voteheather2008.com Blog

The Key West Citizen is working on a story about the race for County Commission District 3, and has sent a questionnaire to the candidates. Because it is unlikely that the paper will print responses in their entirety, I’m sharing mine with you below. Enjoy the “scoop!”

WHAT QUALITIES OR SKILLS DO YOU HAVE THAT MAKE YOU FEEL YOU COULD BE A SOUND COUNTY COMMISSIONER?

I am a good listener, a creative problem solver and a solid negotiator. I understand budgets, I have experience working with architects and contractors, I know the challenges of making a payroll, providing benefits and motivating and supporting employees. I have proven leadership experience not only as a business owner, but through my involvement with many boards and organizations. And I have worked with a broad range of people through many different experiences throughout my life, from corporate types, to kids in after-school music programs, to parolees when I taught literacy through my church in Manhattan, to the diverse folks of the Keys and conservative leaders in Tallahassee.

I have always been involved in civic activities in the Keys (Business Guild, Lodging Association, running for City Commissioner, etc.). When everyone in the Keys began receiving outrageous windstorm rates, I decided to commit an enormous portion of my time and talents to fight this inequity and joined FIRM at their second meeting. As part of this county-wide team, I demonstrated how I could work with others for a common goal. I leveraged my talent as a communicator, organizer, researcher, motivator, presenter and leader to help thousands of folks reduce their windstorm rates. Understanding a problem that impacts thousands of citizens and working with others to help the public has been an extremely rewarding experience. In addition, it has helped me further hone skills that this project required like patience, tenacity and the ability to present and negotiate on the political stage of Tallahassee.

I believe I have demonstrated that I possess the skills and qualities that will allow me to fairly and effectively represent all citizens of the Keys.

WHAT EXPERIENCE DO YOU HAVE WITH EITHER ELECTED OR APPOINTED BOARDS OR IN ELECTED OFFICE? PLEASE ELABORATE ON WHAT DUTIES OR EXPERIENCE CAME WITH THE ELECTED OR APPOINTED POSITION THAT YOU COULD US AS A COUNTY COMMISSIONER.

I was appointed by Insurance Commissioner Kevin McCarty to the state’s Task Force on Citizens Property Insurance Corporation Claims Handling and Resolution. On this Task Force, we listened to insurance consumers around the state explain their situations, and directed Citizens Property Insurance on how to provide improved service. I had to understand legislation, insurance operations, claims flowcharts, the real impact of red tape and bureaucracy on people’s lives, and how to work through the system for real change. We followed specific procedures for hearing “testimony,” soliciting input, working with the Sunshine Laws, and helping to draft legislation, and operated in fairly strict accordance with Roberts Rules of Order.

HOW FAMILIAR ARE YOU WITH BUDGETS, GOVERNMENT OR BUSINESS? DO YOU HAVE ANY EXPERIENCE WORKING ON BUDGETS FOR A BUSINESS OR NON-PROFIT OR GOVERNMENT AGENCY?

I have lots of experience with budgets. As early as my late twenties, I oversaw multi-million dollar marketing budgets for Better Homes & Gardens Book Clubs. That kind of oversight continued with my work as Director of Marketing for children’s book clubs at Bantam Doubleday Dell. I was responsible for making sure that dollars were spent in a cost-effective manner, resulting in the highest possible return on investment. As a member of my co-op board in New York City, I participated in making decisions for expenditures for capital improvements.

On all the non-profit Boards on which I sat, I participated in making decisions about budgets: how much money would we need to raise to meet our goals, how best do we spend what we have, how cost-effective are our efforts. On the Lodging Association board, I supported monthly financial reporting to the Board, and annual reporting to the Association’s members. I wrote the business plan for our guesthouse, a requirement to acquire financing, which included a budget and multi-year projections. As a business owner, almost every day my business partner and I evaluate our income and expenses, and regularly adjust our marketing efforts and expenditures to stay in the black.

HAVE YOU EVER RUN YOUR OWN COMPANY OR BUSINESS THAT WAS RESPONSIBLE FOR EMPLOYING PEOPLE? IF SO, WHAT TYPE OF BUSINESS AND HOW MANY EMPLOYEES?

