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2008 Issues:
1). Balancing our City Budget. There is nothing more important than the fiscal solvency of our city, except perhaps our future fiscal solvency for the next generation. I'm professionally proud and personally pleased that by using the building blocks of the expertise of city management and experience of our unions, and the dedication and commitment of both, our progressive council has succeeded in implementing a budget strategy for now and the future that works. It works to balance our operations expenses over time, and to fund the capital investment we need to succeed as a city.
2). Service Levels. Our balanced budget is designed to maintain existing service levels to the fullest extent possible given current economic realities locally, statewide, nationally and internationally. We, as a city, lack meaningful control over much that effects how we can and will do business. However, we most certainly still have the responsibility to plan for the future. We are well past the "just tighten our belt" approach. I continue to advocate for development paying its full share, and for giving the public a full range of options on how it wants to prioritize and fund the servicing of its city. The public needs to know the service impacts of what it wants, and the costs or economic consequences of growth and service levels choices, so there can be meaningful consideration of all funding options.
3) Planning And More Planning: The 2004 Issues that follow below are as relevant now as they were then. Our successes over the past four years have their foundation in those issues. How we plan for the future starts with continuing the progress we have made. Now more then ever, as we are on the cusp of a new General Plan to guide Chico to the year 2030, the change we want requires continuing the vision we share.
The protection of Bidwell Ranch and the acquisition of the Tomlinson property remind us of the need and import of protecting parks and open space.
Economic development is now a cornerstone of all city decision making. Our Downtown Plan, the Mayor's Business Advisory Task Force, the Economic Development sub-committee, and the creation of a City Economic Development management position, are just a few examples of my belief in and support for both the inclusive process and meaningful substance of economic development.
The City's new Neighborhood Services Division, and grassroots groups such as the Chico Avenues Neighborhood Association, and the Barber Neighborhood Association, epitomize the resounding succeess of neighborhood investment strategies, and of the need to stay that course.
Public art and public places. For all its criticism and controvery, our new Downtown Plaza is the vital heart and center to our special sense of place we call Chico. The vibrancy and inclusiveness of this community asset, the catalytic effect it has on the revitalization of downtown, exemplify why I feel community art and public spaces are crucial to our quality of life and future cohesiveness as a city.
Good City and County relations does not mean agreeing at all times on what we do. It means open consultation, and identification of issues upon which we agree and disagree. It means including the public in our both over-lapping and unique decision making processes. It is the essence of the General Plannning the city and county are concurrently undergoing. How we grow, how we finance it, the service impacts and the infrastructure needs of growth both in and out, are problems that need to be addressed cooperatively with the county and the city, and with our shared public.
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