Same as previous

8 Integrate new leaders into leadership

roles AND positions Ypros

City, CPRD, TVFR, NSD,

Services, Businesses, Library,

Non-profits

CPRD, Kiwanis, Rotary,

CVCC, CCC, NCDB

9 Encourage regular rotation between

leadership groups, teams, boards,

etc.

Ypros

Same as previous

C: Same as previous

Community Leadership

Cultural Assets Vision

Newberg residents take pride in all that

our community offers. As a cultural hub,

there is a range of accessible artistic

events and recreational activities as well as

many local shops and restaurants you can

wander into with friends.

Cultural Assets

Goal 1: Increase community participation

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 1.1: Create a bilingual online master event calendar

1 Identify organization that will host

and maintain calendar

Porter

Black

C: YCCC, Graphic,

Layfayette, Dundee,

Dayton, Visit, Visit Mac

Ex: City, NSD, CCC, or

library calendars

2 Hold a meeting with organizations

with existing calendars

Porter

Black

C: Same as previous

3 Identify Spanish translator

Porter

Black

Ex: http://www.tvcreates.

org/

4 Create calendar protocol and

posting procedure

Porter

Black

5 Create funding mechanism

Porter

Graphic, Black

C: Graphic

N: Consider posting

cultural events only

Strategy 1.2: Install electronic readerboard(s) connected to online master calendar

1 Identify public and private locations

City

Library, NSD

C: GFU, Rotary, Kiwanis,

CVCC

2 Secure funding

City

Same as previous

C: Same as previous

N: CCC willing to help if

funding provided

3 Purchase and install readerboard

City

Same as previous

C: Same as previous

4 Develop a process for posting

City

Same as previous

C: Same as previous

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 1.2: ...Continued

5 Coordinate with other organizations

that manage readerboards

City

Library, NSD, business

and institutions with

readerboards

C: Same as previous

N: CCC interested in

learning more

Strategy 1.3: Improve the marketing of Newberg

1 Contact Visit Newberg to determine

feasibility of marketing Newberg

as the Camellia City and its

arts, culture, heritage and tourist

opportunities

City

Museum

C: Visit, CVCC, NAHS,

CPRD, Rotary

2 If feasible, create a marketing plan

TBD

N: Visit (lead)

Strategy 1.4: Explore becoming a Preserve America Community

1 Approve an ad hoc committee

through City Council

City

2 Research the program

City

3 Make a recommendation to City

Council

City

Strategy 1.5: Explore establishing a Historic District for Downtown Newberg and the surrounding areas

1 Present previously accomplished

work on this to Historic Preservation

Commission and Newberg Area

Historical Society

City

C: NDC

2 Integrate Newberg Area Historical

Society historic signage program into

current efforts

City

C: NDC, NAHS

3 Make a recommendation to City

Council

City

C: NDC

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 2.1: Evaluate the content and effectiveness of Yamhill County Cultural Coalition’s cultural inventory

1 Assemble group to evaluate

inventory

CCC

City

C: YCCC, Visit

2 Meet with YCCC

CCC

C: Visit

3 Evaluate if YCCC’s inventory will be

effective for Newberg

CCC

C: YCCC

4 If effective, develop and implement

appropriate strategy

CCC

Goal 3: Expand events and opportunites for all

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 3.1: Develop an event assessment

1 Survey groups who host events to

determine why or why not they are

successful

TBD

City, Library

C: CPRD (lead), CVCC

(lead), Ypros (lead)

2 Identify measurables (elements that

impact a person’s decision to attend

an event and what makes their time

there worthwhile

TBD

Library

C: Same as previous

Ex: pre/during/post-

event-parking, marketing,

outreach, accessbilility

3 Analyze survey data

TBD

C: Same as previous

Cultural Assets

Goal 2: Improve communications of cultural activities and

facilities

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 3.1: ...Continued

4 Make recommendations

TBD

C: Same as previous

5 Share with relevant organizations

TBD

C: Same as previous

Strategy 3.2: Create event resource center/list

1 Using survey results, determine what

elements lead people to engage in

an event

City

C: CPRD (lead)

2 Compile list of resources that

will help groups implement these

elements in their events

TBD

3 Determine how to distribute this list

TBD

N: physical location

with staff member to

help, website with list of

important elements, and

additional resources

4 Distribute list/open resource center

TBD

Strategy 3.3: Create a public art program

1 Form an ad hoc committee to

develop a public art policy that

results in more public art

City

2 Develop city policy of grant writing

for public art

City

Ad hoc committee

3 Explore creating a 1% for art

program

City

4 Develop public art program

TBD

Artists

5 Explore urban renewal district for

public art

City

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 3.3: ...Continued

6 Identify locations for art and artistic

activity

TBD

Artists

N: Activities may include

visual art, performing art,

(i.e. theater or music),

and community art events

7 Identify and support artists to

produce art

TBD

Businesses, City

8 Maintain public art

City

Artists

Strategy 3.4: Enhance Community Tree Lighting event

1 Create a procedure to consistently

plan and execute event

TBD

C: NCDB (lead), GFU

2 Use Event Assessment as a guide to

create additional activities at event

TBD

Marshall

C: CPRD (lead)