I’ve been hiring and managing employees for twenty years. The largest department I ever managed was of 43 people (at Bantam Doubleday Dell). I am the co-owner of a guesthouse with 38 rooms, a bar and a small restaurant. We employ 19 people, from full-time f&b and general managers, to full-time maintenance staff, to full and part-time servers, bartenders, front desk clerks and housekeepers. Some of our staff is salaried and some are hourly. All full-time staff are eligible for health insurance, the premium for which we pay 85%. In addition, we occasionally hire folks like landscapers, pool maintenance workers, architects, contractors, plumbers, electricians and carpenters.

HAVE YOU EVER OPERATED A BUSINESS OR HELD A JOB IN THE LEGAL FIELD IN WHICH YOU HAD TO INTERPRET LEGAL OPINIONS? DO YOU HAVE A LEGAL DEGREE OR STUDIED THE LAW, WHICH WOULD GIVE YOU INSIGHT TO INTERPRETING LEGAL OPINIONS OR UNDERSTAND COUNTY POLICY AS IT REGARDS TO ENVIRONMENTAL LAW OR TAKINGS CASES?

(I actually took the LSATs and considered going into the law, but I realized that I was too anxious to get into the “real world” to spend more time in school. ) Running a business requires some knowledge of the law, from zoning and land use, to employment law, to tax law, to ADA law, to liability issues, etc. I hire and trust counsel to provide honest, thorough opinions on thorny legal issues, and I believe my experience and inquisitive nature help me to craft questions of the legal experts to help understand the full realm of possibilities on any legal issue.

DO YOU OR HAVE YOU SERVED ON THE BOARDS OF NON-PROFITS OR COMMUNITY GROUPS OR AGENCIES? IN WHAT CAPACITY DID YOU OR DO YOU SERVE? HOW HAS THE EXPERIENCE MADE YOU A BETTER COMMUNITY LEADER?

In the Keys, I’ve been on the boards of the Key West Symphony Orchestra, Key West Business Guild, Lodging Association of the Florida Keys, Sculpture Key West, and Fair Insurance Rates in Monroe. I’ve been elected President of the Guild and FIRM, and Chair of the Lodging Association.

As a board member, I think I’ve been successful in helping the organizations with which I’ve been involved reach consensus on key issues and make some tough decisions. When I have chaired boards and meetings, I’ve tried to follow Robert’s Rules of Order, allowing everyone a voice and trying to make sure one person speaks at a time. I also like to make sure that, when a meeting is over, everybody knows what was accomplished and what their “marching orders” are. Without confirming next steps and setting deadlines and goals, progress is not made.

On specific boards: I helped produce one of the Symphony’s most successful fundraisers, an auction at the Audubon House back in 2002. I spoke on behalf of the Guild before the City Commission on issues relating to entertainment licensing and FantasyFest re-scheduling after Wilma. I supported bringing more detailed financial reporting to the Lodging Association and expanding its reach up the Keys. With Sculpture Key West, I introduced a method for targeting fundraising efforts and evaluating their effectiveness. (Ask Karley Klopfenstein about the “pyramid.”) When I sit on a board, I don’t just sit — I participate, I lead.

With FIRM, I’ve been the head spokesperson, doing hands-on work preparing our arguments and presentations for things like the Monroe County evidentiary hearing in August ‘06, State Senate committee meetings in March ‘08, and the Florida Commission on Hurricane Loss Projection Methodologies last month. I had the privilege of speaking before then-Governor Bush and the Cabinet in April of ‘06, and I believe my ability to frame and communicate a persuasive argument helped us lower our windstorm rates. I didn’t know anything about insurance until I got involved with FIRM, and my facility with the issue today demonstrates my ability to process lots of information quickly, and to find logical, effective ways to address challenges that can seem insurmountable.

My board experience has taught me how to listen effectively, how to help build consensus, how to build a persuasive case, how to work with all kinds of different personalities, and how to get things done in a collaborative environment. The breadth of my experience, from arts to business to consumer activist groups, has helped educate me on our communities, and on our relationship with a variety of government entities. I think this has helped make me an effective leader, as my elections as President of the Guild, Chair of the Lodging Association, President of FIRM and Leadership Monroe County’s Leader of the Year demonstrate.

