THE VIRGINIAN-PILOT
Copyright (c) 1996, Landmark Communications, Inc.
DATE: Sunday, February 18, 1996 TAG: 9602160242
SECTION: CHESAPEAKE CLIPPER PAGE: 05 EDITION: FINAL
SOURCE: BY WILLIAM E. WARD
LENGTH: Long : 332 lines
Chesapeake Mayor William E. Ward delivered his annual ``State of the City'' speech Wednesday at the Holiday Inn Chesapeake, sponsored by Signet Bank and the Hampton Roads Chamber of Commerce, Chesapeake Division. A transcript of his remarks follows.
Happy birthday, Chesapeake, and happy Valentine's Day to each of you.
As we celebrate the city's 33rd birthday, I am proud to say that this is truly Virginia's finest city - beloved by its citizens, old and new.
In its 33 years, the city has grown, its population has diversified, its economy has matured and, yes, its responsibilities have multiplied. Nonetheless, it is a good city, where most of its citizens enjoy the good life.
Over the last five years, I have focused these addresses on (a) goals to serve as a blueprint for the city's future, (b) the social compact between citizens and city hall, (c) reaching a common ground and consensus on solutions, (d) re-inventing communities and (e) visioning.
Normally, I would outline the achievements of the various departments in my annual address. Most of the accomplishments of the past year are outlined on the hand-out at your table. Therefore, I will highlight six areas of concern to all of us - (1) administration, (2) the fiscal state of the city, (3) economic development, (4) infrastructure, (5) public safety and (6) quality of life.
Administration
The first and foremost goal of government, any government, is to get the job done. That means finding, recruiting, training and maintaining the best management team possible.
It is a credit to Jim Rein, whom I treasure as a friend and a colleague, that the staff he put together has carried out its responsibilities in spite of his unfortunate departure. His replacement, Clarence Cuffee, has handled the transition well and has instituted new programs that give both City Council and the city's staff greater input into the decision-making process. We are confident that he will be an excellent city manager.
Fiscal state of the city
The city continues to meet its responsibility for sound financial management. Chesapeake has maintained its AA rating from Standard & Poor Corp. and an AA rating from Moody's Investors Service on general obligation bond issues.
As of June 30, the city's total outstanding indebtedness subject to constitutional debt limitations was $346 million, which was well below the legal limit of $762 million. The increase in the city's indebtedness and the additional expenditures are necessary to build needed schools and renovation projects at existing schools, a water desalinization plant, and to fund a large number of road construction and improvement projects.
In spite of this increase in our general indebtedness, it is significant to note that the real estate rate was reduced in 1994 and 1995. Recently, the council reduced the personal property tax on recreational vehicles to $1.50 per $100 valuation. The city's revenue in retail sales in 1995 was over $1.5 billion.
The city's Economic Development Department conducted recruitment efforts both nationally and internationally. I visited Japan, along with Don Goldberg and Jim Rein, in April. The recently announced Yupo Corp., a $100 million synthetic paper manufacturer, was due in part to our personal visit. Gov. George F. Allen and his staff played a key role as well.
In addition, 30 businesses either located or expanded in Chesapeake during 1995, resulting in more than 1,155 new jobs and nearly $88 million in new investments.
Bringing new businesses to Chesapeake means a larger tax base, which continues to fuel our city's economy. Nurturing our existing businesses and working to keep them here means better paying jobs here in Chesapeake.
As more good businesses locate here, more Chesapeake residents can choose jobs within, not outside, of our city. And every Chesapeake resident who has to commute to Norfolk or Virginia Beach, sitting in traffic, knows what I am talking about.
Infrastructure
The city has not ignored its infrastructure needs. Thanks to the citizens, a $76.9 million road bond referendum was passed in 1995. Also, in November, the city issued $7.8 million of school bonds through the Virginia Public School Authority. Since 1990, five new schools have been constructed, including two replacement schools. Four additional schools are under construction. Two schools will open in September and two schools, including one replacement school, will open in September 1997. Additionally, 23 construction projects involving additions and/or renovations to existing school buildings are currently under way.