Economic Development Vision

Newberg’s economy thrives by leveraging

our geographic amenities and the capa-

bilities of local businesses and organiza-

tions. We create family wage jobs through

a strong business and workforce devel-

opment program. We retain and attract

businesses to Newberg and have a vibrant

downtown

Economic Development

Goal 1: Enhance industrial development capabilities and

opportunities

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 1.1: Assess the local economy by building on the four (4) key existing traded sector industries of Advanced

Manufacturing, Technology, Agriculture and Wood Products; while targeting Traded Sector High Tech Manufacturing,

General Manufacturing, Aviation related industry and Food/Beverage Processing

Identify needs of companies through

a gap analysis

SEDCOR

Biz OR, SEDCOR, GPI,

CVCC, OED, USCS, OMEP,

OBC, PNDC, RS, PGE,

NWN, Frontier, Brokers

C: YC

Engage the OED in an analysis of

the traded sector industries and tar-

geted industries in Newberg City

Biz OR, SEDCOR, GPI,

CVCC, OED, USCS, OTRA-

DI, ONAMI, OMEP, OBC,

PNDC, RS, PGE, NWN,

Frontier, Brokers

C: YC

Conduct an industry cluster analysis

to identify opportunities to encour-

age vertical integration of industries

City

Biz OR, SEDCOR, GPI,

CVCC, OED, USCS, OMEP,

OBC, PNDC, RS, PGE,

NWN, Frontier, Brokers

C: YC

Conduct a supply chain analysis of

the existing traded sector industries

and targeted industries

City

Biz OR, SEDCOR, GPI,

CVCC, OED, USCS, OMEP,

OBC, PNDC, RS, PGE,

NWN, Frontier, Brokers

C: YC

Leverage CVIA to increase the num-

ber of new businesses or entrepre-

neurial businesses here in Newberg

CVIA

CVCC, City, SEDCOR

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 1.2: Retention and expansion of existing industrial businesses

Retention visits conducted by City in

coordination with Biz Or, SEDCOR,

and GPI

City

Biz OR, SEDCOR, GPI,

OMEP, CVCC, JASO, RS,

PGE, Brokers

C: PCC

Strategy 1.3: Recruitment of traded sector companies

1 City coordinates recruitment activities

with Biz Or, SEDCOR, and GPI City

Biz OR, SEDCOR, GPI,

CVCC, JASO, RS, PGE, Bro-

kers

2 Identify and establish sources of

funding (e.g. grants) to assist in at-

tracting family wage businesses

City

Same as previous

3 Develop a program enabling CVCC

to play role of spokesperson in in-

dustrial business recruitment

City

CVCC

Develop relationships and frequent

communications with industrial bro-

kerage community in the greater

Portland area

City

Brokers

Recruit food processing (wine) com-

panies and suppliers as part of verti-

cal integration of wine industry

City

Biz OR, SEDCOR, GPI,

CVCC, JASO, RS, PGE, Bro-

kers, Poysdorf

Strategy 1.4: Participate and partner with regional, state and federal organizations

Build relationships with organiza-

tions such as OBC, ONAMI, PNDC,

OTRADI, TAO, and others

City

Biz OR, SEDCOR, GPI, RS,

USCS, EDA, MWVCOG,

OBC, ONAMI, PNDC,

OTRADI, TAO

2 Participate in roundtable forums

SEDCOR

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 1.5: Recruitment of traded sector companies

1 Define and identify target audiences

for marketing

City

Biz OR, SEDCOR, GPI,

CVCC, Brokers

C: Graphic

2 Research and identify Newberg’s

competitive advantages

City

Biz OR, SEDCOR, GPI

3 Analyze existing data and develop

strategies for industrial recruitment

marketing material

City

Same as previous

4 Coordinate data gathering and mar-

keting material with SEDCOR, GPI,

MWVCOG, and other entities

CIty

SEDCOR, GPI, MWVCOG

5 Make specific face-to-face presenta-

tions

City

Biz OR, SEDCOR, GPI,

CVCC, JASO, Brokers

C: Graphic

6 Promote the Newberg Enterprise

Zone program through marketing

material and face-to-face discus-

sions

City

Biz OR, SEDCOR, GPI, In-

dustrial Brokers

7 Promote existing financial incentive

programs (local and state), market-

ing material, and face-to-face dis-

cussions

City

Biz OR, SEDCOR, GPI,

MWVCOG

8 Distribute marketing material

City

Biz OR, SEDCOR, GPI,

MWVCOG

Ex: web, social media,

trade shows, and interna-

tional tours

9 Develop community profile to place

on GPI website

City

GPI

Strategy 1.6: Increase the supply of industrial and commercial/retail land

1 See Livability & Development Action

Plan Goal 5.1

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 1.7:

Ensure adequate utilities (water, sewer, storm draining, electricity, natural gas and telecommunications) to support

industrial growth

2 See Livability & Development Action

Plan Goal 5.2

Strategy 1.8: Improve transportation access for industrial land

1 See Livability & Development Action

Plan Goal 5.3

Goal 2: Enhance commercial development capabilities and

opportunities

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 2.1: Retain existing commercial/retail businesses in Newberg

