We all face a critical decision; let me share 

my thoughts and vision. 

By Joe Price 

• Work with and unify city government Current government is divided. They share common concerns and desires but cannot work with a compatible sense of unity. Why? Failed leadership! The council blames the mayor for not being a decision maker but where is council in all this. Condescending behavior is ever present. Leadership in both branches of city government has failed by putting politics first and the city a distant second. We need to identify the problem, find a solution. I will restore leadership and accountability to the office of mayor. I will hold council accountable, as will council hold me accountable. Leadership is key to progress, as I will unite municipal government as we focus on the city’s needs, wants and future. 

• Be a community leader who will create and stimulate economic growth I have no shame in my 30-year business career. As mayor, my business approach to municipal government will encourage and stimulate economic growth. This is the solution to our financial needs. The community will not approve new and increased property taxes, the needed funds will come from our current and future business community. Economic growth is our hope and will provide future financial stability. 

• Establish and build partnerships with development and commerce This 2007 election year we find our city rapidly falling behind in economic development. Surrounding cities have grown and expanded their financial base while we have remained somewhat dormant. Everyday the city’s operation expenses are rapidly growing at a greater pace than our income. We need new commerce income to offset current and future deficits. 

• Know and enforce the city charter The city charter is our “city’s constitution, the law of city government.” I encourage everyone to read this 28-page document, which dates back to 1962 and has been amended when approved by the majority vote of the people. The mayor and city council are accountable to us to abide by this charter. 

• Make decisions and when necessary and be willing to take risks As a business owner decisions are made daily. With each decision comes risk. In fact, each day I turn the key to my business I am taking a risk. Risk is a necessity in business and government. My decisions ultimately impact my customers, employees’ and their families as well as the multiple businesses that rely on me for ongoing support. Leadership with reasonable risk = growth with success. 

• Be held accountable for decisions and actions while in office. In business my customers hold me accountable. At home it’s my wife that holds me accountable. In faith my friends hold me accountable. In office the residents will hold me accountable, ultimately God will hold me accountable for all I say and do. Being held accountable is not new to me, and something I will expect from all I have mentioned above. 

• Oversee all department directors, holding them accountable. Last election we were promised change, specifically change in administration and directors. Change did not occur; to the credit of our current administration this may have been the correct action. I believe we have very qualified and talented directors within city government. The short fall is they have had no leadership and little to no accountability. Some residents have shared with me that director “A” should go and director “B” should be retained while others will demand that director “B” should go and “A” should be retained. Citywide it seems to be 50/50. My thoughts are some of our directors perform their duties at the greatest level of professionalism; some whose performance is adequate will improve with new leadership and a greater level of accountability. Some may choose to leave and others will be asked to leave.

• Provide vision and a plan to make this vision reality. Vision, every candidate before me and after will have a vision. Previously I have shared my vision of Broadview Heights in my “Letter to the Community.” Everyone I speak with has a vision of what we can be, should be. Vision will be but a dream if we have no workable plan. On our city’s web site (www.broadviewheights.org) there are “18 projects and priorities.” Most of the items listed will need to be addressed for vision to become reality. Some of the items listed are Storm water repairs, Streetscape, Sidewalks, Recreation Center, Master Plan and more. All have become a common thread in my many conversations with residents. Every politician now and in the past has held the same conversation again and again. For some reason the #1 problem I see facing us is always void of the conversations. This issue that needs to be #1 until a solution or solutions can be obtained, Money! We can talk and talk and get absolutely nowhere without the needed finances to complete any and all the above. Storm water is a major concern and the second greatest challenge we face (behind finances). It will take 5 million dollars that we don’t have. We can seek grants, we can assess the homeowners (which currently is being discussed by the council) or we can seek tax increases from everyone. We need the funds now with little to no time for economic growth to make up the shortfall. Vision will remain but a dream without the needed finances. Money is our #1 need and the solution for most of our residents needs. We have a lot of ground to make up with so little time. Economic development will not provide the solution today but will allow us to generate reserve banking for our future. 

• Support current city services for our residents with personal attention to details City services and our employees are our ambassadors to each other and to those who visit our community. Our city employees and the services they provide will remain while we seek to improve and increase services to our residents, business community and our recreation areas. 

• Prepare for, recognize and capitalize on every opportunity in our city This is where I see our greatest failure as a city. During the past 15 years we have experienced rapid residential growth while neighboring cities experienced economic, commercial and business growth. We were not prepared for and did not welcome commercial and business growth. Opportunity passed us by, settling elsewhere. It is 2007 and we still are not prepared. Our local economy has regressed and economic growth is minimal at best. As economic trends rise and fall, now is the time to prepare for the next rise. As we sit (sit being the key word) we are no better prepared to react if opportunity fell in our lap. Let’s prepare today for tomorrow’s opportunities!

• Build and strengthen city finances through Economic growth, build it and the finances will come. Reserve banking is needed to set aside funds for future special needs. Discipline to save, not to spend on today’s wants with the money for tomorrows needs. 

• Be humble both in adoration and criticism It’s been asked who is Joe Price and what has he done? I would have it no other way. I don’t seek credit nor do I require it. My detractors claim, “he’s done nothing” while my family and friends will tell you otherwise. I would have been happy and blessed if you knew nothing more. Seeking public office requires “one to blow one’s own horn.” My devotion to serve Broadview Heights extends well beyond the borders of Broadview Heights. On Tuesday December 12, I worked with Winners Influence, The Cleveland Browns, Tyson Foods and Interstate Batteries. One of many volunteers that distributed food and batteries to 36 organizations throughout northeast Ohio. In January 2007 I will be leading a group of 23 men (12 of which are residents of the Broadview/Brecksville community) to El Salvador to serve in a children’s home (my fifth trip to El Salvador in 4 years). In March and April I will help with the organization of a silent auction in Broadview Heights, acting as m/c for the event on May 4th. Summer of 2007 I hope that I will be asked to coach girls 11, 12 and 13 year softball here in Broadview Heights and in July I will again be in Beckley West Virginia serving a community with special needs. And well before all of the above, I will love, honor and serve my family and my local church. All I ask is that before you say “he’s done nothing,” ask someone who knows me.

• Have a plan, a time line with a strategy and the ability to complete this plan Business or government, strategy and planning are the blueprint to success. Even in my campaign I have a plan. My campaign plan will function as does any business plan, it will remain on pace to meet all deadlines. I know what I need to do and where this campaign needs to be week-to-week and month-to-month up to the primary election on September 11th and then the final election on November 6th 2007. Business planning and objectives generally are of 5 year or less terms. This will be of little difference in government and community planning. My first plan will be limited to my first 4-year term, each business-community plan to follow for Broadview Heights will be set in 4-year terms. In the first 4-year term we will gain ground and show considerable improvement, reaching goals in finance and economic growth community growth and recreation. In fact, I need to establish considerable improvement within the first 3 years to avoid having us back where this all started, seeking new leadership. 

Together we can bring about positive political change, establish a government that will restore pride, share our vision, and support one another creating a better Broadview Heights. We need leadership and we need consistency. We have lost our faith in the status quo. I offer that consistency and will motivate change in a planned and positive way. I want to make a difference, I want to be your next mayor. 

Joe Price – Candidate for Mayor