Strategic Fiscal Management

Link city budget decisions with benchmarks and formally assess how well our programs, staffing, and services are working, short-term and long-term.

Palo Alto had struggled with a structural deficit. We now operate on a balanced, but very tight budget. Rising costs, especially for salaries and medical and retirement benefits, could force us into a budget deficit in the next five years.

We must look for ways to reduce inefficiencies. We need to tie expense decisions to measurable benchmarks to make sure that we get the most return on every dollar spent.

I will work to ensure that administrative expenses are kept to a minimum so that community funds are spent on maintaining essential and valuable community services and resources.

Engage in a proactive and collaborative planning process that will retain existing businesses and attract key business segments.

Attention to new business development must be a priority to bring needed revenue to the city. We must streamline the permitting process to make it easier for businesses to set up operations in Palo Alto.

I will advocate for the retention and expansion of retail that serves the community and provides revenue that sustains our quality of life. I will work with the Council and Stanford to find ways to mitigate the impacts of the proposed shopping center expansion while being sensitive to the needs of downtown and neighborhood retail.