Harlingen 100: Executive Summary of Major Objectives

Tourism:

Harlingen Should Showcase its Attractions to Business, Education and Leisure Travelers and Keep Them Here Longer.

Secure Certified Retirement Community Status;

Develop an effective “Brand” for Harlingen;

Target the following markets: retirement, birders, sports groups, medical, government travelers and develop a strategy to communicate;

Develop and implement a Hospitality Training Program;

Develop a visitor’s package and system of distribution showing all there is to see and do;

Develop a Viral Marketing System - - encouraging word of mouth referrals;

Build a model to track return on investment of Tourism Initiatives;

Create strategic partnerships with individuals, groups, and attractions in neighboring communities to aggressively pursue regional tourism marketing opportunities;

Develop and create a new City Website and marketing materials coordinated with CVB, HACC, HHCC based on new branding;

Design way finding sign plan (with specific locations, design template, text, and installation plan) to direct visitors to main Harlingen tourist attractions; and

Attract an upscale hotel with meeting facilities.

Healthcare:

Harlingen Can Position Itself as the State of the Art Healthcare Hub of Region.

Form a permanent “Healthcare Strategic Economic Development Group”;
Develop a Strategic Plan for future growth and expansion of the RAHC in conjunction with the University of Texas at San Antonio Health Science Center;

Establish a Pilot Program for clinical training of Registered Nurses;

Work for the creation of the Rio Grande Valley Health Policy Institute at the RAHC;

Facilitate the expansion of Su Clinica Familiar facilities and services in Harlingen;

Create a local foundation for RAHC scholarships and faculty endowments;

Improve public transportation to support healthcare needs of Valley residents; and

Support the full implementation of VA’s Plan to create a 152,000 square foot VA Super Out Patient Clinic.

Image:

Harlingen will be the Cleanest, Greenest and Most Beautiful City in the Valley. Harlingen will Clean Up; Green-Up and Step-Up.

Strengthen Harlingen Proud and Code Enforcement Divisions through additional manpower;

Actively enforce current Sign Ordinance and International Property Code to eliminate blight;

Perform regular geographically based Code Enforcement sweeps and clean-ups;

Build Gateway Entrances to the City using signage and landscaping at Primera, Ed Carey and “F” Street entrances;

Transform Loop 499 median into an attractive boulevard including landscaping and lighting;

Landscape and beautify all canal protrusions on main thoroughfares;

Synergize, Communicate and Collaborate the reporting of graffiti, dumping and vandalism via Citizen Hotline and Blog, recruitment of FORCE and Neighborhood Watch Groups; City employee empowerment and priority;

Budget for and create new landscape projects;

Plant new trees annually;

Restore and improve existing median landscape projects;

Educate the public on horticulture and landscaping, clean-up and green-up initiatives;

Strengthen and develop tree ordinances;

Obtain “Tree City USA” designation;

Build a world-class Botanical Garden; and

Create and fill the position of Urban Forester/Horticulturalist.

Recreation:

Harlingen will provide first class recreational facilities for its youth and will attract regional, state and national tournaments in baseball, softball and soccer.

Purchase and install the following Park Amenities: 200 picnic tables, 100 benches, 25 bicycle racks, 25 water fountains, 1,000 feet of sidewalk, 3,000 feet of fencing (PONY fields at Victor Park, softball fields at Arroyo Park), 250 additional parking spaces (Arroyo Park, Wilson Complex);

Light the fields at the Wilson Youth Sports Complex, Arroyo Park, Victor Park and Pendleton Park;

Build amphitheatre with bathrooms at McKelvey Park;

Develop Children’s Activity Center/Museum;

Financially support Community Wide events, such as RioFest, activities at the Museum, Jalapeno 100, Blues on the Hill, Jackson Street Jubilee;

Develop Veterans’ Memorial;

Develop a Trail Master Plan and partner with the Irrigation District to utilize Canal open spaces for trails;
Develop Birding Center;

Explore private ventures, (i.e. short-term: putt-putt golf courses, batting cages; medium-term: water park, band pavilion, soccer complex-phase II);

Upgrade and replace worn equipment in Parks;

Improve existing landscaping and entryways at Victor, Wilson, Pendleton and Dixieland Parks;

Partner for the construction of an Ice House near a city park; and

Upgrade and replace deteriorated Christmas decorations.

Business Recruitment and Retention:

Harlingen will be known for Innovative and Aggressive Economic Development.

