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News staff writer
October 25, 2006
Arthur Babitz
1. What is the top growth concern that you feel the city still needs
to address?
Our communal fear is waking up to explosive growth like Bend or housing
prices like Aspen. In the past year the city has made some good code
changes to address neighborhood livability issues identified by residents,
but when it comes to growth we're really playing catch-up. Water system,
sewer failures, housing affordability, traffic, parking, annexation,
industrial lands ... we're stuck reacting to the next crisis like the
arcade game "whack-a-mole.” I can suggest the next item to whack, but the
one-at-a-time approach is part of the problem. A great city needs great
urban planning. The surge in development has city staff working hard just
to process applications and deal with immediate concerns. If we're mostly
reacting to the effects of growth after it happens, we're not choosing our
own path. Growth affects every part of city infrastructure and services.
It isn't a part-time job and it isn't the responsibility of a single
department. As we emerge from the current application load and budget
crisis, we need a full-time focus on growth and its effects. We're not the
first city to face this challenge -— we can learn by studying the best
examples across the country.
2. How would you make a decision on an issue that is unpopular with
constituents?
You can't please everyone always, but you can always do your job well. I
think any decision must pass three tests
1) Is it legal? To maintain its respect and authority the council must
clearly and strictly obey current law.
2) Can we afford it? The council cannot do things we cannot pay for, no
matter how much we want them
3) Does it broadly benefit the citizens of Hood River? City Council must
take actions that it believes will provide the greatest benefit to the
greatest number of its citizens.
None of these principles is absolute. Legal decisions are not always black
and white, and the harm to the few can offset the benefit to the many.
That's where judgment comes in. City voters have to evaluate the character
of the candidates based on very sparse information. If you haven't had a
chance to meet me, I hope you will have a chance to learn how I think and
how I solve problems by reading some of the articles on my Web site:
http://ArthurForCouncil.blogspot.com, or by giving me a call.
3. What is your top management strength and how would it benefit
citizens?
I've managed high-tech product development for more than 20 years, and
I've owned my own business for the last 10. I've learned many tricks over
that time, but the single most important tool for overseeing complex
operations is to do your homework so you can ask good questions. It's not
as easy as it sounds. Turn on C-SPAN for a few minutes if you're not sure
what I mean. Questions can needlessly prolong a deliberation, they can
insult the presenters, and they can confuse everyone. But a single
well-constructed question can get at the truth, get everyone up to speed
and shorten deliberation. Ask a good question, then listen carefully to
the answer.
4. Should the city provide funding for the waterfront park and how
much, if any?
City residents, businesses and visitors are already funding the waterfront
park. Several hundred people and businesses have contributed almost
$200,000 because they believe in the vision, and the Parks and Recreation
District has pledged an additional $200,000. Many of these supporters
share my excitement not only because they want to see a great park in our
front yard, but because after more than 20 years the city and the port are
taking steps toward a sensible waterfront development plan. With the Lot 6
park in place, the path to reasonable mixed use development will be far
clearer.
I'm not ready to reverse my previous response on city spending. We can't
spend money we don't have. But we can leverage funds raised to win grants
to do the basic park construction in phases. The next question is
maintenance, estimated at $45,000 per year for the completed park. We need
to construct a plan to cover that expense through a combination of
user/event fees, contributions, and bequests.
5. What steps would you take to prevent the city from incurring
another budget deficit?
First, let's not forget that the city is still in a budget deficit. We
have an $800,000 balance on a $3,000,000 general fund. That's a big
problem. Though we have a plan to eliminate that deficit over the next 2-3
years, it's just a plan. We are not out of the woods.
Second, let's recognize that each year between 1997 and 2005 the city
spent more than it took in to the general fund. Each year the hole got
bigger, but it was only when it reached $1.2 million that the warning
bells sounded. City council oversees city government, so it bears full
responsibility for any budget deficit. Our city manager has worked with
staff to reform the budgeting process so we won't make the same mistakes.
But the system will fail us again if the city council doesn't consider
fiscal oversight its top priority.
