07-06-1993 WS - Laserfiche WebLink

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STAFF REPORT JULY 1, 1993 PAGE FOUR is hiding under her car, or demands that the City do something about the neighbor down the street whose house is painted a different color than the garage, or screams into the phone because the City hasn't mowed the weeds in the park for over a month the list is endless. The bottom line is: the taxpayer does not want to pay any more taxes, but they do want the same or better level of service. It all translates into the fact that the taxpayer wants quality service in a timely manner ata cost that is commensurate with the level- of service. The City must decide that any tax increase, be it user fee based or property, must give the taxpayer something of value that he/she can measure. * The old saying, "if it's not broke, don't fix it" no longer has applicability in this day and age. The saying now is: "if it's not broke, there is still time to make sure it doesn't break" . The City must make decisions that will be sound decisions for now and will be just as sound in 5-10 years. We can no longer afford to be "reactive" , we must formulate and implement policies that are "proactive" . * If the City is desirous of initiating new service programs, the payback must be visible and measurable and the City must be willing to "bit the tax bullet" to make it happen or make reductions in current programs and also incorporate accountability into the process. People will pay for what they can see will benefit them as individuals. Decisions will have to be made regarding the housing rehab program and redevelopment program that will prove to be both beneficial to the City as a collective entity and the individual taxpayer. The overall scenario for the future is one that is clouded by uncertainty and measured by instruments that may no longer accurately reflect the true status of municipal government. While we may seek to "re-invent" government as a means of taping the as yet untapped resources and undiscovered methods of operations, we still must remain focused on our one true mission: Provide the best service at the best possible cost now and into the future. If we fail that most industrious mission, we fail it all. Current and future actions should be based on an eye to the future. If not, the Council and staff of 2003 may be looking back at us with none too pleasant things to say and one of those comments will be: "Why didn't they plan for what they knew was going to happen?"