Each year the City Council members review the goals and priorities for the City of Page. The City Council members then prioritize a number of projects in its continued efforts to improve the community. Each Council member has provided their own priorities list and the Council as a whole has submitted a list of Strategic Priorities. Throughout the year the Council evaluates and discusses how to further these priorities.

2018 City Council Strategic Priorities

Council Member Priorities


• Do not reinvent the wheel
• Fine tune those things that are working
• Change those that do not
• Build a plan
• Think outside the box
• Work to consensus
• Respect others opinions
• Be professional
• Listen
• Foster accountability
• Learn
• Look to the future
• Use resources wisely
• Get the most bang for buck
• Improve city imag
• Replace I with we
• Be positive
• Work as a council not as an individual


• Set up protocols for Council and Mayor How Council and Mayor address one another in public
• How direction is given to City Manager from Council
• Work toward consensus on decisions that Council differ on
• Support of decisions made by Council
• Respect others opinions
• Be more proactive to citizens
• Plan agenda more than one week in advance, i.e.: work sessions, plan for the future not tomorrow
• Work toward those issues citizens feel are more important to them, i.e.: infrastructure, city image, direction of growth, youth activities, clean up the parks, public safety and tourist activities on the mesa


• Use resources wisely
• Be professional
• Listen to the citizens

  1. Secure a revenue stream to service bond debt load.
  2. Increase water allocation
  3. Infrastructure improvements


  • City government is set up to meet the needs of its citizens first and the wants second
  • City government needs to be only as large as needed to get the job done
  • All citizens have the right to be heard
  • City officials should strive to lead by example
  • Honesty is the foundation of governance
  • Seek to understand then to be understood


  • Year one- Adopt a budget that allows the City to stay financially solvent
  • Address long-term debt issues
  • Avoid any future debt encumbrances<
  • Judicially exam all land sales
  • Be an active liaison for the Tourism Board
  • Create a future budget based on priorities and a vision


2018 - Beyond Priorities

  • Encourage small local businesses to open, grow and thrive in Page.
  • Re-visit regulatory hurdles that hinder the opening or expansion of small businesses.
  • Partner where we can with small businesses to encourage blight reduction and grow revenue. Operate in a budget surplus, pay down long term debt obligations and carefullyscrutinize additional debt burdens.
  • Seek and support partnerships to improve blighted neighborhoods and rental properties.
  • Full support to the existing efforts to repair aging infrastructure of Page.
  • Carefully scrutinize the sale of land to project developers to ensure proper fit of service to our community and visiting public that stays in alignment with the long term vision for Page.
  • Full support to ongoing efforts to address local housing needs.
  • Support the efforts to accelerate ongoing street maintenance projects.
  • Contribute to ongoing efforts to improve commercial aviation service to the Page community. Support public safety needs to ensure they have the tools and training necessary to provide professional and timely service.
  • Encourage further development of community policing practices.
  • Be an active liaison to the Planning and Zoning Commission.


  • The City of Page and its governing staff are here to serve the residents.
  • Page city government must operate in a fiscally conservative manner and be as small as possible to complete its responsibilities to the citizens.
  • Citizens input and opinions are always welcomed.
  • To listen first and speak last.
  • Look for chances to eliminate redundancies or combine efforts to reduce costs.


  • Cultivate a culture where Page can become a tech smart city by putting technology to work for us.
  • Align the Page downtown business district with technology to enhance the visitor experience where businesses, guests and residents can interact digitally in real time.
  • Bring Page PD & FD as well as the other local public safety entities together sharing live digital information projected through this new technology pipeline.
  • Support the integration project of Page Unified School District live information sharing to local public safety officials to enhance school safety.
  • Open a channel of communication (app) where citizens become the eyes and ears of their neighborhoods to assist public safety to become more proactive.


  • To lead by example.
  • To demonstrate cultural awareness and sensitivity in decisions made.
  • To encourage City staff to use active communication and outreach methods such as social media, as an outreach tool to augment official means for city notices and other postings. 
  • To re-establish the board of adjustments, and to put controls in place to ensure its longevity. 
  • To ensure that the city remains a good steward of the land, and sets an example for others through utilizing as much as possible "green" or eco-friendly products, services, and technology. 
  • To recognize that we are a community of communities, and that whenever possible we should work to build and utilize partnerships between Federal, State, County, and Tribal governments to achieve common goals.
  • To modernize and expand the City infrastructure in such a way as to meet current and future demands.  
  • The debt that is crippling the growth of Page
  • Families of Page are a constant priority. The Recreational Department and Community Center are fundamental to keeping families in Page
  • Partnerships, especially with local businesses that want to support the City of Page
  • Proponent of education and look forward to working with the school district and community college
  • Increased communication
  • The City’s land is a finite resource that must be guarded and not given away or sold to languish as empty undeveloped lots and vacant store fronts
  • Ultimate priority is to the voters, individual rights including voter approved referendums. This includes ensuring state and local laws are enforced before federal laws pursuant to current Arizona case laws

Short Term - One Year:
(No order of preference)

4. Budget and Finance Priorities

• Maintain fiscal integrity and identify key result areas and goals to accomplish within the current budget year.
• Identify measures to enhance the City’s revenue stream such as:
• Evaluate existing Model City Tax Code to assure that we are gaining all fair and equitable forms of tax revenue.
• Collaborate with the business community to create ways to provide for business development and revenue enhancement.
• Conduct City-owned land audit to identify parcels with potential sales and specific development potential.

5. Tourism, Economic and Community Development priorities:

• Commission a master plan design for the Horseshoe Bend open space, parking and trail corridor.

6. Other

• Evaluate pay and benefit package for city employees with help from third party survey of other benchmark communities inclusive of private sector jobs. Include analysis and financial viability of ASRS and PSPRS pension plans and explore all options.


Long Term - Two-Five Years:

1. Budget and Finance

• Establish a five-year financial plan encompassing bond debt, staff restructuring, community development, beautification and city programs.

2. Tourism, Economic and Community Development

• Seek funding and development of improvements at the Horseshoe Bend parking, trail and open space.
• Establish a city/neighborhood revitalization and improvement program and develop an organizational process to tackle the breadth of housing, neighborhood and city-wide degradation issues.
• Review, update, overhaul or abandon the existing Gateway Development Plan in lieu of a new comprehensive community development ordinance.