The future of Park City requires a practical approach to shape growth that fulfills our promise. We have a strategic plan, based on the Community Visioning, that is the foundation that enables us to make decisions in the present, which will make that future possible.
Regional collaboration is a priority. Our ability to take advantage of areas of mutual interest and how well we work together will provide smart growth in the City and the County while protecting our brand. As part of the Greater Park City Economic Development team, I am working to mesh areas of mutual interest, as well as define our differences. A comprehensive transportation plan is an important ingredient to mitigate traffic and improve air quality. As a Board Member of the Utah League of Cities and Towns, I can influence decisions made at a State level that may negatively or positively impact our vision.
A balanced budget is another imperative. Maintaining a reserve in our General Fund allows us to build capital projects that enhance our quality of life as well as weather negative economic impacts when they occur. Our conservative approach to income and expense projections allows us to maintain Levels of Service. The Budgeting for Outcomes process that we implemented gives us the ability to align costs with community priorities, and aids us in remaining competitive as a world-class destination resort.
We can’t buy our way out of growth. As we purchase available land to dedicate it as open space, it becomes more and more scarce with the result that it becomes increasingly expensive. Nor is water a practical tool to prevent growth although I will make conservation education an initial step to reduce our water use now. Our planning must protect our natural environment. Therefore, finalizing our General Plan is vitally important, replacing our outdated plan with one that allows us to make planning decisions that align with our core values. . Then we will begin making the changes to the Land Management Code to prioritize that which we care about: preserving and protecting our small town.
No other resort community values its past as much as we do. Our Historic District contributes to the texture of our community that both locals and visitors find so appealing. Continual evaluation of historic district guidelines ensures success in achieving that goal.
Transparent open government has been a continuing goal of this Council and citizen involvement is a key to open and responsive government. Outreach has been a hallmark of understanding the opinions of the community and is essential to evaluate all of the parts of the decisions we make. I will continue to enhance our outreach and citizen involvement.
The 2008 Visioning defined who we were, are, and want to be. Those values are even more relevant today as we continue to balance competing priorities. Those values were taken from hundreds of interviews and supported by photos of what we value. As a participant, I know firsthand those values were refined, and provide a lens I use to clearly evaluate the impact of the decisions we make. They are the basis of our choices as we move forward.
Governance is a process that not only requires vision but sets policy for today’s challenges. One such challenge is developing a successful middle class to provide the diversity that we treasure, while continuing to protect open space.
I have the successes and relationships to build on and want to continue for another four years. I ask for your vote to carry on working for our community.