Issues

FORWARD-THINKING SOLUTIONS TO OUR CITY’S MOST PRESSING PROBLEMS

VISION. IDEAS. ACTION. — The City of Pasadena’s greatest strengths are its people, its neighborhoods, and its character (which includes that of its neighborhoods and people). As we endeavor to create and carry out a future-focused vision for the City, it’s imperative that we preserve our character and neighborhoods and recognize the expertise of our citizens to help guide growth. As a candidate for Pasadena City Council, I believe that our vision for the City should drive progress and have an influence on everything from development projects to the types of trees that line our streets. This vision should be top of mind for every decision the City Council considers and makes.

TRANSPARENCY IN CITY HALL — Currently, there are projects in District 7 that have emphasized a “vision” disconnect between District 7 stakeholders and City Council. Dialogue and an inclusive planning process should drive long-term solutions. As such, I will be an advocate for local stakeholders—both residents and business owners—who endeavor to create and carry out a future-focused vision for the City, preserve our character and neighborhoods, and who desire to have an opportunity to work with their City Council representative to guide growth.

LEADING PUBLIC EDUCATION — While Pasadena relies on the stability of the LA Metro region, we need to take a close look at what sectors can best support the growth we need and double down on our efforts to recruit businesses that will help us flourish. This is especially important in the technology sector where businesses incubated in Pasadena often move because they have difficulty recruiting management and securing investment from within the LA Metro region. We need to prepare our students to have the skill set needed to have a competitive advantage in our region’s workforce and that starts with a commitment to superior public education.

POWER INTENTIONAL GROWTH — We need to take a look at our General Plan and make sure we’re utilizing the land that we have to maximize revenue from industries that we’ve identified as being sectors supportive of our City’s growth. For example, the City’s Economic Development Plan discusses the need for office and lab space and discusses zoning “portions of the East Walnut and East Foothill industrial district to encourage R&D uses and discourage retail and other land uses that are better suited for other parts of the city.” Additionally, the City’s Economic Development Plan discusses an over supply of retail space and how this can “dilute the quality” of primary shopping districts. Infill housing may be a suitable solution in this case, which would result in property tax revenues and sales tax revenues generated by new area residents. On a separate note, in budget discussions, we need to be diligent about evaluating sources of duplication and waste and finding ways to deploy our limited resources in a more efficient manner. Today’s reality is that cities need to learn how to do more with less and to the degree that we can invest in technology that will aid in this and provide long-term benefits, we should be considering these opportunities as well.

BETTER BUSINESS CLIMATE — Creating a dialogue with business owners to find out what makes Pasadena an attractive City to do business in and what rules/regulations make it difficult to run a business in the City is essential to promoting a better business climate. This dialogue should drive long-term solutions that make Pasadena more business friendly while ensuring that local stakeholders are contributing to our economic development in a manner consistent with the best interests of our citizens and the community.