1 CVCC and NDC survey/interview

existing businesses in downtown to

establish business needs and devel-

op appropriate programs

CVCC

NDC, City, Brokers

2 Enhance the quality of permitting

services for businesses from the City

City

NDC, CVCC

3 Interview businesses exiting Newberg

CVCC

NDC, City, Brokers

Strategy 2.2: Redevelop vacant and underutilized commercial/retail sites

1 Maintain and promote inventory of

available, underutilized, and vacant

retail, commercial and industrial

space on website

City

CVCC, NDC, Brokers, Fi-

nance

2 Work with partners to market sites

City

Same as previous

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 2.2: ...Continued

3 Meet with property owners on devel-

opment and redevelopment oppor-

tunities

City

Same as previous

4 Develop a program for possible

property assemblage

City

5 Enhance existing or create new in-

centive packages

City

CVCC, NDC, Finance

6 Update inventory of vacant and un-

derutilized sites

City

NDC, CVCC, OMSP, Bro-

kers, Finance

Strategy 2.3: Support creation of new retail/commercial businesses

1 Create business inventory identifying

what we have for businesses and

what is missing

CVCC

City, Brokers, Finance, Prop-

erty Owners, NDC

2 Leverage CVIA to increase the num-

ber of new businesses or entrepre-

neurial businesses here in Newberg

CVIA

CVCC, City, SEDCOR

3 Encourage/recruit activity-based

businesses such as youth entertain-

ment

City

Brokers, Finance, Property

Owners, NDC

Ex: arcade, laser tag

4 Establish a low interest loan pro-

gram

City

CVCC, Brokers, Finance,

Property Owners, NDC

5 Identify and establish sources of

funding (e.g. grants) to assist in at-

tracting family wage businesses

City

Biz OR, SEDCOR, GPI,

CVCC, JASO, RS, PGE, Bro-

kers

6 Maintain and publish data on vacant

office, industrial buildings, and land

City

CVCC, Brokers, Finance,

Property Owners, NDC

Goal 3: Create a premier business and workforce development

program

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 3.1: Foster entrepreneurial business formation

1 Foster connections between GFU

and PCC and entrepreneurs

CVCC

City, NDC, Finance, CLIMB,

MWVCOG, SBA

C: CPRD, PCC, GFU

2 Turn CVCC into a regional Business

Resource Center

CVCC

3 Establish the Chehalem Valley Entre-

preneurs Network

CVCC

City, NDC, Finance, CLIMB,

MWVCOG, SBA

C: CPRD, PCC, GFU

4 Coordinate with Launch Mid-Valley

SEDCOR

CVCC, City

C: Launch Mid-Valley

Coordinate and sponsor an annu-

al regional economic development

summit with partners such as SED-

COR, MEDP, etc.

SEDCOR

MEDP, CVCC

Strategy 3.2:

Maintain the Chehalem Valley Innovation Accelerator

1 Recruit, vet, and select tenants

CVCC

TAO, PIE, technology-driven

wineries, other local and

regional businesses, City

C: GFU, PCC, CPRD

2 Achieve projects-to-products-to-mar-

ket successes

CVCC

Same as previous

C: Same as previous

3 Maintain operational funding for the

CVIA

CVCC

Economic Development

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 3.2:

...Continued

4 Promote and market the CVIA

through the Business Resource Cen-

ter, City, CVCC, NDC websites, and

GFU, PIE, and other channels

CVCC

TAO, PIE, NDC, PIE, tech-

nology-driven wineries,

other local and regional

businesses, City

C: GFU, PCC, CPRD

5 Move the accelerator to a permanent

facility

CVCC

Same as previous

C: Same as previous

6 Integrate the CVIA with GFU Engi-

neering & Innovation Center and

other local makerspace(s)

CVCC

C: GFU, CPRD

Strategy 3.3: Enhance business mix in Downtown Newberg

Plan and implement ongoing mar-

keting and recruitment of businesses

to downtown

Realtors

NDC, CVCC, City, LLP Prop-

erties, Brokers, Finance

Strategy 3.4: Improve workforce development

1 Interview local companies’ manage-

ment teams and conduct surveys to

determine current and future work-

force needs

CVCC

NSD, Incite, OED, Innovate

OR, City, SEDCOR, YCEC,

WWP

C: GFU, PCC, SE STEM,

CLIMB

2 Facilitate region-wide collaboration

between workforce development

stakeholders to expand and extend

services

CVCC

NSD, Incite, OED, Innovate

OR, City

C: GFU, PCC, SE STEM,

CLIMB

N: Building collabora-

tive industry relation-

ships (medical, financial,

bankers, IT, Tech) through

forums

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 3.4: ...Continued

3 Identify and establish sources of

funding to assist in developing local

workforce

CVCC

Same as previous

C: Same as previous

N: Extend opportunities

for local students to earn

technical degrees within

the region

4 Create skill development programs

for industries that have workforce

gaps

CVCC

NSD, Incite, OED, Innovate

OR, Innovate YC, City

C: Same as previous

5 Implement skill development pro-

gramming at different educational

levels (i.e. K-12, tech schools, com-

munity colleges, universities) and

professional levels (i.e. businesses,

business associations, other organi-

zations, and government)