Paul Blackburn
1. What is the top growth concern that you feel the city still needs
to address?
Housing cost increase is the number one fallout from our recent, dramatic
growth. Hood River has been growing in popularity as a tourist destination
for 20 years or more, but in the last few years there have been so many
magazine articles and “Top Ten” rankings that have really turned up the
pressure. As we have watched the prices of modest homes pass the $200,000,
then 250- then $300,000 mark, it’s been hard not to become very concerned
about our town becoming unlivable for working people.
We’ve had some success on council addressing this decrease in livability.
I had the opportunity to sit on the Affordable Housing work group that
made numerous recommendations that have already been implemented:
accessory dwelling units are now allowed in higher density residential
zones, selected parcels of land can be permitted to have denser zoning
where compatible, staff collaborates with developers to give them
incentives to include some workforce housing in their projects.
2. How would you make a decision on an issue that is unpopular with
constituents?
It is extremely important for councilors to listen to the arguments
presented in public hearings. When a council meeting draws a crowd, we
know that some folks care enough about the topic to spend time on it, but
it can be difficult to know how many people are represented – it might
only be a very active few. In general, citizens do not attend meetings to
urge us to vote yes on a good idea or to express that we are on the right
track. So the balance is to take into account the reasoning that speakers
present; if a small group of folks are strongly against a proposed rule
change, it may be to the benefit of many more. In these, and in all cases,
council has to think hard about what is best for the City.
3. What is your top management strength and how would it benefit
citizens?
An asset I bring to the council is that I do not have a narrow, specific
agenda that I am trying to further. I am willing to spend the time to be
on council because I want to help create the best town we can for us all
to live in. I also feel really good about the tone that the current
council has established, due in large part to the mayor. We do not agree
on all topics, but we treat one another kindly and with respect. I think I
have contributed to this positive environment.
4. Should the city provide funding for the waterfront park and how
much, if any?
This is a topic that the city council should not decide. We need to take
this question to the voters of our community.
5. What steps would you take to prevent the city from incurring
another budget deficit?
I have worked closely with the mayor and city manager to get us out of the
hole we are in. When I arrived on council two years ago, the deficit was
over a million dollars. Last year we climbed out of that hole by nearly
$400,000. We are on track to a balanced budget in just a couple more
years. Continued prudent management by staff and oversight by council will
bring this about.
Martin Campos-Davis
1. What is the top growth concern that you feel the city still needs
to address?
Growth in general is a major concern. We are destined to grow and that's a
fact we need to embrace it rather than fight against it and be prepared
for managing that growth. The best way to do that is to be prepared for
it.
1. Have a vision of Hood River for the next 25 years — a vision that comes
with broad support from all sectors of our city.
2. Policies and ordinances that can accommodate expected growth, not only
residential growth but also business growth.
3. Reconsider our urban growth boundaries — we will at some point run out
of buildable lots in the city and we have a responsibility to ensure we
have adequate land available for continued growth.
4. City services will need to keep up with the projected growth and
deliver services its citizens expect either by updated technology or
adding personnel.
5. Effectively communicating with all our residents, visitors, and
businesses. Folks that do business in our city and residents need to know
how we come to decisions and should feel welcomed to contribute in that
process.
2. How would you make a decision on an issue that is unpopular with
constituents?
Flipping a coin is probably out of the question. I would certainly
consider the facts and welcome public input on how that particular issue
affects them. Once that review has happened I would take into account how
that decision aligns with the long term interests of city residents,
businesses and the city itself. I ask myself, does this make sense for us
to take this option? How does this decision align with our goals?
Rarely do we have the opportunity to pass a resolution or make a decision
representing our constituents that will have 100 percent consensus. But,
by making these tough decisions popular or unpopular we hope to keep the
city moving forward.
3. What is your top management strength and how would it benefit
citizens?
I have a good capacity to listen which is much different from just
hearing.
