Matthew Kelly

Nonpartisan

Bring Dixon Street Phase III Recreational Center back into the CIP.

Consider establishing and supporting an independent Arts Commission that would be able to leverage the city’s contributions to secure additional funding in the private sector.

The first step in securing a Performing Arts Center is building a strong/viable Public-Private partnership to finance and operate such a facility.

Need to consider establishing a regional transportation authority to generate funding to use to leverage state and federal funding opportunities.

Look to develop a multi-year funding plan for the schools.

We need to hire a social service professional to deal directly with homeless issues on the street. To help provide support when problems arise and not rely on law enforcement. Identifying local, regional/state/ and federal funds for this position.

Work with George Washington Regional Commission to encourage regional cooperation in planning and securing funding for environmental initiatives.

Instead of small tax reimbursements for arts establishments and for art shows use the funds to support an arts weekend—performing as well as visual arts—in the city.

Continue to work with regional and state officials, and with the regional Continuum of Care to ensure resources are are having a positive impact on ending homelessness.

Provide the Architectural Review Board and applicants with outside resources to encourage/assist compliance with our Historic District Ordinances.

Continue to work towards a regional support plan through engagement with elected officials.

The city needs to identify resources and develop a realistic plan to reduce reliance on fossil fuels. Such a plan is a requirement for securing state/federal funding.

Work with the School Board and regional partners, including the surrounding counties, Germanna Community College, and the University of Mary Washington, to develop a robust workforce development program.

Continue to identify/secure state/federal funding for recreational projects such as the trails system.

Begin to assess future needs to incorporate technology, and the needs to support it, such as electric vehicles, solar power, alternatives to landfills, etc.

Work with the School Board to expand programs to provide opportunities to disadvantaged English Language Learners (ELL) and minority students.

Establish long-term plan, to include implementation, to ensure city services are keeping up with the growth of the city. Make improvements in the Capital Improvement Plan on a regular basis.

Establish public/private programs to expand composting and recycling.

Public safety needs to be a priority. First on the list is expanded fire protection with a new station.

Focus on multimodal solutions—trains, buses, and bicycles, to assist in dealing with congestion.

Build public-private relationships to assist in funding recreational projects.

Setup the Review Committee outlined in the Preservation Plan to annually assess the city’s compliance with the plan’s goals and provide professional support to city staff and the Architectural Review Board (ARB).

Establish an incentives program together to encourage development and re-development compatible with the city’s historic downtown character.