CVCC

GFU, PCC, NSD, Incite,

OED, CLIMB, Innovate OR,

City

C: Same as previous

N: Adapt CVCC intern

program with partners

to address workforce

development; CVCC

coordinate with NSD to

implement employability

soft skills curriculum into

NSD; Build and leverage

best practices from orga-

nizations like American

Association of Chamber

Executives

Strategy 3.5: Enhance Chehalem Valley Chamber of Commerce resources

1 Develop mentoring programs from

existing business owners

CVCC

City, NDC, MWVCOG,

Businesses

C: PCC, GFU, CLIMB

2 Coordinate services with the City

CVCC

Same as previous

C: Same as previous

3 Apply for funding/grants to expand

operations and/or hire a full-time

employee

CVCC

Same as previous

C: Same as previous

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 3.5: ...Continued

4 Integrate goals and purpose with the

CVIA, GFU, PCC, CHCC, and re-

gional and state organizations

CVCC

City, NDC, MWVCOG,

CVIA, Businesses

C: PCC, GFU, CLIMB,

CHCC

5 Expand the facility, operations, and

services as needed

CVCC

City, NDC, MWVCOG,

Businesses

C: PCC, GFU, CLIMB

Strategy 3.6: Market employment training opportunities to employers and employees

1 Track and promote workforce train-

ing programs

CVCC

Incite, OED, Express

C: GFU, PCC, CLCC

Ex: CVCC, ARE, PCC,

CLCC, GFU, A-dec, NSD,

WWP, etc.

2 Fund a full-time employee dedicated

to expansion of workforce develop-

ment programs that serve new and

existing businesses

CVCC

Same as previous

C: GFU, PCC, CLCC

Strategy 3.7: Create business financing program

1 Create and maintain a repository of

business financing alternatives and

connect businesses and entrepre-

neurs with local lending institutions

SEDCOR

City, NDC, MWVCOG, Fi-

nance, SBA, Brokers

2 Promote Yamhill County small and

large grant programs to local busi-

nesses

CVCC

City, NDC, Brokers

3 Establish a regional angel funding

program to support the CVIA as

well as other businesses, promoted

through the CVCC

CVCC

City, NDC, MWVCOG, Fi-

nance, SBA, Brokers

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 3.7: ...Continued

4 Evaluate non-traditional financ-

ing programs such as Kick Starter,

Crowd Supply, etc. Promote them

and provide advisory services as

needed through the CVIA and the

CVCC

City, NDC, Brokers

5 Bring the Economic Development

Revolving Loan Fund loan program

currently managed by the MWVCOG

back to Newberg

City

City, MWVCOG

6 Expand Economic Development Re-

volving Loan Fund

City

Finance, Brokers

7 Modify requirements in the Economic

Development Revolving Loan Fund

program to increase accessibility to

small businesses

City

NDC, Finance, SBA, Brokers

Strategy 3.8: Leverage the region’s educational opportunities to support workforce development

1 Recruit quality Community College

resources for the community (Ex:

CHCC)

TBD

City

C: PCC (lead), CHCC

2 Take advantage of regional and

statewide resources to encourage

and enhance Science, Technology

Engineering, and Math (STEM) and

Career Technical Edcucation (CTE)

initiatives in K-12 education

NSD

Innovate OR, Innovate YC

C: GFU

N: Connect the regional

technical groups such as

Innovate YC and cre-

ate new programs as

needed; evaluate if GFU

Graduate program can

be used for a Business

Resource Center

Goal 4: Complete funding, administrative, and organizational

actions for Newberg Downtown Improvement Plan

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 4.1: Create an Urban Renewal District

1 Conduct an Urban Renewal Feasibil-

ity study

City

NDC, CVCC

2 Create an Urban Renewal district

and board

City

3 Create an Urban Renewal Plan and

Report

URAB

NDC, CVCC

4 Form an Urban Renewal District

URAB

NDC, CVCC

Strategy 4.2: Create an Economic or Business Improvement District

1 Contact business and property own-

ers

City

NDC, CVCC, Brokers, Fi-

nance, OMSP

2 Establish an Economic or Business

Improvement District (EID/BID)

