What are the Issues?
Our city’s current challenges stem from years, maybe even generations, of not lifting our heads to see the big picture. It is hard to acknowledge the gradual changes that have happened until we must be reactive to problems and make uncomfortable decisions in a piece meal matter
As we have studied, discussed and fought about various aspects of our lives, our community has evolved around us from the 1970s farm town, to a 1990s wine capital, to a 2010s second home mecca to our current stage where we are more and more reliant on tourism revenue but are reluctant to support it in a meaningful way.
We need to break the cycle. Most importantly we need to look forward and make a strategic plan on how to get where we want to be, so that we can stabilize our unique community now and sustain it for future generations. Here are my position on specific issues:
GROWTH
I would like to stem the decline in population and diversity that has occurred over the last decade. We need to increase the number families that live and work here and provide opportunities for both young adults and senior citizens to stay here.
Without a thriving and diverse economy and adequate housing, our full-time population will continue to decline. This places a burden on all of us – lower school enrollment, fewer available amenities and higher water bills as the base cost of service is distributed over fewer households.
Our strategic planning process should establish population goals and incentives for new business development to increase employment beyond the service level opportunities that are currently the biggest labor challenge for the wine and hospitality industry.
I do not believe there is consensus on the City’s current financial situation, and we may not be in the dire straits that has been predicted
I feel the City pushed this measure through too quickly to meet the November elections deadline without adequate input from their Finance Committee or the community at large
The revenue is scheduled to go into the General Fund, with no priorities set; with a Strategic Plan in place we would know how best to allocate incremental funds
There is no sunset clause for Measure s; I believe taxes should be levied based on specific need and have a projected end date
TOURISM/HOTELS
Measure S is a one-half cent sales tax to support general City services on the November ballot. I am not in favor of this measure at this time for the following reasons:
MEASURE S - Local Sales Tax Increase
We can’t deny that tourism has become and will remain a major component of our ability to sustain our community. I will seek the best way to make tourism work for us – to generate revenue, jobs, amenities, strengthen our financial viability and contribute to our community in meaningful ways. We can do this without become Disneyland but only if we do it proactively.
I have witnessed at least seven hotel proposals presented to St Helena over the last 20 years. Three were entitled; only one has been built (Alia). I believe we need another hotel – maybe two – so people can stay here, shop in our stores, eat in our restaurants and participate in local events. This not only provides TOT and sales tax revenue, but it brings new life.
I believe the City should not issue an RFP for hotel development on surplus land without first developing a plan for the highest use of all public and private land. This process has started and stopped before because it is not part of an overall strategy. I will work to build that strategy, so we maximize the benefits of new hotel(s) for our community and minimize their impact on our day-to-day life.
Our current water neutrality policy was put in place to combat drought conditions and to facilitate St Helena’s no-growth posture. It is outdated, difficult to manage and has not limited development. I would lead an effort to rethink the juncture between growth with water consumption as part of the Strategic Planning process.