At last week’s Key West Business Guild forum, a question was posed about support for a nude beach in the Keys to fill the void in the naturist market created by the closing of Atlantic Shores. All candidates agreed that a nude beach (like Haulover in Miami) wouldn’t be a bad thing, that it’s in keeping with the “wilder” side of the Keys character and would be particularly popular among European visitors. Given the strength of the Euro these days, anything we can do to attract foreign tourists will help bolster our economy.

With Key West’s “come as you are” reputation, it would make sense to locate a naturist beach in or very near the City. However, the only beach the County owns in Key West, Higgs Beach, sits close to a well-trafficked road, a popular restaurant, a playground, a dog park and two historic tourist attractions — not a secluded or private site by any means.

Both of my opponents suggested converting Wisteria Island in Key West Harbor into a nude beach. The Independent candidate also proposed adding telescopes to Mallory Square so people could peek at the nude sunbathers. That provoked some good-natured guffaws from the audience as well as the panel.

All fun aside, that’s where the agreement between myself and the other contenders for the District 3 seat ended. The problem with this scenario is not one of Puritanism, but one of property. Wisteria Island is privately owned and within the County’s jurisdiction, subject to tougher development regulations and density restrictions than it would be if under Key West’s jurisdiction.

My Republican opponent asserted that he’d already suggested converting the island into a naturist resort to the owners (whether he wants the County to purchase the island or just agreed in advance to support the owner in such a development wasn’t clear). This is at least the second time he’s publicly mentioned private conversations with developers. During a forum before the primary, he mentioned that he suggested to the developers of Safe Harbor on Stock Island that the harbor should be used for container ship traffic to Cuba.

The Wisteria Island discussion between the island’s owners and architect Rojas is another indication that his interests lie with developers, and not the people of Monroe County. If developers want to approach the county regarding land use issues, there is an open and public procedure available to them to do so. I don’t think the citizens of the Keys are looking for more secretive discussions between developers and Commissioners that result in surprise changes to our regulations.

This is the same kind of thinking that led to the Hickory House debacle. Some on the Commission determined that they could make better use of that piece of private property, and over $3 million taxpayer dollars have since been tied up in a parcel that cannot fulfill the vision that was promised when it was purchased.

I do not believe government should be in the real estate business. If a private property owner believes it makes good economic sense to develop a naturist resort, and such use conforms to zoning and development regulations, then such use should be permitted. If there is a market need, an enterprising entrepreneur will step in to fill it.

Government should focus its attention on public safety and health through providing a solid infrastructure, emergency support, protection and essential social services. Government should support business, but not direct it.

Our County reserves are depleted by half at least in part because the BOCC approved non-essential projects like the Hickory House and the Vandenberg. Let’s not add Wisteria Island to that list. Let’s get back to basics, rebuild our reserves, trim our budget, and leave the resort development business to the business people.

This past week, our newspapers were dominated by headlines about former aide Celeste Bruno’s lawsuit against the County for failing to provide a safe workplace in light of inappropriate behavior by outgoing Commissioner Sonny McCoy. This incident seems especially distasteful here, in a community where we claim we’re One Human Family.

The transcripts from the initial grand jury investigation into this, as well as reports from the trial itself, were disturbing. The reported behavior was clearly inappropriate and would have made most self-respecting professionals uncomfortable. The fact that the Commissioner did not understand that such behavior was offensive was perhaps more disturbing, and a clear indication that his actions grew out of experiences from a different generation. Further, the County seemed ineffective in complying with today’s workplace standards.

Indeed, I was stunned to learn that Commissioners are not subject to the County’s sexual harassment policies. Educating staff from the top to the bottom about harassment has been SOP in businesses, governments and organizations throughout this country for decades. I’d propose that immediately the County’s policy be reviewed, strengthened and applied to all County employees, including Commissioners.

I hope this is not emblematic of a larger problem with the County staff: that they sometimes resist raising any issues or giving any opinions that may be difficult for a Commissioner to hear or agree with for fear of losing their jobs. To me, that’s counter-productive and not in the best interests of the taxpayers. It can lead to decisions being made without all the facts being presented, or in a case like this, to a lawsuit. I would hope that, going forward, County staff will feel emboldened by this decision and more willing to share their expert opinions with Commissioners, even if they seem unpopular.