City

NDC, CVCC

Strategy 4.3: Create development funding tools

1 Create a Vertical Housing Program

City

NDC

2 Create a Multi-Unit Housing Tax Ex-

emption Program

City

NDC

3 Establish new Market Tax Credits City, De-

veloper

City, NDC

4 Participate in the EB-5 Immigrant

Investor Program

Develop-

Economic Development

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 4.3: ...Continued

5 Establish a Construction Excise Tax

City

Strategy 4.4: Complete regulatory improvements

1 Engage property owners

City

2 Update Comprehensive Plan and

policies

City

3 Update Zoning and Development

Code

City

4 Prepare M-5 (craft industrial) design

guidelines

City

Strategy 4.5: Develop downtown partnership

1 Identify and recruit potential Partner-

ship members

City

2 Support and guide the Downtown

Partnership

City

Strategy 4.6: Create the Downtown Development Ombudsperson position

1 Identify funding and host organiza-

tion for position

NDC

City

2 Recruit and hire for the position

NDC

City

Strategy 4.7: Develop parking management plan

1 Establish guiding principles for park-

ing

City

NDC

2 Establish a parking working group

City

NDC

3 Amend code and develop guidelines

for shared parking

City

NDC

4 Simplify on-street stay time allow-

ances

City

NDC

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 4.7: ...Continued

5 Upgrade on-street signage and

striping

City

NDC

6 Create parking brand

City

NDC

7 Upgrade public lots

City

NDC

8 Improve private surface parking

City

NDC

9 Create East/West Gateway Commu-

nication System

City

NDC

10 Add bike parking at strategic loca-

tions

City

NDC

11 Identify off-street shared-use oppor-

tunities

City

NDC

12 Collect parking data

City

13 Conduct business-to-business out-

reach and communication

NDC

City

14 Explore and develop funding options

City

NDC

15 Identify and procure long-term park-

ing assets

City

NDC

Goal 5: Make Newberg / Chehalem Valley a regional, national &

international tourist destination

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 5.1: Develop a Vision for Newberg as a tourist destination

1 Implement and refresh Newberg

Strategic Tourism Plan

City

CVCC, NDC

C: Visit, CCC

2 Create and expand a regional, na-

tional, and international marketing

campaign that promotes Newberg

and the valley as a tourist destina-

tion

TBD

City, OSC, TO, OWB,

WVWA, Brokers, NDC,

CVCC

C: Visit (lead)

N: Support Visit outreach

programs to tourists

Strategy 5.2: Increase and maintain support for tourism organizations in Newberg

1 Continue providing Visitor Center

functions; continue quarterly and

annual reporting per contract with

the City

CVCC

City

2 Increase advertising and public rela-

tions dollars Visit

City, OSC, TO, OWB,

WVWA, Brokers, NDC,

CVCC

3 Work with major businesses, GFU,

Sportsman Airpark, AIS, local major

wineries, and other national/inter-

national sources of potential visitors

to increase out-of-region destination

traffic

Visit

City, OSC, TO, OWB,

WVWA, Brokers, NDC,

CVCC

C: GFU, AIS

Economic Development

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 5.3: Increase tourist/visitor counts in Newberg

1 Recruit a mid-tier hotel to the valley

City

City, OSC, TO, OWB,

WVWA, Brokers, NDC,

CVCC

2 Establish annual reporting on tour-

ism activities

Visit

City, OSC, TO, OWB,

WVWA, NDC, CVCC

3 Conduct a 3-year review and evalu-

ation of programs and progress Visit

City, OSC, TO, OWB,

WVWA, Brokers, NDC,

CVCC

Strategy 5.4: Continue Transient Lodging Tax Program

1 Develop and put on community

education programs about TLT taxes

and their use

Visit

City, OSC, TO, OWB,

WVWA, Brokers, NDC,

CVCC

N: how TLT tax works, di-

versity of local tourist op-

portunities, how tourism

affects community ameni-

ties, city's role in tourism,

including contracts

2 Coordinate with Visit Newberg on

tourism marketing and promotion

activities

City

CVCC, NDC, Visit

Livability & Development Vision

Newberg is a well-planned community

where the built environment blends

seamlessly into surrounding, natural

landscapes. Our small-town character,

accessibility and affordability create a

sense of belonging where individuals,

families, and people of all ages love to

live, work, and play.

Goal 1: Blend the built environment with surrounding natural

landscape

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 1.1: Develop a community aesthetic based on history and natural environment

1 Identify a task force

City

Museum, City, HPC, NDC

C: CPRD, GFU, NAHS,

Pollinate

2 Create a vision document and or-

dinances to ensure that open space

community developments blend with

natural landscape

Task

Force

Museum, City, HPC, NDC

C: Same as previous

N: Exploring becoming a

Tree City

3 Use landscape aesthetic to define

the downtown area

Task

Force

4 Explore creating an Urban Forestry

Program

City

Museum, City, HPC, NDC

C: CPRD, GFU, NAHS,

Pollinate

5 Exlore creating a Heritage Tree Pro-

gram

City

Same as previous

C: Same as previous

6 Explore funding options for the pres-

ervation of historic homes and archi-

tecture

City

Same as previous

C: Same as previous

7 Create beautification projects along

pedestrian routes connecting popu-

lar attractions

Task

Force

City, ODOT, property own-

ers

C: Same as previous

Economic Development

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 1.2: Explore creating a scenic byway between Sherwood and McMinnville