In the case of council I want to be able to not only hear concerns brought
forward by constituents but I want to be able to listen and understand
those concerns. I also feel that the people of Hood River want to see
results. The path to having good successes and positive results is by
having a vision with measurable goals.
How do our citizens know we are doing a good job running the city? Is it
by us telling them we are? Or can they point to specific goals met and
know that for a fact? It's one thing to say we are on track to reduce our
deficit, quite another to point to a $400,000 reduction in the deficit to
provide something measurable toward that particular goal.
4. Should the city provide funding for the waterfront park and how
much, if any?
The waterfront park has been a concept for a number of years and it is now
here in front of us. We didn't get to this point by going it alone and I
don't feel the city should go it alone now.
It is estimated that it will take about $40,000 a year to maintain the
park. That $40,000 doesn't have to be represented by cash up front from
one single entity. It can be approached from a consortium perspective.
Maybe we get one entity to supply paper products, another to keep the lawn
mowed, another to exchange maintenance of equipment.
The major entities involved each have their strengths as an organization
and resources they manage. Maybe we can institute a barter of services
between those players to keep the park maintained, so that we avoid any
single entity coming up with the early cost out of their budget. Before I
consider the city providing funding for the park I would want to explore
the bartering option to its fullest.
5. What steps would you take to prevent the city from incurring
another budget deficit?
We are on the right track right now. We need to stay vigilant regarding
our expenses and keep in place the cost-cutting measures we have started
until the deficit is gone. When the deficit is gone we should continue
those practices and start building up a rainy day fund. Now, we may not
get there just by cutting our expenses because if we just keep cutting
expenses we are really talking about cutting services by means of reducing
staff. At some point we will hit a plateau in what we can save just by
cutting expenses. Knowing that plateau is coming it would be irresponsible
of us not to start considering expanding the revenue streams that are
coming into the city now. So, in addition to keeping on top of the current
deficit reduction plan, we need to start planning for the future, the 25
year vision, by exploring new revenue streams. Public input on this topic
is critical in regards to how we can be extracting more savings from our
current processes and to what new revenue generating streams we should be
considering.
Carrie Ann Nelson
1. What is the top growth concern that you feel the city still needs
to address?
Affordable housing for the people who live and work here. Allowing
developers free rein to develop maximum density is not the answer. In the
recent past, this has contributed to real estate price escalation, parking
problems, and opportunities for flashpoints between neighbors that affect
all of us. Retail and service professionals/employees must be provided
choices other than commuting from remote locations to be able to work
here. They are a valued and essential part of our community.
2. How would you make a decision on an issue that is unpopular with
constituents?
Common sense is a good tool that I use. It is important to make decisions
based on the facts and realities at hand. None of us like to pay more for
city services, i.e. water, but sometimes in order to keep a business
running, you have to make a decision that is for the good of all the
people.
3. What is your top management strength and how would it benefit
citizens?
I feel my top management strength is the ability to listen to all views
and make decisions based on those. Owning and running a successful
business in Hood River for almost a decade involves many essential
management skills that are just as relevant to the functioning of city
government. Motivating employees, responding to customer needs, balancing
the books, and financing business improvements are business skills that
help improve the functioning of the city as well.
4. Should the city provide funding for the waterfront park and how
much, if any?
The city has never agreed to fund the waterfront park. This is why we
asked for volunteers to form the Park Development Committee. Isn’t it
basic that providing additional revenue sources to fund new projects be
pursued just as vigorously as the projects themselves? In addition to
searching for outside funding for the park, I’m hoping the Park
Development Committee will research ways to finance the continuing
maintenance of the park.
5. What steps would you take to prevent the city from incurring
another budget deficit?
The city needs to continue to operate as a business. We have a fine city
staff who have worked diligently to reduce our deficit. We need to monitor
our budget continually, and adjust as needed, i.e., watch labor costs,
continue to apply for grant funding, and continue to gain efficiencies in
day to day business. The city, as a municipal entity, has the ability to
apply for funding for alternative revenue sources, perhaps to develop
hydro or wind power which could benefit the community as a whole. |