And now, there seems to be significant public support for reconsidering the naming of the new Terminal at Key West International Airport. As a policy, I would support not naming anything after anyone who has not been deceased for at least 10 years. First, that gives our communities enough time to determine if someone’s contributions in life rise to the level of a lasting legacy that should be honored.

Second, it’s very hard to opt for the linoleum over the marble when a living person is being honored with naming rights – and especially so when the honoree is on the Commission making decisions about the project. Keeping living folks out of decisions about spending taxpayer dollars to honor themselves would likely save us all a few shekels.

Commissioner McCoy will be remembered for his length of service, work on wastewater and other issues in Key West, and feats like water-skiing to Cuba. He has already been honored through the Sonny McCoy Indigenous Park, his bust on the golf course, and countless buildings he designed, including the Key West Post Office. There is no dearth of McCoy monuments in Key West.

The Terminal has been plagued with serious problems including major cost overruns, construction delays, a grand jury investigation, inadequate oversight, the tragic death of a worker, and now a sexual harassment trial with its namesake at the epicenter that found the county culpable.
A few county residents have suggested to me that it might be best for the community, in a gesture of healing and statesmanship, for Commissioner McCoy to request that his name be removed from the Terminal.

That may not be such a bad idea.

Hearing it through the grapevine doesn’t make it true.

The internet is playing a vital role in this year’s historic election. Unfortunately, this includes circulating some falsehoods on several local blogs. I had hoped these unfounded rumors would naturally evaporate in the light of facts and common sense, but apparently they haven’t.

Here are two examples of negative rumors regarding my campaign:

The first is regarding Dixie Spehar. Contrary to this rumor, I have never discussed hiring outgoing Commissioner Spehar as my aide, and I don’t intend to do so. I wish Commissioner Spehar well and thank her for her service, but should I win the election, I would not offer her employment.

The second is regarding the endorsements of me by Mayor DiGennaro and outgoing Commissioner McCoy. Mayor DiGennaro publicly stated that he is NOT endorsing any commission candidate. Outgoing Commissioner Sonny McCoy has stated that he prefers me over my opponent. As you may recall, Commission McCoy and his opponent (now one of mine), both Republicans, had a well publicized, personally negative conclusion to their primary election. Commissioner McCoy’s dislike of his opponent apparently is extending beyond the defeat he suffered in the primary.

I personally believe that a sitting Commissioner, lame duck or not, should not endorse a candidate. I respect Commissioner McCoy’s service to our community, however any implication that I, if elected, would be influenced by him is completely untrue and actually ridiculous. After all, if Commissioner McCoy had won his primary, I would now be vigorously opposing him on a variety of his stated positions, as any thorough reading of my blog and platform would illustrate.

The kind of negativity and divisiveness these rumors incite are precisely the problem with our political system, precisely the cause for mistrust of elected officials. I ask my opponents and their supporters to focus and debate the the real issues of this campaign in a fair and open manner.

My professional life has been spent primarily in business, specifically in marketing. Even during the several years when I was singing professionally, I worked as a freelance consultant writing market research surveys and reports for companies like American Express, Saab, Aetna and Wachovia. Because my focus was direct marketing, I had to make sure that marketing and advertising expenditures were producing real, quantifiable results. If a marketing effort isn’t creating long-term profit, then there’s no sense continuing to invest in it.

My first significant job was as a Marketing Manager for Better Homes and Gardens Book Clubs, and that’s where I learned the value of niche marketing. Rather than have one large book club (like Book-of-the-Month Club), we had clubs for cooks, for crafters, for “country” decorators, for hunters and handymen. The business model was successful because of the customer loyalty built by offering a quality product to a small but highly interested market. My later experience at OgilvyOne (the direct marketing arm of Ogilvy & Mather Advertising Agency) confirmed the value of target marketing to specific niches.

When you offer an unique product, one that is not easily replicated and one that a portion of the market is passionate about, your business is less susceptible to attacks from competitors and is more likely to weather well the ups and downs of the general economy. So when the opportunity arose to purchase an existing guesthouse that targeted a niche market and had an 11-year history of loyal clientele in a destination known for the diversity of its lodging options, my business partner and I felt it would be a wise business decision to take the opportunity.

