Solutions

Basic Infrastructure

Escondido needs to invest in infrastructure. Our sewer system is strained. Some of our roads are crumbling at the edges. Sidewalks should be a requirement near schools. Often times, tax dollars are spent on salaries and temporary projects. Instead, tax dollars should be spent on something to leave behind as a legacy. We need to get better at spending less money. We need to be even better at spending the money we do have on capital improvements that last. We have to have something to show for all the tax dollars we spend.

Emergency Preparedness & Response

We do our best as a community to prepare for disaster, but there is always more we could do to keep residents informed during times of crisis.

    Basic Plan for Emergency Outreach-
  1. Designate the California Center for the Arts as an emergency shelter. CCAE has cooking facilities, bathrooms, and a nearby pool with showers.
  2. Purchase an AM radio station signal capable of broadcasting emergency response radio transmissions – during times of crisis, the public has a right to know everything right away.
  3. Staff City Hall with elected officials as public points of contact during crisis.

General Plan Updates

The greatest safeguard against illogical growth is a well-thought-out General Plan. This all-encompassing planning document has not been updated in nearly twenty years. I am the only candidate with experience in data analysis and planning. I am the best candidate to help revisit the General Plan. My technical skill sets combined with my personal knowledge of what is great about Escondido, and what needs to be further developed makes me an asset to the city and a value to voters.

CCAE Endowment

The California Center for the Arts Escondido is long overdue for a financial plan that includes a commitment to bolstering its endowment. An endowment safeguards the future of the center by providing an income source separate from annual ticket sales and budget bailouts with city tax dollars. I propose a capital building campaign staffed by professional fundraisers working toward a goal of 10 million dollars in 10 years, with annual benchmark amounts. Upon reaching the established goal, the center would then be able to derive cash flow from endowment revenue, leaving the principal untouched, while continuing to work for additional contributions. Focus should have been placed on some version of this plan years ago. I will remain committed to helping the Center succeed.