Learn steps to develop a scenic by-

way

City

NSD, Dundee, ODOT,

FHWA, OTC

C: Sherwood, Dayton,

Lafayette, McMinnville

1000F, FYC, CPRD, YC,

Contact support partners to develop

a task force

City

Same as previous

C: Same as previous

Secure project funding Task

Force

Create a Corridor Management Plan Task

Force

Goal 2: Improve multi-modal transportation

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 2.1: Complete ADA Spot Improvement Program projects for Primary Critical Routes to improve walkability in

accordance with the Newberg Transportation System Plan

1 Prioritize projects in the ADA Spot

Improvement Program

City

ODOT

2 Create implementation plan based

on funding scenario

City

ODOT

3 Secure funding for and implement

ADA Spot Improvement Program

projects

City

ODOT

4 Explore adding pedestrian walkway

at strategic locations along Highway

99W east of downtown Newberg

City

ODOT

Ex: HAWK or RRFB pe-

destrian signals, painted

crosswalks

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 2.2: ...Coontinued

5 Create a city/citizen program to fix/

develop sidewalks

City

NSD, ODOT

C: GFU, NDC, PCC

6 Explore setting appropriate speed

limits that reflect car and pedetrian

volumes

City

ODOT

Strategy 2.2: Complete bicycle lanes and lane treatments along planned routes established by the Newberg Transportation

System Plan

1 Address drainage grates and other

obstacles

City

ODOT

2 Decide on and implement bicycle

boulevard applications

City

ODOT

Ex: pavement markings,

intersection treatments,

traffic calming, traffic

diversion

3 Decide on and implement roadside

treatments

City

ODOT

Ex: Filter strips and

swales

Strategy 2.3: Complete the Chehalem Heritage Trails Phase 1 Master Plan

1 Build planned trails as funding be-

comes available

CPRD

City, property owners,

ODOT

N: Bob and Crystal Rilee

Park, Central Newberg

Trail, Dayton Avenue

Trail, Dundee to River

Trail, Willamette River-

front Trail, Chehalem

Creek Trail, Hess Creek

Corridor Trail, Ha-

worth-Springbrook Trail

Strategy 2.4: Explore regional mass transit options

1 Amend the Comprehensive Plan to

align with the YCTA Plan

City

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 2.4: ...Continued

2 Identify additional potential public

transit routes to surrounding com-

munities

TBD

City, Assisted living, busi-

nesses

C: YCTA (lead), Friends-

view, Avamere

3 Construct bus stop shelters with seat-

ing and route maps at all stops

TBD

Same as previous

C: Same as previous

4 Create an advertising program to

advertise on bus stop shelters

TBD

Same as previous

C: Same as previous

5 Educate business community on

public transit and provide opportu-

nity to participate in federal public

transit incentive programs

TBD

Same as previous

C: Same as previous

Strategy 2.5: Institutionalize engagement in Complete Streets practices

1 Ensure that all new development has

sidewalks, bike lanes where appro-

priate, drainage, planting strips, and

public transportation marking where

appropriate

City

2 Inventory and confirm locations

where complete streets do not exist

City

TSC

3 Prioritize the list of streets that will

become complete streets

City

TSC

Strategy 2.6: Explore creating a separated multimodal/bike path from Sherwood to McMinnville

1 Create a task force

City

Dundee, ODOT, Property

Owners

C: Lafayette, McMinnville,

Dayton, Lafayette, YC,

WC, CPRD

2 Decide on project feasibility, includ-

ing potential routes

Task

Force

Same as previous

C: Same as previous

3 Secure funding Task

Force

Goal 3: Improve housing affordability

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 3.1: Evaluate zoning changes, fees, and permitting processes for housing

1 Evaluate establishing a mandated

maximum lot size standard

City

2 Evaluate establishing minimum den-

sity standards

City

3 Evaluate expanded cluster develop-

ment standards including cottage

housing ordinance

City

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 2.6: ...Continued

4 Construct path Task

Force

Strategy 2.7: Increase awareness of multi-modal transportation options

1 Create a Safe Routes to School pro-

gram

City

ODOT, CVCC, NSD, Nut-

tree

C: CVCC, GFU, Ava-

mere, Friendsview, CPRD

(Senior Center)

2 Create a multi-modal access guide

providing information on how to

access specific destinations with an

emphasis on bicycling, walking and

transit

City

ODOT, NSD, Nuttree

C: CVCC, GFU, Ava-

mere, Friendsview, Visit

3 Tourist safe routes guide

City

Same as previous

C: Same as previous

4 Explore implementing TravelSmart

programming to encourage environ-

mentally friendly ways to travel

City

Same as previous

C: Same as previous

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 3.1: ...Continued

4 Evaluate Reduced / Waived Building

Permit fees, Planning fees, or SDCs

City

5 Evaulate simplifying permitting pro-

cess

City

6 Encourage cottage/tiny homes

City

Strategy 3.2: Explore creating incentives to encourage alternative housing

1 Create a task force

City

AHC, OHCS, YCAP, Devel-

opers

C: Habitat, HAYC, CASA

2 Supplement master plan for resi-

dential/mixed-use residential zoning

with innovative, locally-appropriate

ideas

Task

Force

Ex: evaluate expanding

density bonuses; es-

tablish vertical housing

tax abatement district;

establish an affordable

housing tax abatement;

reduced/waived build-

ing permit fee, planning

fees, or SDCs; collabo-

ration /partnerships for

tiny houses/affordable

housing in single family

zones; Create programs

to incentivize ADU de-

velopment; Investigate

expansion of mixed-use

development around the

perimeter of downtown

3 Develop a tax structure to better sup-

port multi-family and higher density

housing development

Task

Force

Goal 4: Complete Newberg Downtown Improvement Plan

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 4.1: Implement gateway projects in accordance with the Newberg Downtown Improvement Plan

