This is the week, four years ago, when I began my run for mayor, and as the next campaign’s contestants will soon begin their own months-long journey to Election Day, I can’t help but find myself reflecting on the trials and accomplishments of my term.
While I didn’t have much political experience, my love for this city (and the urging of supporters) compelled me to run. I was certain about the work that needed to be done, and I had confidence that my history leading various community efforts would provide the template for similar success in government. Nearly two-thirds of the city’s voters agreed with my vision for our future, and every day I’m compelled by their faith in my leadership.
I’ve done my best to deliver on all that I promised, even though that’s come at an unanticipated personal cost. Yes, at times this has been a rough ride. But I have no regrets. Serving as the elected leader of our city has been the honor of my life.
A sign of things to come arrived early, as one of my campaign promises — the creation of a fund and mechanism for residents to find financial support for projects that benefit the community — split the council and required my tie-breaking vote. We succeeded, and the OCI (Oneonta Community Initiative) has helped in the realization of dozens of wonderful projects, enhancing the lives and experiences of our neighbors.
That’s not the only time that the council has been unable find a majority to support an initiative that (I believe) clearly benefits the community. Voting for change is hard, but I continue to ask for it. As I did recently, when again, I cast the deciding vote to bring a coordinated marketing campaign, promotable activities, and a safe, welcoming environment to downtown. It will make a perceptible and needed difference in everyone’s Oneonta experience — visitors, residents and businesses.
My campaign platform was an embrace of Oneonta’s future and its potential to reclaim its reputation as a thriving and entertaining city. We’ve been that before. And by understanding our history, we can acknowledge and learn from what has been done well and what mistakes we’ve made.
Oneonta was a mecca, and while 1950s vintage shopping won’t be replicated, (as the strip malls and box stores were yet to come), we can have an interesting and entertaining downtown experience that makes people want to spend time here, to shop here and to dine here. If we have that, we will become increasingly attractive to a diverse population of potential new neighbors. And increasing our population has been my goal since day one.
That was my campaign promise. We all know how desperately important it is that we increase our population. We must become our best marketing asset, and we do that by investing in ourselves to improve our quality of life.
To be honest, this has been among my greatest frustrations.
I’ve been unable to persuade a vocal minority or a council majority of our multiple, interdependent priorities. If we’re to be successful in our strategies for the city, we must recruit and retain new residents; young singles and families, professionals, entrepreneurs and graduates. And we need to create a vibrant community that will help in that effort, with abundant housing that is affordable at every income.
A reimagining of the Oneonta Hotel as market rate housing, the conversion of the St. Mary’s School building to senior housing, and the sale of the armory and its new life as a hub of veteran’s outreach are all in process.
Converting empty buildings and building new. We need to do this to be able to accommodate those we hope will join us as neighbors.
We must reverse the mistakes of Urban Renewal and increase the density in our city. We need people on the street and supporting our businesses as shoppers and staff. And we must do everything we can make the Oneonta’s downtown and center city inviting and safe.
Again, this will take some insightfulness on the part of council. They will need to abandon the narrative that the city is broke. We’re not.
What has been called a “rainy day fund” of approximately $7 million should always have been better understood as a reserve from which we could invest in ourselves. Can you imagine if we had invested in the care and maintenance of the parking garage?
We must recognize our capacity to invest in ourselves, and the city must be both catalyst and supporter of community participation in our collective success.
Hence my taskforces. Opportunities for everyone to have a voice.
I don’t know that I’ve accomplished all I set out to do, but I feel like I’ve been delivering as promised. And I still have eight and a half months.