And the decision has proven to be a wise one. Over the past 8 years, the business has continued to grow. Through significant physical renovations (including one that earned us an award for Excellence in Historic Rehabilitation from the Historic Florida Keys Foundation) and the expansion of the business through the addition of a patio bar and a more robust restaurant, our guesthouse for women has become the leading such niche property in the world.

I’ve been chided by supporters that “guesthouse” is an understatement. We have 38 rooms and suites, a bar, a restaurant, two pools, two hot tubs, and a full- and part-time staff of 19. We struggle with common challenges facing Keys business owners: meeting payroll; providing health insurance (which we do for our full-timers); finding responsible employees (actually, we’ve been lucky in this regard); maintaining the physical property; complying with regulations; managing the impact of hurricanes; increasing revenues enough to keep pace with increasing costs; and, of course, paying taxes.

One of the ways we’ve been successful, and ways in which most successful businesses thrive, is by listening to customer needs and responding sensibly to them. We survey our guests and work on improvements they suggest on a regular basis. If you don’t respond to the market, the market will go elsewhere — and if you’re an elected official and you don’t respond to your constituents, the voters will go elsewhere, too.

While there are ways in which government is not a business (its essential services must be provided for without regard for profit), there are skills and lessons I’ve learned in business that apply to being a County Commissioner. Certainly, the ability to read and understand a budget is top among them. Identifying quality employees, motivating them and equipping them with what they need to do their jobs is another. Managing many moving parts, and understanding how decisions can have impacts beyond their immediate circumstances is another. Recognizing that it is the contribution of many individual and diverse entities that makes the whole successful is another. Understanding that responding to the market, to customers or, in the case of government, to constituents, is yet another — and perhaps the most important in a democracy.

The breadth of my professional experience, from working in major corporations to being a freelancer to owning a business, is part of what makes me best-suited to be your next Commissioner from District 3. That and my proven record of leadership and public service in organizations that have benefited many in the Keys, demonstrate my ability to represent all of Monroe’s citizens. I hear your concerns because I’ve lived them. As Frazier would say, “I’m listening.” And that’s just good business.

www.VoteHeather2008.com

I suppose an election in the Keys wouldn’t be complete without a little controversy over political signs. The latest, reported in The Keynoter, is in Marathon. In the past, Marathon had their seat elections in March. Their City Code allowed for political signs to be placed 45 days prior to an election.

When they moved their elections to coincide with County-wide elections, they didn’t change their sign ordinance. So folks who are in a primary have to place their signs 45 days before that primary, then pull them up after the primary, store them for about 20 days, and then place them again 45 days before the general election. While primary candidates have the inconvenience of placing, pulling and placing signs again, they also have the advantage of receiving twice the exposure of those who don’t have a primary. And all this placing and pulling is on private property, not just public rights-of-way.

Our campaign team asked about this ordinance before placing any signs, and were initially told that it didn’t matter if you were in a primary or not, you could place your signs 45 days prior to the primary. We were also told that the City recognized the illogical quality of the ordinance, and would not enforce it between the primary and the general election.

I believe in playing by the rules, and I would not want any supporter to be cited for having one of my signs up outside of the 45 days. While our campaign does not endorse disregarding the rules, we do understand that some folks may choose to exercise their right to free speech on their private property. We do hope the Marathon City Council will revisit this ordinance, and perhaps draft a revision that will take into account the impracticalities, legal and fairness issues of the 45-day rule.

Perhaps the most contentious debate throughout the Keys is the one over development. Are we built out? Do we have room for more development? If we don’t continue growth, how will we continue to be able to afford to support our residents? To avoid any confusion regarding my position on this, I’d like to share a few thoughts.

I am a businessperson and a property owner. I understand that without some economic growth, a community stagnates and flounders. I also understand that we live in a region of limited land in a sensitive ecosystem. This is both a constraint on our growth and the reason our County is so coveted by tourists, investors, developers and those of us who live here full and part-time. It’s why our land values are so high — this combination of limited supply and high demand for a unique environment and unparalleled lifestyle.

Recognizing these factors, and with the understanding that the unique qualities of the Keys are what make the Keys so valuable, I support redevelopment that complements our character, respects our environment and is consistent with our existing Comp Plan and Land Development Regulations. That’s also why I support the Area of Critical State Concern, and believe in working with the state Department of Community Affairs to balance our needs of sustainable growth with our valuable resource and national treasure.