The City Council appropriated $50.9 million on Jan. 9, to fund the reverse osmosis desalination plant, which will be built at the Northwest River Water Treatment Plant. Construction is expected to begin soon with completion in late 1998. A continuing source of good water is essential to our future development. I am committed to keeping water at the top of our city's priority list.
The expansion of a sewer system is nearing completion in the Pughsville area. Another area where sewer lines are being installed is the Hillwell Road project, with design being done for S. Battlefield Boulevard.
Other infrastructure projects include the reopening of the Jordan Bridge to vehicular traffic in December and the anticipated beginning of construction on the Oak Grove connector in 1997. Further, the $76.9 million road bond referendum includes 20 projects citywide. All of these projects are currently in design. The bridge on Ballahack Road will be replaced, thanks to $650,000 in Federal Defense Access Funding.
We call on our representatives and senators in Richmond to help find the funding for needed road construction, particularly Route 168. We can do a lot here in Chesapeake; we can't do it alone. We need support at the state level for high quality roads and bridges to alleviate the crowded conditions of some of our roads.
Public safety
Public safety continues to be a high priority of all members of city council. The FBI's uniform crime reports show Chesapeake retains its safe city designation. We were No. 1 in Virginia and No. 4 in the nation for cities with a population of 150,000 and over.
In September 1995, the Juvenile and Domestic Relations Court building in South Norfolk was renovated and became the new Second Police Precinct. In addition, the community-based policing strategy was implemented in South Norfolk. Eventually, it will be citywide.
We are continuing to build both juvenile and adult detention facilities to keep up with the demand. The Department of Juvenile Detention has added 55 employees to its staff and completed a 48-bed construction and a 52-bed renovation. The new jail is scheduled to open in August and the old facility will undergo a $700,000 renovation.
Our get-tough policy has been heard on the streets - Do the crime and serve the time! Violent crime went down last year, and it's a trend we hope will continue.
Quality of life
I am aware, however, that as I recount the city's fiscal stability, stable management, economic development success, aggressive program to meet its infrastructure needs and its ranking as Virginia's safest city, many of our citizens are concerned about the quality of life in Chesapeake. A citizen survey in 1994 indicated that the city's quality of life was good. From all indications, that is still the prevailing view.
All of the good things we have done are not worth much if our quality of life deteriorates here in Chesapeake. Chesapeake is still a good place to raise a family, have a good paying job, get a quality education for your children, and a place where you can feel safe in your home. We must never lose that.
Likewise, our quality of life deteriorates if Chesapeake is too crowded, if we allow too much building, too fast. That is why I strongly support clear, tough guidelines for all future land-use policies in Chesapeake.
City Council has endeavored to preserve the city's quality of life by establishing guidelines for future land use. Guidelines have been adopted for the Western Branch area and the Planning Department is now working on area plans for South Norfolk and Great Bridge. All of the area plans will be included in the city's comprehensive plan.
In addition, the council adopted ``the planning and land use policy'' in 1995. This policy is designed to further direct growth in the city and to ensure the ``timeliness'' of development. This will occur by establishing level of service (LOS) standards for schools and roads and channeling future growth into appropriate locations by directing sewer line extensions.
We cannot ever allow the tremendous benefits and advantages of a growing local economy to be outweighed by the inevitable strains of that growth. Careful planning by a City Council united toward that objective, in conjunction with the business community and citizens groups, will get us to where we should be.
On Dec. 20, the council adopted the first citywide historic preservation plan for Chesapeake. The plan includes a history of the city of Chesapeake, archaeological information, as well as goals, objectives and strategies for the implementation of the historic preservation plan.
Chesapeake, with the support and contributions of its citizens, continues to enhance the cultural and recreational amenities of the city through one of our most valuable assets - volunteers. Chesapeake Master Gardeners donated hundreds of volunteer hours in service to our citizens. Their involvement included the Jubilee, Arbor Day and Paint Your Heart Out.
