Sharpen the Sword

Sharpening the SwordThe spirit of competition creates an environment of success. It yields excellence through a process of refinement through head to head competition in which individuals, organizations, and businesses are forced to adapt, excel or perish. The fundamental question is whether that model applies to governance of Cities, and if so to what degree and to what outcome? In my humble opinion Cities are in competition for a variety of tangible and intangible items.In any arena, whether personally or professionally,  to rest on ones laurels leads to complacency and ultimate failure. There is one axiom that remains constant, “Success is temporary.  To remain the same is to become obsolete.”  Simply stated, continued success of anything is based upon principles of adaptation, growth, and persistent attention to the competitive environment.  One must recognize strengths and weaknesses while taking advantage of opportunities that present themselves and minimize obstacles to success.Foster City is an example of a planned community whose successes have evolved over 40 years.  This success has been based upon development of existing land parcels by private developers and the sale of significant parcels of public land to private entities.  We now find ourselves nearing total build out with little or no additional public land to be sold for development.    Additionally private developers with significant lease holds have developed most of their parcels as well.  Now, the City finds itself needing to encourage responsible growth through the redevelopment of properties.  This must be done in accordance to a general plan or the City Council must amend the general plan to allow for different land use elements.  This is where change becomes difficult.In order to facilitate redevelopment of properties the City must balance its economic interests with the expectations of residents and their desired quality of life, perceived or real.  Make no mistake.  No developer will redevelop property if there is not an economic benefit in either more leasable space or greater inventory of saleable housing.  This means greater traffic, more impact to schools and higher density. In addition City staff and policy makers must also reinvent themselves.  By way of example an athlete continues to refine their skill sets and adds additional skills and strategies in order to keep themselves one step ahead of their competition. They do so because they realize they are only one match, game or event away from failure or obsolescence.  The same cannot be said of city governance.  Many cities with strong financial holdings and good quality of life utilize the same methodology and systems because it is always the way it has been done.  Is there a difference between success in cities and business?  I posit there is not.  Continued adherence to the perpetuation of inaction through apathy is to fate a city to obsolescence and eventual failure.  City Staff and City Council must be held to competitive excellence just as any business is.  We must challenge ourselves to not rest upon successes of the past but to strive to advance and be competitive when it comes to economic development for the mutual benefit of the city and all who reside therein.  The current model of staff is danger of obsolescence.  It must be challenged to reinvent itself in order to become relevant in these changing times and in direct relation to the City’s need for adaptation to its future needs. Foster City and its “master” plan is in need of a re-mix to allow those who are entrusted as its stewards to plan for its future.    It is time for us to step up our game lest we become a community that once was rather than one that is becoming even greater.