1. Should Gilbert
offer special incentives to attract businesses to Gilbert? If so, what
types of businesses should be offered incentives?
I will consider
incentives on a case by case situation based upon sound cost-benefit
analysis of the risk-reward benefits to the tax payers of Gilbert.
Those situations that show a significantly greater return than the
incentives or the risks, I will consider for incentives.
Incentives, however, are not free and come with strings attached. I
will only consider giving incentives if the following 5 provisions as
part of the development agreement.
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The incentive is only
paid from new revenue funds that the business generates.
-
The incentive has a
beginning and ending date after which no incentive is paid.
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The incentive is
capped at a maximum dollar amount.
-
If the total dollar
amount of the incentive is achieved prior to the agreed upon ending
date, the incentive ends.
-
The development
agreement has a “claw-back” provision stating that if the business does
not perform as agreed upon, incentives will be “clawed back,” or
returned to the town, or terminated. Finally, I will not enter into a
bidding war with another municipality to attract a business to Gilbert.
The types of business
that I will consider for incentives are large sales tax generators such
as car dealerships and/or regional shopping centers. I will consider
businesses that will bring a significant number of well paying jobs to
the town as well as support business that do not participate in the
incentives. I will also consider a business entity that would sponsor
special events that would attract visitors, tourists and/or
non-residents from out of town to generate additional sales tax.
Businesses that I would not provide incentives are those businesses
that are going to come to the town because they want to be on a corner
every two, four or six miles.
2. What criteria
would you use in deciding not to follow recommendations received from
your town appointed boards/commissions or town staff?
The members of the
advisory boards, commissions, committees, and staff do an excellent
job. As a result, the number of times that I have disagreed with a
recommendation in the last eight years is very limited. It should be
understood, however, that many of the town’s boards, committees, or
commissions are narrowly defined in their scope of authority and are
constrained by federal, state, or local statue. In addition, the
advisory groups are also limited by the direction and/or policy set by
the town council. Consequently, in some cases, it is only the council
that can change the policy and set a new policy or direction.
The standard that I use to determine if I am going to accept a
recommendation from an advisory board, commission, committee, or staff
is as follows.
-
An ordinance is
needlessly restrictive, overbearing, over-reaching or, disregards
common sense.
-
The under lying
assumptions of the decision are no longer valid based upon market
trends and analysis.
-
And, finally, I have
disagreed with a recommendation when a political agenda is being
promoted which is a non-issue for the Town of Gilbert.
3. The Town of
Gilbert has a history of working together on joint projects with
neighboring communities, the county, school districts, and state
officials to address our growth needs. Do you believe any of these
relationships are in jeopardy and how would you as a councilmember
maintain or repair these relationships?
I do not believe that
any of the working relationships with other elected officials are in
serious jeopardy. I do believe, however, that the working relationship
between the state legislators and the Gilbert Town Council has been
strained. I believe that this situation is an anomaly that will pass as
the legislators and the town council work together on other issues that
are mutually beneficial to our common constituents.
4. Do you foresee a
need for future joint projects with other entities to accommodate
Gilbert’s build out projections? If so, what are they?
It has only been through public, private and non-profit partnership
that the Town of Gilbert has been able to leverage its limited
financial resources to provide the quality of life that we all enjoy.
Consequently, when a project makes economic sense and saves tax dollars
by partnering with public, private or non-profit entities; I am willing
to seriously consider the project.
The town has a long history of partnering with Gilbert Public Schools
for athletic use of fields and swimming pools. It should come as no
surprise that this same tradition is being developed with the Higley
and Chandler School Districts for joint use of pools, libraries and
playing fields.
The in the past, the town has partnered with the Maricopa County Flood
Control District as well as the Arizona Department of Transportation to
develop flood control basins into parks. In the future, the Town of
Gilbert is anticipating working with the Maricopa County Flood Control
District to convert additional flood basins that are within the towns
planning area into parks.
Gilbert also has a history of partnering with non-profit sport groups
in order to provide field space for recreational and competitive
athletic teams. In exchange, the non-profit sports groups provide
maintenance and operation services as well as providing capital
improvements to the park thus adding value to the project and to the
community.
Currently, the Town of Gilbert is partnering with the private sector in
order to bring a baseball park and ice skating rink to the town. This
partnership will provide a return on investment to the Gilbert
taxpayers on the park assets while providing additional recreational
amenities to the community.