Recognizing also that times may change, it’s inevitable that folks will come before the Commission requesting variances, and these must be considered on a case by case basis. If exceptions or changes to our Comp Plan and our LDR’s would provide a demonstrable and compelling public benefit, we’d have to give them careful consideration. It seems that many of the proposals now at issue for new commercial developments (like airport hotels) that exceed height regulations have not demonstrated to the public’s satisfaction that they provide a compelling benefit.

In sum, I support sustainable growth and logical redevelopment, not unfettered expansion at the expense of those cultural and environmental factors that make us so unique, and will consider changes to our regulations in light of any potential public benefit.

For the second time in a year, a member of the public was escorted out of the BOCC meeting (though this time it was after the meeting adjourned). And as has frequently been the case, members of the public were spoken to with something well beyond disrespect. From the dais came rude and inappropriate remarks, the phrase “shut up,” and a tone of utter disdain.

It is incomprehensible to me that anyone in a leadership position could be so disrespectful of the individuals who elect them and who pay their salaries. Maybe it’s because I was raised by a teacher who was retired Navy, but I just cannot tolerate such rude antics, and I’m dismayed that the non-offending Commissioners are reluctant to speak out against it.

As my dad used to say (a quote attributed incorrectly, I think, to Voltaire), “I disapprove of what you say but I defend to the death your right to say it.” I believe it is the responsibility of elected officials to respectfully listen to input from constituents, even when they don’t like what they hear — or maybe especially when they don’t like what they hear. The kind of language and remarks that routinely emanate from some at the BOCC are undignified, outrageous, and, if they’d been made in my dad’s classroom, would have been grounds for detention or a “private talk” in the hallway.

It is often difficult for private citizens to take the time and make the drive to attend every meeting. Perhaps the BOCC should consider allowing folks who attend a particular meeting to speak on the agenda item that brought them there, even if the item is then tabled. Their remarks could be cited the next time the item is discussed, or better yet, replayed from a recording. That way, the public is heard and their time is not wasted. And perhaps they should be treated with respect.

Once again, I sat through the County Commission’s latest budget workshop. And once again, they chipped away at any savings originally proposed by County Administrator Gastesi, and offered no alternatives for additional cuts that could be realized in the next budget. Here are a few observations:

The County Commission is proposing a 9.95% increase in the millage rate, just shy of the margin they’d need for unanimous approval. This increase doesn’t replenish our reserves, and doesn’t account for potential additional expenses should voters choose to maintain Trauma Star for another six months. The Commission passed this decision to the voters and, if approved, there is no provision to pay for it.

Mr. Gastesi suggested that he will “find” more money in the budget, and I hope he does — but why doesn’t the Commission enter the budget process with full discovery - with full knowledge of a potential and accurate budget? Granted the Commission will have another opportunity to oppose increasing the millage rate — but why start at the highest target rather than what is the ultimate goal? I believe if you start out asking for more than you know you can afford, you never realize significant savings.

The County reserve fund has been depleted over the past two years to about half of what is fiscally prudent and capable of sustaining us for three months in the event of a catastrophe or hiccup in cash flow. Rather than work to restore it, the Commission voted unanimously to take out a $10 million line of credit. Now, this may have been the only option given our current state of affairs. However, County Mayor Mario Di Gennaro suggested that maybe the Commission should double that amount to $20 million and if they did, maybe the county wouldn’t need to worry about retaining reserves. I don’t know about you, but I don’t feel comfortable relying on credit to provide essential services. I don’t believe taxpayers should have to pay interest on money that’s been misspent, especially in this difficult financial climate. I consider going from a $20 million reserve to a $20 million deficit in a few short years - a $40 million swing - simply fiscally irresponsible.

As a way to raise revenue, the Mayor also proposed selling off some of the County’s assets — specifically the Gato Building and/or the Marathon Government Center. I believe it is a good idea to complete a review of the properties held by the County, and determine if any of those 90 or so parcels is expendable. But as is often the case with the current Commission, this suggestion blindsided most of its members, and was made without any comparisons, any plan or cost implications for relocating the staff and services that currently use these two buildings, any acknowledgement that we’re selling on the one hand and building and buying on the other. It did come without serious debate, and without any direction to staff on how to proceed to examine the upside and the downside of such a proposal. There was no real leadership, just the usual grandstanding.