1 Develop a Streetscape, Wayfinding,

and Gateway Plan to identify types

and locations for streetscape fea-

tures, wayfinding markers, gateways,

and other components of the pedes-

trian realm

City

NDC, GFU, ODOT, Services

C: GFU

2 Initiate West End and Northwest

Gateway pilot projects in order to

build momentum, interest, and

support for downtown improvement

activities

City

Same as above

C: GFU

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 3.3: Increase access to affordable means of home preservation and maintenance

1 Work with Energy Trust and others to

implement energy audits

and weatherization in buildings

City

HPC, Energy, Pacific Power,

NWN, Energy Trust

2 Compile a list of resources for im-

proving historic homes

including financial resources, materi-

al sources, and contractors

HPC

City

C: CVCC

3 3. Investigate creation of city incen-

tives for historically appropriate

exterior renovations in residential

buildings

TBD

City

C: SHPO (lead or sup-

port), HPC (lead or sup-

port)

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 4.2: Implement First Street improvement projects in accordance with the Newberg Downtown Improvement Plan

1 Resolve policy/analysis issues

City

ODOT

2 Create road diet/design agreement

City

ODOT

Ex: protected bike lanes,

outdoor seating for busi-

nesses, enhanced beauti-

fication

3 Pursue Oregon Freight Advisory

Commision and Oregon Transporta-

tion Commission approvals

ODOT

City, NDC

4 Create design and programming

ODOT

Same as previous

5 Determine project limits/phasing

ODOT

Same as previous

6 Complete design and construction

ODOT

Same as previous

Strategy 4.3: Implement Hancock Street Reinvention Projects in accordance with the Newberg Downtown Improvement Plan

1 Resolve policy/analysis issues

City

ODOT

2 Create road diet/design agreement

City

ODOT

Ex: protected bike lanes,

outdoor seating for busi-

nesses, enhanced beauti-

fication

3 Pursue Oregon Freight Advisory

Commision and Oregon Transporta-

tion Commission approvals

ODOT

City, NDC

4 Create design and programming

ODOT

Same as previous

5 Determine project limits/phasing

ODOT

Same as previous

6 Final design and construction

ODOT

Same as previous

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 4.4: Implement East End/Gateway District Project in accordance with the Newberg Downtown Improvement Plan

1 Engage property owners

City

NDC, Property Owners

2 Engage developers

City

Same as previous

3 Create district vision and strategy

City

Same as previous

4 Amend vision with action plan

City

Same as previous

Strategy 4.5: Implement West End/Mill District Project in accordance with the Newberg Downtown Improvement Plan

1 Engage property owners

City

NDC, Property Owners

2 Engage developers

City

Same as previous

3 Create district vision and strategy

City

Same as previous

4 Amend vision with action plan

City

Same as previous

Strategy 4.6: Implement Second Street Mixed-use District Projects in accordance with the Newberg Downtown Improvement

Plan

1 Engage property owners

City

NDC, Property Owners

2 Conduct infill housing demonstration

project

City

Same as previous

3 Complete 2nd Street improvement

design & construction

City

Strategy 4.7: Implement Civic/Cultural Corridor Projects in accordance with the Newberg Downtown Improvement Plan

1 Appoint task force

City

NDC

C: NCDB, CPRD

2 Coordinate activities with other strat-

egies

Task

Force

City

3 Begin fundraising activities Task

Force

City

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 4.7: ...Continued

4 Howard Street festival design and

construction

City

NDC, Property Owners

C: NCDB, CPRD

Strategy 4.8: Implement Catalyst Development Projects in accordance with the Newberg Downtown Improvement Plan

1 Engage Downtown Catalyst Project

Program

City

NDC

2 Conduct Butler property develop-

ment

City

NDC

3 Explore post office re-use

City

NDC

4 Recruit hotel developer

City

Brokers, Property Owners

Strategy 4.9: Implement North-South Connections Projects in accordance with the Newberg Downtown Improvement Plan

1 North-South refinement study

City

NDC

2 Connectivity demonstration projects

City

NDC

3 Engage in discussions with railroad

owners and railroad users

City

NDC, ODOT, others

4 Trolley feasibility study

City

Same as previous

5 Identify funding

City

Same as previous

6 Project development

City

Same as previous

Strategy 4.11: Create three temporary outdoor social interactive community spaces within the downtown area in accordance

