Election 2014: Jackie Pride steps up to serve on Tualatin City Council
Position 3 challenger responds to The Times' candidate survey
Family: Jackie and her husband Tom, have been Tualatin residents since 1992. The Prides' three sons graduated from Tualatin High School.
Jackies husband Tom is an OSU alumni, graduating in the nuclear program, later changing his focus to electrical engineering. He is currently a principle of Mazzetti, a mechanical and electrical engineering firm in Portland.
Jackies eldest daughter, Tia Black, is currently a small business owner in Tualatin, established since 2005.
Joshua, their eldest son, served in Iraq and resides in Wyoming.
Aaron, their middle son, just recently received his Ph.D. in microbiology from the University of Texas. He is married and recently had a daughter.
John, their youngest son, is finishing his last year at OSU in the civil engineering program.
Job and education background: Jackie Pride graduated from PSU with a BA degree in criminology and criminal justice. The majority of her work background has been with the Clackamas County District Attorney and Juvenile Department from 1989-1999, and a short stint with Oregon Youth Authority before working as executive director for Saint Child, a nonprofit maternity home that reached out to pregnant at-risk and unsupported teenage mothers from 2007-2012, before retiring at the end of 2012.
Length of time youve lived in Tualatin: The Pride Family have lived in Tualatin since 1992.
To read the responses from Pride's challenger, To read the responses from Pride's challenger, incumbent Wade Brooksby, click here.
Community service experience:
CIO District 3 treasurer
TCC House Committee member
Past board member for Theft Talk Counseling Services (a nonprofit organization that involves cognitive behavioral restructuring in changing the way people think about stealing), 2006
Taught self-defense to women and high school age girls 2003-2010
Assisted in fundraising for WICS in the Oregon Womens Correctional Prison in Wilsonville Fall 2005
Behavioral specialist for Teen Reach Adventure Camp affiliated with the Royal Family Kids Camps 2001-2005
Molalla Diversion Panel (a community-based panel for first-time offenders) 1997-98
Clackamas County victim advocate 1993-94
What skills, knowledge and experiences would you bring to the City Council?
In my role of executive director, the skills, knowledge and experience I bring to the table are:
Manage and administrate a nonprofit organization
Enforce the philosophy, policies and procedures
Oversee and manage the financial record keeping
Prepare an annual budget for presentation
Coordinate with state officials in order to meet state standards
Supervise and support all staff and volunteers
Maintain affiliations with various organizations
Screen and hire potential staff members.
Assure that all record keeping (case, statistical, administrative) meets state licensing requirements.
My ability to instruct, manage, coordinate and facilitate projects that work with policy and procedures will be a major asset for the City Council.
Why are you running?
I am running for the position of Tualatin city councilor, Position 3. I believe Tualatin residents deserve a dedicated City Council person to lead and govern on their behalf. I am passionate about being part of a community that cares about the future of our youth and creating opportunities for livability and sustainability. It is important to me that people who live and work in Tualatin get the representation they deserve and love Tualatin as much as I do!
My vision and commitment is taking an interest in the local communitys future visions, challenges and budget. By being proactive and meeting the needs of our community to enhance what we have to make Tualatin a stable place to live. I recognize the need to balance issues in our neighborhoods, our natural environment, commercial interests and to include solving our traffic issues.
What role should the city play with local businesses and economic development?
The citys role with local business and economic development is an important one. One that should be fair to both small and large businesses, yet balances the extra burden of resources with its local residents who live in the city.
How should the city prioritize spending on infrastructure and other projects?
It is my opinion that the city needs to keep the safety and security of its residents (both employers/employees of business and the local residents) first and foremost on the top of the priority list of projects and infrastructure spending habits. However, our infrastructure (i.e. water and sanitary) in parts of the city, may be nearing its end of life and needs to be blended into the budget. Also, ensuring resiliency in the case of natural disasters needs careful consideration.
What should the citys role be in regional issues such as planning for transportation and urban growth?