The most visible partnership between the town and other municipalities
is the Williams Gateway Airport. This partnership involves the
municipalities of Phoenix, Mesa, Gilbert, Queen Creek, Apache Junction,
and the Gila River Indian Community. In addition, the town has
partnered with home builders to build a waste water treatment facility.
Currently, the Town of Gilbert is building a waste water treatment
plant with Mesa and Queen Creek and partnering with the City of
Chandler on a water treatment (drinking water) plant.
As the community matures, I would like to see the Town of Gilbert
partnering with these same entities in the arts, sciences, tourist
attractions, and special events venues.
5. Of the Town’s
current sources of revenue, should any categories be increased or
decreased to ensure the fiscal stability for the future of the Town?
A principal source of revenue that needs to be decreased is the town’s
dependence on new construction sales tax. The principal source of
revenue that needs to be increased is sales tax dollars from retail.
Thirty percent (30%) of the town’s operating budget comes from new
construction sales tax. At the current rate of construction, the town
has about 8 to 12 years of continued growth before it is built-out.
If the Town of Gilbert would like to continue as one of only two
municipalities in Maricopa County to not have a primary tax, now is the
time to explore, secure and implement other sales tax generating
opportunities that will generate new revenue sources and sales tax for
the town.
As a result, I currently serve as the liaison to the Equestrian and
Special Events ad hoc committee. This ad-hoc committee has commissioned
a needs assessment as well as feasibility and economic analysis to
determine the viability of developing a special events venue. The
purpose of this venue would be similar to the City of Scottsdale’s West
World. The purpose of West World is to attract visitors, tourist and
non-residents to the municipality where they will shop, dine and lodge
in the city while participating or attending the special events venue
thus creating additional sales tax revenues that are not dependent upon
new construction. As a footnote: West World is built in a flood control
basin for the Central Arizona Water Conservation District.
6. Do you believe
the town should protect office, industrial and retail land uses? If so,
please explain under what conditions you would change these land use
designations.
One of the first things that I requested when I joined the council in
1997 and the other members of the council supported me in the endeavor
was the commission of a study to determine the town’s break even in
land use in order to assure that the town will be economically viable,
sustainable, and renewable at build out. It was determined that 19% of
the land in Gilbert needed to be non-residential sales tax producing or
business oriented. This report had a margin of error of 3% +/-. The
town currently has 16% of it land mass zoned for business. In my
opinion, Gilbert needs another 3% to 6% of its land to be zoned for
business. I would rather be on the high side of the number than on the
low side.
In the last eight years, several developers have attempted to persuade
me to vote for a change in land use from business to residential. Their
arguments have been impressive and persuasive but not convincing.
Although I remain open to every developer’s recommendation, I have not
yet heard a convincing argument to persuade me to rezone business land
to residential. In fact, I am looking for an opportunity to rezone
residential to business to make up for the 3% to 6% short-fall that was
identified in the economic land study and analysis.
7. Do you see water
use as a Town problem? If so, what plans should the Town of Gilbert
have in place regarding water conservation and appropriate water
resources to accommodate business and residential needs as we
approach build out?
This is a very broad question. Hence, I will re-write the question,
“As the water provider for the Gilbert Planning Area is there
sufficient water resources for all users at build out?” The simple
answer to this question is “Yes.”
The town is responsible for providing water within the town’s service
or planning area because the Town of Gilbert is the principal water
provider. As such, the state of Arizona holds the town responsible to
meet and comply with the mandated Gallons per Capita per Day
requirements for water reduction on a per capita basis.
Since, the town does not meet the state mandated Gallons Per Capita
per Day, the town has stipulated to enter into the state’s Non Per
Capita Conservation Program. This required the town to write and the
council to approve a municipal water conservation program.
In addition, the Town of Gilbert was proactive in developing and
voluntarily adopting a Drought Management Plan before it was mandated
by the state. A drought plan is now required for every water provider
in the state.
As an added water conservation measure, the Town of Gilbert reclaims
100% of its waste water. Unlike other cities in Arizona that are
impacted by subsidence as a result of pumping ground water, the water
table in the Gilbert municipal boundaries has risen.
It should be noted that the town has sufficient water resources to
meet the state requirements of having a 100 year assured water supply
for its residents and business customers at build out. The town staff
and council has been very proactive in securing this most precious of
all resources in a desert.