As the recipient of more than 13,000 volunteer hours, the Chesapeake libraries, ``the people's university,'' continues to be a valuable community resource.
Parks and recreation continued to enhance the city's leisure climate and opportunities with more multi-use facilities and increased collaboration between city departments, private business and active community involvement.
The ``Symphony Under the Stars'' - the Virginia Symphony concert in City Park during Labor Day weekend - Fun Forest at City Park, the Elizabeth River Park and the City Park skateboard ramp are public-private recreational ventures.
Lakeside Park's renovation, upgraded play areas at Crestwood Middle School and Johnson Park, Western Branch Park-Phase I, Dunedin Park, the ground-breaking for the Camelot gym, and the purchase of 225 acres of land in the Deep Creek area for new park land are examples of the city's commitment to expand and enhance the leisure offerings for our citizens.
We must also continue to address the needs of those less fortunate. Compassion is the measure of a civilization. We have taken care of our own in Chesapeake with programs designed to improve the diets of low-income families, economic education, and programs to keep truant kids in school where they can learn.
After the Chesapeake Christmas Committee was dissolved, the Fire Department initiated its own Christmas food drive. As a result of this effort, 51 less fortunate families received a special Christmas dinner.
The Health Department entered into a public/private partnership with a nonprofit business whereby medications for chronically ill adults may be purchased at participating local pharmacies with a $2 co-pay by the patient.
Yes, Chesapeake is Virginia's finest city, and by working together, we have done a good job in making it so. The question that we face today, however, is, ``Are we ready for the 21st century?'' What kind of city do we want Chesapeake to be in the future? What steps should we take to make Chesapeake a better city? How do we enhance and expand the good life that we now enjoy?
If ever there were a time for a seer, this is it. The millennium approaches, and change is all around us. The cold war is over. Eastern Europe is free. Western Europe is moving toward economic union. Asia is a new center of global economic power. Urban decline has beset some of our sister cities. We are losing the competitive edge in Hampton Roads to other states.
Harvard professor Moss Kanter, author of ``World Class: Thriving Locally in the Global Economy,'' has argued that cities without strong public/private partnerships creating compelling civic visions will fail to thrive.
Businesses, creators of jobs and capital, are attracted to cities by attributes that only people can create: an able work force, a strong educational system, an inviting cultural ambience and an attractive quality of life. Clearly, only cities with a clear vision - looking within as well as beyond - will thrive in a time of such challenge.
In 1994, I requested Dr. (Timothy H.) Kerr to chair a long-range task force on visioning. For close to six months, the task force of 40 citizens met and developed a framework on which to build the city.
At the 1995 State of the City Address, copies of the draft report were provided to everyone present. Dr. Kerr is continuing to work with the focus groups developed from the targeted goals in the draft report to expand and refine this vision.
I appeal to each of you to indicate your willingness to serve on one of the committees listed on the handout in front of you by leaving your name and phone number with our city clerk, Dolores Moore, today or contact my office at a later date.
One of the messages that I want to convey today is that people - not necessarily governments - make change. Governments can provide leadership and impetus, but it cannot create change where people are not mobilized and invested.
The time is now - not later - for you, the citizens of Chesapeake, to fully embrace your power to make change. The challenges we face can only be met if we embrace a new definition of citizenship that emphasizes both personal and collective responsibility. Only then can we achieve the kind of city that we all want to live in as we approach the new millennium.
Another message that I feel necessary to convey today is the need for greater regional cooperation. A recent study by William Lucy and David Phillips of the University of Virginia focused on the question ``How well are Virginia's regions performing as compared to our competition?''
They analyzed data from 59 regions in the southeast on many indicators of employment and income growth. Virginia's metropolitan regions were only slightly above average performers and are projected to grow at a modest pace into the next century. Virginia's cities rank 35th in fiscal health.
An article in the Feb. 4, edition of The Virginian-Pilot entitled ``United We Stand, Divided We Fall'' addressed the problem of regional cooperation, or rather the lack of it, in Hampton Roads. I encourage you to read the article.