This is a difficult question to answer. Planning for transportation must stay within the budget the city can afford. Consideration of the most cost-effective and sustainable transportation plan involving the surrounding cities should at all cost be considered first. Sustainability of operating, maintaining, managing and financing a transportation agenda, in my opinion, err on the side of conservative planning. To strap future generations with huge debt and no ability to maintain the plan is short-sighted and lacks common-sense strategy. The transportation planning should align with advancing urban growth's long-term goals provided these goals are revisited and updated as the community involved changes. Tualatins urban growth boundaries are limited and the focus based on those limitations.
Not totally understanding the full nature of Tualatins urban growth boundaries, but using the Basalt Creek area as an example, the need to ensure growth of taxing paying housing as well as mixing the increased traffic flow and small business will be a major issue to tackle.
What issues have you tackled in the community? Have you worked to resolve or address a concern that went before the Planning Commission or City Council?
As part of a CIO team, our Midwest CIO team came together to try to slow down traffic that was using our neighborhoods as a quick short-cut, endangering the safety of the children and surrounding schools. I have also recently been involved working again as a team of concerned citizens not having a voice in the process, about bringing light rail into our little downtown.
Whats one project the city tackled that you wish had turned out differently? What went wrong?
I wish that the destruction of our city hall had not happened. That was a blatant move on the part of the city not taking into consideration what the citizens had to say as well as the fact that a plan was neither fully developed nor shared with the voting and taxpaying citizens. This caused quite a bit of friction between the residents and city leaders.
What is an initiative you feel turned out well, and what made it work?
In late 2000, the Tualatin Police Departments GREAT program was a wonderful idea to connect our officers with Tualatins youth. The turnout of youth during this summer program was awesome, however, funding, personnel and lack of support didnt allow for this program to continue.
The city faces a number of issues and potential projects. What should it deal with now, and how? Which should be priorities for later?
The immediate low-hanging fruit can be followed through within six months. For instance, ensuring the seniors have their senior center solely for the purpose of which it was intended for their use. Crosswalks off Grahams Ferry Road for the safety of the children as they cross a very busy street to get to their bus in the morning (which has been in a four-year process) and a half dozen other items that need to get done to ensure the livability of current residents.
Items such as setting up a SMART bus system in conjunction with Wilsonville will take more time, but can probably be in place within one to two years.
What should voters know about you?
Voters need to know that I am dedicated to advocating for the safety and security on behalf of Tualatins residents and their children.
I would also like to convey that I have an understanding of the need for balance of both business and community. Without business, a community cannot thrive, and without a supportive community, business cannot survive.
Also as a resident, Im always concerned over the tax burden and that our city budget is not going to stretch our current taxpaying residents and that the projects implemented are done with common sense.
It is my desire is to see Tualatin sustainable, and everyone involved enjoy a livable future.
How do you plan to encourage citizen involvement/engagement with the council?
I would encourage citizens to take a moment and read the announcements and upcoming issues that they are welcome to attend and to stay involved with their CIOs. The CIOs have been doing a great job within their own neighborhoods through the NEXTDOOR website. Also to continue sharing any concerns with their city councilors.
What distinguishes you from your opponent?
I am committed to serving my city wholeheartedly. Wade Brooksby is on record as being absent 33 percent of the time, and in four years only attended one budget meeting out of approximately 12 budget hearings. Overseeing and approval of the budget is one of the most important things a city councilor does. I think a city councilor needs to follow through with their commitments.
I am running because I believe Tualatin residents deserve more from a dedicated city councilor.
What is your leadership style, and how will you work with the mayor, other members of the council and city staff?
My style of leadership and work ethic is focused, my management and leadership skills organized and goal oriented, and my ethics to be of the highest integrity. And when I take on a task as a team member, I finish it to completion.
In my role of executive director, my skills in facilitating, participating and contributing as a team member for several groups through the years will enhance the process of working as a team member with the City Council and city department heads.
If leaders are not willing to work together as a team and power plays thrive, it is time for fresh perspective. I believe that the members of council and city staff would thrive under leadership that takes a healthy stance in building people up and encouraging them to use their talents.Add a comment