with the Newberg Downtown Improvement Plan

1 Research other successful projects

in comparable communities around

region or state

NDC

Block clubs, City, Nuttree

C: GFU, Avamere,

Friendsview,

2 Create a task force to optimize loca-

tions

NDC

Same as previous

C: Same as previous

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 4.10: ...Continued

3 Hold a community ideation event to

determine how to create year-round,

usable outdoor space in downtown

NDC

City

C: CHCC, NCDB

4 Develop supportive zoning such as

rezoning to have commercial space

at street level and professional space

above

City

CVCC, NDC, Brokers, Fi-

nance

5 Recruit volunteers to construct and

deconstruct project

Task

force

Block clubs, City, NDC

C: GFU, Avamere,

Friendsview

6 Review success of project and con-

sider permanence

Task

force

Same as previous

Strategy 4.11: Enhance events areas/districts

1 Create task force to lead coordina-

tion of event areas/districts

City

NDC

C: CPRD, NCDB, CVCC,

CCC

2 Determine existing adequate elec-

trical capabilities of outdoor event

locations

Task

force

Same as previous

C: Same as previous

3 Build covered areas at outdoor event

locations

Task

force

Same as previous

4 Pursue collaborative/shared use of

existing parking

Task

force

Same as previous

5 Explore public parking options to

support local events

Task

force

Same as previous

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 5.1: Increase the supply of industrial and commercial/retail land

1 Apply for grant(s) to evaluate ex-

panding the Urban Growth Bound-

ary

City

DLCD, RS, Legislature

2 Update Comprehensive Plan Policies

City

DLCD, Biz OR, Brokers

C: CVCC, FYC, 1000F

3 Complete Buildable Lands Inventory

City

DLCD, Biz OR, NUMAC,

Newberg Community,

ODOT, RS, Dundee, Brokers

C: NDC, CVCC, 1000F,

FYC, YC

4 Evaluate expansion land opportuni-

ties

City

Same as previous

C: Same as previous

5 Conduct land use education cam-

paign to increase citizen support for

industrial land rezoning

City

Newberg Community, Bro-

kers

C: FYC

6 Engage the owners and neighbors of

the targeted property City

DLCD, Biz OR, NUMAC,

Newberg Community, Bro-

kers

C: CVCC

7 Identify needed infrastructure

City

DLCD, Biz OR, NUMAC,

Newberg Community,

ODOT, RS, Legislature, Bro-

kers

C: CVCC, FYC, 1000F,

8 Identify financing for infrastucture

City

Same as previous

C: CVCC, FYC, 1000F

Economic Development

Goal 5: Improve infrastructure

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 5.1: ...Continued

9 Expand the Urban Growth Boundary

City

DLCD, Biz OR, NUMAC,

Newberg Community,

NDC, ODOT, RS, Dundee,

Legislature, Brokers

C: CVCC, FYC, YC,

1000F

10 Identify shovel ready sites

City

DLCD, Biz OR, ODOT, RS,

Brokers

C: YC

11 Tell the story of the expansion to

build community support for future

expansions

City

DLCD, Biz OR, NUMAC,

Newberg Community,

NDC, ODOT, RS, Dundee,

Legislature, Brokers

C: CVCC, YC

12 Monitor land absorption to deter-

mine next horizon for Urban Growth

Boundary expansion

City

Same as previous

C: CVCC, FYC, 1000F

Strategy 5.2:

Ensure adequate utilities (water, sewer, storm draining, electricity, natural gas and telecommunications) to support

industrial growth

1 Coordinate with PGE, NWN, Frontier

and Comcast on utility infrastructure

capacities and locations. Inventory

gaps or weaknesses in systems

City

PGE, NWN, Frontier,

Comcast, BPA, Industrial

Brokers

2 Evaluate cogeneration opportunities

with WestRock

City

WestRock, PGE, BPA

3 Update necessary master plans every

10 years

City

PGE, NWN, Frontier,

Comcast, BPA, Industrial

Brokers

Ex: transportation, wa-

ter, sanitary sewer, storm

drainage

4 Enhance accessibility to high-speed

fiber

City

Frontier, Comcast, others

Action Plan Lead Support

Timeline

Details

Short Mid Long

Strategy 5.3: Improve transportation access for industrial land

1 Update the Transportation System

Plan to include focus on needed im-

provements to existing/future indus-

trial area access/freight routes

City

ODOT, PWRR, CVCC,

Brokers

C: Y, MC, YCPC

2 Support Parkway Committee to com-

plete the Bypass

City

3 Evaluate rail service capabilities

(freight & commuter)

City

PWRR, ODOT

C: YC

4 Enhance transit service for industrial

businesses

City

Legislature, ODOT, CVCC

C: YC, YCTA

5 Coordinate with ODOT and MC to

transfer jurisdiction of Highway 219

from the McKay Road to Woodburn

to Marion County and ODOT to ac-

quire McKay-Ehlen Road to I-5

City

ODOT

C: MC, YCPC

6 Coordinate with Oregon Department

of Transportation and the Oregon

congressional delegation on trans-

portation funding sources

City

ODOT, Legislature,

Congress, FHWA

C: CVCC, YC, MC, YCPC

Strategy 5.4: Develop infrastructure communications plan to keep community informed about project progress

1 Update City website to make key

information more available and us-

er-friendly

City

Library, NSD

C: GFU

2 Create and display infrastructure

online

City

Library, NSD

C: GFU

N: Transportation, waste

water, ODOT, CERT,

stormwater, etc.

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