Even though the town staff and elected officials have been pro-active
in securing water resources for Gilbert’s future, we as a community
should never forget that we live in a desert and water is one of our
most precious resources.
8. What do you like
most about Gilbert?
I like the people of Gilbert. They are friendly, receptive, and
involved. The town is great because the people are good.
And what is your favorite place in town?
I have two favorite areas. One is the library with its big picture
windows overlooking the lake and the Riparian Preserve. The second is
the downtown heritage district and the potential that the downtown area
has to be an intergenerational, family focal point of our community.
9. What is your
favorite
Book? Biographies
Movie? Comedies
TV Show? History Channel
10. Why are you
seeking a seat on the Gilbert Town Council?
I am seeking re-election in order to continue the success that the Town
of Gilbert has enjoyed in the areas of economic development, quality of
life, and public safety.
11 What are your top
three priorities for Gilbert, if elected to the council?
Economic Development: It is my continued goal to achieve an
economically viable, sustainable, and renewable community. Wise
planning today will mean a successful community tomorrow. I am
committed to balanced economic growth and development in Gilbert.
Quality of life: In order to attract quality businesses with quality
jobs, Gilbert must have a quality of life that provides a rich
cultural, educational, and recreational experience for its citizens.
Although Gilbert is nationally ranked for its quality of life, I am
committed to the continued partnering between the public, private, and
non-profit entities in order to provide an enhanced quality of life in
Gilbert.
Public Safety: Gilbert is ranked as one of the safest communities in
the nation. This achievement could only have been achieved through the
coordinated efforts of the town, the school districts, and the citizens
of the community. I am committed to keeping Gilbert safe.
12. Where do you see
the town in 10 years?
In ten years time, I see the municipality close to build out. I see a
community of about 300,000 to 360,000 people. I see the development of
the Williams Gateway Area (Williams Field and Recker Roads) as a
neo-traditional downtown. I see a vibrant downtown heritage district. I
see a community rich in cultural, recreational and educational
opportunities and events. I see an economically viable and sustainable
community. I see a community that is the best place to live, work and
play.
13. What role would
you like to play in that?
In the past, my role on the council has been to promote creative ideas
and solutions to problems with supporting data to the council. I love
to solve problems in an innovative and productive way while leveraging
limited resources with other public, private, and non-profit
organizations. I believe that my role would remain unchanged.
14. What do you
anticipate to be your biggest challenge in your first year in office,
if elected?
In the first year of my new term, I would like to establish community
focus groups to master plan what it is that we want to be in the areas
of cultural, recreational and educational events, activities,
festivals, and facilities prior to build out. Just as we have master
planned the community for development, these focus groups would give
direction for a master plan for the town’s cultural, recreational and
educational events, activities, opportunities, and facilities.
15. Who do you look
up to and why?
I look up to those individuals who have integrity, accept
responsibility, are trustworthy and respect others. The “why” is
self-explanatory!
16. What skills
would you bring to the council?
I am innovative, creative, analytical, and promotional. I am solutions
oriented. I look at the global picture and how today’s decisions impact
tomorrow’s opportunities.
17. What is your
position on Gilbert providing fire services to county island residents?
There are benefits to being a member of the Town of Gilbert, but you
must be a member to benefit! Become a citizen of Gilbert and you will
receive the same benefits that every Gilbert citizen enjoys. However,
if you choose not to become a member, I respect your decision.
Likewise, respect my decision not to extend municipal benefits to
non-municipal residents.
How would you have handled the situation differently?
In light of the fact that nearly 68% of the people and the land in the
unincorporated county areas within the Gilbert Planning area have
annexed into the town, the council has done something right. However,
looking back on the situation, I believe that the initial letter(s)
sent to the residents of the unincorporated areas of the county could
have and should have been written with greater empathy and a more
consolatory tone. I believe that many individuals took offense because
of the tone of the letter. Once individuals became upset by the letter,
the council did not get a second chance to make a good first
impression.
18. Do you believe
the Gilbert Town Council should cut taxes, despite the growing demands
for more municipal services and better roads and traffic conditions?
I have already voted twice while serving on the council to reduce
taxes. I have done what other politicians promise to do but don’t do.
However, at this time I would not recommend lowering taxes. Any
reduction in the secondary property tax at this time would result in a
reduction of services and a slowing of infrastructure construction
(streets, water, sewer, etc.).
