The city manager’s fiscal year 2009 programs and priorities

Editor’s note: The following is a condensed version of Bill Watkins’ State of the City address to the city on June 4, with a focus on business and economic development. The full address can be found on our Web site, comomag.com, in the Voices link.
Two years ago in my first address, I described my personal hopes and goals for our community. Last year I said that, despite some economic clouds on our immediate horizon, I remained “bullish” on Columbia.

I still am, and I want to share my perspective with you.

The southern view from my office in the Daniel Boone Building is dominated by the University of Missouri’s Jesse Hall. It’s a constant reminder of one of our community’s most significant and promising economic forces.

As I look west, I see Broadway as a line that, in many ways, defines very distinct experiences in Columbia. The families who live in these neighborhoods have a lot in common, but economic and other forces have not always been kind to those living north of Broadway in the central city.

If I take my eyes off the horizon and look in the area immediately around the Daniel Boone Building, I see part of the small business and commercial engine that not only creates jobs but also leaves lasting impressions of unique and friendly service.

People want to do business here.

What ties all these scenes together, for better or worse, are the threads of the economy.

At a global level, we are subject to many forces we can’t control, and we’re competing for resources and attention like everyone else.

Nationally and regionally, if we’re engaged in the right partnerships, I believe that Columbia can project a louder, more credible voice.

But the local level is where we lay the foundation and exert leadership. That’s what I want to discuss today.

In the upcoming year, our City government financial position – which continues to be sound – does not lend itself to increased revenues.

I’ve told the Council that this can’t be the year for new initiatives or major increases in existing programs. We must focus on using existing resources more intelligently.

It’s my belief that a better economy and a re-focused commitment of government resources will help create “the tide that lifts all boats.” City government can’t do this alone. We must creatively use the full range of both our City resources and other community resources.

I believe that a coordinated and planned approach will increase the number of jobs created in Columbia, improve the likelihood of success for all families and move us closer to the vision identified by our citizens who dared to imagine the future for our community during our visioning process.

To improve our potential to attract and retain a diverse set of employers, I propose re-directing and increasing the City’s financial support for targeted economic development activity and taking a greater leadership role to bring new jobs to the region. I ask our REDI partners, the County, the Chamber of Commerce and the University to do the same.

Over the last 20 years, our regional economic development partnership (known as REDI) has worked hard to market Columbia and Boone County to employment prospects. We’ve had some success, but the playing field has changed worldwide, particularly in the last five to 10 years.

Manufacturing jobs, along with their relatively good wages and benefit packages, are drying up in America and morphing into opportunities for workers in developing nations.

The low value of the American dollar overseas increases the price of imported products that come into this country.

Energy prices are at historic highs, affecting production and transportation of goods and the consumer’s interest in making purchases.

Basic food costs are increasing as farmers command higher prices selling grain to energy producers, again hitting consumers and the food industry where it hurts.
Luckily for us, the University of Missouri has formally added economic development to its research mission.

Its interest in creating commercial ventures and products for the open market is a bold shift in thinking. I am convinced that it will lead to long-term benefits for the University and for those of us who live here.

But the University’s action has not happened in isolation. Other universities, such as those in the “research triangle” in North Carolina, have a longer history with this approach, and they have seen big dividends in their regions. They are active, respected players in this competitive economic environment.

Although REDI is a partnership organization, it also is a part of City government. Therefore, I recommend that we take a leadership role to restructure REDI and re-direct its efforts from emphasizing traditional business recruitment to greater support for its partnership with the University.

There is a need to identify the commercial strengths of University research, find companies that want to be associated with these ventures and then convince them that Columbia is the place to locate.

This re-direction will require new staff skills and funds to support a competitive, technology-savvy and strategically sound marketing effort.

One selling point that we lack, however, is a supply of large, “shovel-ready” industrial sites with utilities and roads already in place. Large employers quickly lose interest when communities don’t provide this kind of accommodation for location.

REDI staff recently issued a report that shows the number of businesses that chose not to locate in Columbia because shovel-ready sites meeting their needs weren’t available.
Again, it’s not something that City government can do alone. But it can – and I believe must – assume a greater leadership role in assembling and creatively using a wide range of community resources to secure these sites.

We also need to do a better job helping existing businesses, especially as they try to grow and innovate. I recommend that the City take the lead with our REDI partnership to establish a business services ombudsman in the City Manager’s office.

In addition to being the City’s direct liaison with existing businesses in danger of shrinking or, on the other hand, facing expansion opportunities, the ombudsman would work to transform our permitting process into a welcoming, coordinated, highly efficient, one-stop shop.

For many years, the business community has perceived our review and inspection processes as a black box. After receiving required Council approval, a permit application comes to City Hall. It’s reviewed and massaged by several City departments. Weeks or months later, a decision is rendered:

“Go;”

“No go;” or

“We need more information.”

In my opinion, that’s a waste of time, money and opportunity that could have been spent securing capital and creating jobs.

My intent is to break down government silos created when we don’t talk to each other or coordinate our work. I believe we can nurture a creative business environment without cutting corners or sacrificing safety.

Bill Watkins is Columbia’s city manager.