Additionally, I believe the County doesn’t effectively utilize revenue sources. For example, I’ve mentioned the vending contracts that Mr. Gastesi brought to light in the past. Apparently vending machine contracts enable venders to utilize space on county property for profit - while the county doesn’t receive rent for this space. I’m thinking now about the Tourist Development Council (TDC), which as been much-maligned by this Commission. The Art in Public Places ordinance carved out 1% of construction cost for public artwork, and $211,000 was already committed in the budget for artwork at the new McCoy Airport. From discussions with some folks who know and from my reading of the state statues governing use of TDC funds for capital expenditures, I’m fairly confident that artwork in highly trafficked tourist spaces (like an airport) could legally be covered with TDC capital funds. The TDC District Advisory Council (DAC) 1 left $465,000 in its capital budget this year because they simply did not have enough applications for funding. What’s disappointing is that the County Commission didn’t even explore this option. Perhaps they could have saved the art at the Big Pine Fire Station, and maybe a much-needed staff position or two, if they had.

Observing this budgetary process has strengthened my resolve and commitment that , if elected, I will be fiscally responsible and watch every taxpayer dollar to make sure you receive maximum benefit from your hard earned money.

Much of the morning in the last BOCC meeting was devoted to a discussion of how to proceed with the concept of allowing for hotel development at the Marathon and Key West Airports.

Where to begin . . .

Airport hotels seem to me to make sense around busy hub airports, airports in populated communities with a lot of business travel, or airports remotely located where the nearest hotel is a half hour or more away. That’s just not the case here. In Marathon, there’s no significant commercial air service at all. In Key West, you could roll your suitcase a couple hundred yards in either direction and find a Sheraton or a Best Western. Where’s the need?

The beauty of a vacation in the Keys is staying in accommodations that take advantage of our unique cultural and natural environment, whether it’s staying in a waterfront resort with direct access to fishing, diving, beaching, or in an historic guesthouse in Old Town Key West. It’s hard to imagine a chain hotel adjacent to an airport providing this experience. Where’s the need?

While Keys lodging proprietors experience occupancy rates above the national average, about the only times the County is sold out is between Christmas and New Year’s, and FantasyFest. (I know – I am the co-owner of a guesthouse and former chair of the Lodging Association, and I see monthly occupancy and ADR reports Keys-wide.) Certainly, the current economic climate is not encouraging for hoteliers: occupancy rates are down, room rates are being lowered, staff is not being hired, profits are softer than even after 9/11. Major hotel redevelopment projects have been postponed. Where’s the need for more hotel rooms?

An RFP for hotels (amazing that one was even requested) at both airports produced only one on-time proposal for Marathon, and a second received after the deadline (which was accepted by the BOCC in the interest of having “competition”). Perhaps the reason hotel developers have not been chomping at the bit to build a hotel at the Marathon airport is because the developers don’t think it’s a real smart business move. Where’s the market demand?

In Key West, the three submitted proposals don’t quite seem to take into account the Keys’ height or density regulations – including a 30-story, 192-foot high structure that would dwarf La Concha. The economics just wouldn’t make sense unless there can be a hundred or so hotel rooms. Where’s the recognition of our regulations?

The arguments in support of an airport hotel include the assertion it could provide jobs. That’s not really a problem in the Keys where our unemployment rate is traditionally below 3% — especially in Key West. Another is that folks who are flying to Cuba (when it opens up) could stay there – though why they wouldn’t want to fly on a much bigger plane out of Miami, or why they couldn’t stay at an existing hotel, I don’t understand. If they’re flying their own plane, they can likely afford to stay at Tranquility Bay or Hawk’s Cay in Marathon, or any number of nearby hotels in Key West. And how many of those folks are there? Where’s the logic?

Despite all this, the Mayor would like to proceed with having staff spend time and money to determine how to address the challenges associated with building hotels at our airports. He and some of his colleagues believe it would produce tax revenue; apparently, they believe that raising revenues is the role of County government. It doesn’t matter that doing so would increase the strain on our infrastructure, wouldn’t really make business sense, would compete with existing long-term businesses, would be inconsistent with the character of the Keys, and would produce revenue for the airport fund that could only impact ad valorem taxes through accounting wizardry. Where’s the common sense?