We will build on our accomplishments during my second term, including:

• Preserve open space, no rezoning for development as has been proposed a number of times recently

• Advance strategic Bonanza Park initiatives; no more redundant surveys or consultants asking the same questions over and over

  • Kearns Blvd (224/248) safe pedestrian crossing near Snow Creek Plaza

  • Relocate the city’s industrial presence on Iron Horse Dr, namely Public Works and Transit operations

  • Implement Zoning that supports our community values, such as staffing up to preserve open space

  • Relocate the power substation in the heart of the district, step 2 of the transmission line undergrounding

  • Collaborate with Vail/Park City Mountain on redevelopment of the Munchkin Rd lot

  • Trail connectivity while respecting private property rights

  • Connections to the Prospector neighborhood and business district, with focus and support as we do for Main Street

  • Get a shovel in the ground at the 5-acre site

• Build a new Senior Center that will serve our community for years to come

  • The current attempts have been stalled largely due to internal city politics and mismatched expectations

  • We will work together with the Seniors to realize our collective future vision, rooted in an outcomes-based mindset

• Progress with Main Street revitalization plans that maintain Park City’s unique character

  • I am not supportive of making Old Town feel and look like a generic ski town by building mega-hotels and chain commercial

  • Promote vibrancy of the street, highlighting our historic core, unique character, and local businesses

  • Focus on the traffic circulation and pedestrian experience, including better connectivity to our mountain resorts

  • Collaborate with private land owners to improve the Town Lift Plaza, connecting both local mountain resorts and future access to the Cottonwoods

• Partner with UDOT to deliver tangible improvements to our 248/Kearns corridor

  • Move forward with flex-lane concepts and get serious about an aerial connection from Richardson Flats

• Continue implementing measures related to city staff and elected leadership accountability

  • Change is difficult for any organization, yet we’ve successfully built a foundation for success and must keep that momentum

  • When we make mistakes our culture should support owning them, learning from them, and improving our service delivery

• Further improve internal city processes and communications

  • Provide strategy and goals to city staff that represent Council policy, leveraging their expertise towards community progress while setting clear expectations

  • More efficient Code change recommendations from Planning Commission to Council

  • Lower the barrier to entry and costs related to innovation; many firms won’t work with us because it’s too difficult, there are too many hurdles, and/or too much uncertainty that a project will ever happen

  • Improve internal processes so that Council direction is acted upon efficiently and accurately, not revisiting topics time and time again