Assign duties of Harlingen Business Ombudsman to a City staff member to act as facilitator and advocate for business;

Conduct annual Customer Service Training for all City Departments dealing with economic development;

Coordinate with Harlingen Manufacturers Association to implement a Harlingen Business Retention Strategy;

Host Regional Economic Development Summit with South Padre Island, Brownsville, Los Fresnos, San Benito, La Feria, Harlingen and Mercedes and invite collaboration on ED Projects;

Develop economic development strategy for Lucio Blanco;

Propose extending Rio Coast Plan to include Harlingen;

Pursue and expand Advanced Manufacturing opportunities including Automotive Parts and Components; Automotive Assembly and Aerospace manufacturing;

Identify Target Industry Clusters;

Support major retail development through infrastructure and sales tax abatements where appropriate, with emphasis on mall revitalization;

Support VIA’s Strategic Plan of increased and expanded service, improved customer service, terminal and runway improvement, air cargo retention and expansion, and expansion of the Fixed Base Operations;

Research and make recommendations on implementation of ordinances on: Homestead Preservation District and Reinvestment Zones, Homestead Land Trust, NAFTA Impact Zone and Municipal Development Corp.; and

Consider implementation of strategic Tax Free Days to attract shoppers.
Education:

Harlingen will be the Catalyst for Improved and Enhanced Education at all Levels.

Create an Education Task Force Committee;

Develop long-range plan for a four year college or strategic partnership;

Develop a formal policy of support for TSTC;

Create a center for additional continuing education opportunities;

Promote Harlingen and the region for its capable workforce; and

Support workforce-training programs and coordinate with Cameron Works to identify vocational training needs.

Revitalization:

Harlingen will Focus on its Downtown as a Key to Development of Place. Harlingen will Eliminate Blight and Upgrade the appearance of the Central Business District.

Relocate the switchyards and create green space in their place;

Employ architect and fund improvements for Downtown Streetscape;

Develop business plan and create a Discovery Center including a possible improvement and expansion of the Harlingen Community Center with a goal of connecting the assets of Downtown with the Lake and Library District;

Create a Downtown Visitor Center with restrooms to orient visitors and serve as anchor for Tours and Attractions;

Create and fund a Catalytic Development Corporation to encourage relocation in, and in proximity to, downtown;

Identify and eliminate by priority blighted properties measured by number of properties eliminated per year;

Enhance Downtown security through personnel or technology or both;

Create a Public Art Program and fund start-up;

Redevelop Heritage Manor;

Encourage development of sidewalk cafes, unique galleries, design services and spas;

Complete development of Centennial Park;

Redevelop the Grande Theatre;

Create an Artists Alley;

Create a new image for La Placita;

Promote housing in downtown;

Employ urban designer to create pedestrian scale development plan for area immediately north of Downtown District;

Create/install new street signs to replace deteriorated signs in the Downtown District;

Develop plan for outsourcing landscape design and maintenance in the Downtown District;

Remove the old parking meter poles along Harrison, Commerce, Jackson, Van Buren, Monroe, and other nearby streets; and

Upgrade and improve the appearance of public parking lots in and near the downtown.

Plan Tracking and Achievement Strategy

City Commission, EDC, CIB and Chambers of Commerce will be invited to pass resolutions in support of the Plan;

A Task Force for each focus area will be appointed including identified leaders, action teams and support groups;

Task Forces for each of the areas of emphasis shall be organized as follows:

Image Task Force:
Leader(s): Appointed by the Mayor and approved by the Commission
Action Team Members to be recruited by the leaders
Staff: Harlingen Proud Executive Director and Public Works Director
Support Groups: Harlingen Proud and other volunteers
Revitalization Task Force:
Leader: Appointed by the Mayor and approved by the Commission
Action Team Members to be recruited by the leaders
Staff: Downtown Director
Support Groups: Downtown Board

Recreation Task Force:
Leader: Appointed by the Mayor and approved by the Commission
Action Team Members to be recruited by the leaders
Staff: Parks Director
Support Group: Parks Advisory Board

Tourism Task Force:
Leader:
Action Team Members: Newly formed Tourism and CVB Advisory Board
Staff: CVB Director

Healthcare ED Task Force:
Leader: Chairman of the Healthcare ED Group appointed by the Mayor and approved by the Commission
Action Team Members: Members of the newly formed Healthcare Group
Staff: ED Director

Education Task Force:
Leader: Appointed by the Mayor and approved by the Commission
Action Team Members: Representatives from TSTC, RAHC, HCISD, Harlingen Foundation for Education and 3 additional volunteers outside of the education professional community appointed by the leader
Staff: Assistant City Manager

Business Recruitment & Retention Task Force:
Leader: EDC Chairman
Action Team Members: to recruited by the leader and comprised of one additional EDC member, HACC, HHCC, City Commissioner appointed by the Mayor and three additional volunteers
Staff: ED Director

Action teams must be comprised of at least 25% of individuals not already serving on a related Board; and

Annual Reports shall be delivered between June 15 and July 1st of each year regarding progress at a Community Forum with the public and leadership of the community invited. New objectives will be entertained and added in anticipation of changing conditions in the future.

Each objective will be assigned to one of seven task forces with a specific person responsible for the task along with support groups;

The Harlingen 100 Implementation Team comprised of the Mayor, Mayor Pro-Tem, City Manager, Assistant City Manager, EDC Chairman, CIB Chairman and representatives of the Seven Task Forces shall meet quarterly to review progress and to report that progress to the Harlingen City Commission;

Harlingen at 100

A Time for Renewal, Rejuvenation and Refocus!

A Time to Count our Blessings and Take on New Challenges!

A Time to Come Together, Unified Behind a Single Goal!