19. Do you see
traffic improving in Town?
The short answer is, YES! Traffic in Gilbert is like living in your
house when it is being remodeled -- it is a pain! I knew at the time
that I voted for the street improvements that traffic was going to get
worse before it got better. Fortunately, Gilbert drivers were patient
and the traffic flow improved tremendously.
Could the council do
anything to alleviate congestion and cut-through traffic?
The council has done much to alleviate traffic congestion. Gilbert has
installed the Automatic Traffic Management System that ties into our
neighboring that senses surface traffic loads and adjusts intersection
signals to accommodate heavy traffic conditions. The council initiated
the left lagging lights to safely clear intersections and facilitate
traffic flow. The council also directed staff to hire off duty law
enforcement officers to direct traffic during rush hour at intersection
where four way stops existed. These officers were eventually replaced
by traffic control lights. The council approved and the citizens voted
to pass a street bond that realigned Greenfield and Pecos Roads to
their full width. The voters also approved bonds that built the bridges
over the Santan Freeway. The bond money accelerated the building of the
bridges that resulted in the freeway being completed 9 months early and
a cost savings of one million dollars.
Cut-through traffic from Queen Creek and Pinal County is a problem. It
increases the traffic load on the Gilbert surface streets and causes
traffic congestion. The problem will be partially eased when the
Ellsworth Road expansion is complete. However, cut through traffic will
not completely reduced or eliminated until the proposed freeway
connecting Pinal County and Queen Creek to the Santan Freeway is
completed. It is, therefore, very important that the Gilbert Town
Council be supportive of Queen Creek and Pinal County to complete this
transportation corridor.
20. Gilbert is a
major stakeholder in the Williams Gateway Airport area. What is your
vision of this potential economic development engine for Gilbert, and
for the entire Southeast Valley region? Have you read the Urban Land
Institute report? Would you amend Gilbert’s general plan, necessary, to
encourage the kind of planned residential-commercial-industrial
development suggested in the ULI Report?
The complete report by the Urban Land Institute has not become
available in print form as of this writing. However, I have reviewed
the overheads and data provided by the presenters at the public meeting
at the ASU East Campus held in September 2006.
The Town of Gilbert has already modified its general plan to take
advantage of Williams Gateway as an economic engine. This was done in
1997.
In 1995-96, I served on the Williams Gateway Partnering and Re-use
Committee. Based upon the results and recommendations of this
committee, the Town of Gilbert established Baseline Road, Power Road,
Williams Field Road, and the future Santan Freeway as major economic
corridors.
In 1997, the town initiated the Williams Gateway Plan with Cooley
Station designed as a neo-traditional high density development to
support the residential-commercial-industrial development of Williams
Gateway. The Gateway Plan, as it has become known with its hub at
Williams Field and Recker Roads, was approved in the summer of 1999.
One reason, the Town of Gilbert modified it general plan in 2001 and
2003 was to take advantage of the Williams Gateway Plan as an economic
engine.
Finally, the governing municipality entities have remained stalwart in
protecting Williams Gateway from residential encroachment and
development. The ULI study has provided the economic and development
data to support the municipalities and their general plans for the
William Gateway area.
21. Do you think
Gilbert should play a bigger role on the larger regional stage? If so,
in what ways?
Gilbert already plays a significant role in the sub-regional, regional,
and state political arena. Gilbert leads the way with its water
treatment and reclamation activities and partnerships with other
municipalities. Gilbert is an excellent example of partnering with
public, private, and non-profit organizations. Gilbert is a model with
its Partners Experiencing Results Together (PERT) Program. Gilbert’s
method of system development fees are being recommended by builders and
developers to other municipalities. It is my opinion that wherever
Gilbert interests are present, elected officials will be there to
represent Gilbert.
22. How do you
intend to deal with requests and complaints from constituents, if
elected?
Currently, I am available via my email address at the town at
SteveU@ci.gilbert.az.us
and at
steve@steveurie.com
or at my office at 480-539-5700. I
respond to most emails and phone calls. I also read the editorials,
letters to the editor, the Speak Out and the Vent in order to keep a
finger on the pulse of the community. As a businessman in Gilbert and
an active member of the Chamber, I have the opportunity to meet many
business leaders through-out the community. I also have the opportunity
to meet citizens while I participate in activities with my family and
church. All of these methods of communication help me to understand the
concerns of the Gilbert residents.