The Urban Partnership, an alliance of 18 localities, business representatives, and the Virginia Chamber of Commerce, was created in 1994 to address Virginia's regional and urban decline. The partnership has focused its attention on the economic competitiveness of Virginia in regional, national, and global markets and the impact of urban conditions on that competitiveness.
The cornerstone of the partnership is a $200 million statewide regional incentive fund to reward local governments for working together to provide services and programs regionally.
Another innovative feature of the partnership's proposals is that localities be allowed to enter into revenue-sharing, tax-base-sharing and growth-sharing agreements. A bill was introduced in the general assembly this year to allow such agreements.
To date, Chesapeake has not joined the partnership. This city is not an island unto itself. William Lucy is correct in his assertion that ``If the central city is much poorer than the surrounding areas . . . a vicious cycle sets in. Crime and poverty move into the more affluent suburbs. Suburban and urban areas must work together to break down existing barriers and cooperate with the realization that the inner-city is integral to the economic and social health of both.''
While I personally support the concept of the urban partnership, I will not encourage council to become a member until we are sure that regional cooperation will be mutually beneficial to all parties involved. This has not been the case in the past.
Regional cooperation must be based on trust, mutual respect, congeniality and reciprocity. Don't invite us to the table after the deal has been struck.
Furthermore, state legislators should meet with their councils on a frequent basis so that we can avoid surprises like the one introduced in Richmond this year concerning a stadium authority.
It is too late in November, prior to the convening of the General Assembly, to clearly come to a full understanding of the issues local governing bodies are facing, and reach a consensus on how to approach them.
A third message that I offer today is that if we are serious about building a better city, we need not only strong leadership in City Hall, but a strong sense of citizenship. Too many people refer to themselves as ``taxpayers'' and not as ``citizens.'' Good citizenship means leaving a city clearly better than the way it was when it was inherited. The key is doing something - anything - to create beneficial change.
The language of the marketplace says, ``Get as much as you can for yourself.'' The language of government says, ``Legislate for others what is good for them.'' But, the language of community, family and citizenship is about the spirit of giving something freely without measuring it out or demanding something in return.
In the city's older neighborhoods, we want more active landlords who live in their homes and raise their families here. We know that such people, a community united in common causes, will care more about their neighbors and their city. We want safe and inviting neighborhoods where streets are more than traffic passing through.
The final message I leave with you today is the need to give all of our citizens a prideful sense of ownership of the city. To do so will instill in them a deep feeling of responsibility for its health and welfare.
It is written that to those to whom much is given, much is expected in return. There are three areas of concern in which the business community can join hands with City Council, the school system and civic groups to enhance the quality of life in Chesapeake.
First, the summer jobs program is in jeopardy because of federal cuts. It is imperative that job opportunities be made available for our economically disadvantaged youths. Summer youth jobs serve a multifaceted purpose: They teach basic work ethics, pre-employment skills and can offer educational advancement.
Secondly, the city's image is harmed by its unappetizing ``gateways'' - the paths by which visitors approach it. Major cleanup efforts led by the Chesapeake Environmental Improvement Council are going well, but much more is needed. More businesses and civic groups can help to beautify our city by adopting a street or median strip.
Thirdly, the quest for a city identity remains a barrier as the city's people tend to stick to their own neighborhoods. The parochialism is exacerbated by the land development of recent decades - spread-out subdivisions luxuriating in privacy.
As one possible cure, what about the arts? What about using music and painting, dance and sculpture, to spark curiosity about diversity and rediscover how much people in Chesapeake do have in common? The arts can be a civic glue as well as a tourism magnet. They can break down barriers, heal divisions and build more tolerant communities.
A city arts funding initiative has begun and needs your support. The Chesapeake Consortium for Arts and History was established in 1991 and recently reactivated. Co-chaired by Helen Spruill and Linwood Nelms, the consortium is working with the Fine Arts Commission and is preparing to announce a funding drive for a fine arts facility.
While the funding project is still in the formative stages, the consortium is committed to the project being a community effort from the planning stage to the actual fund-raising. I encourage you to contact Ms. Spruill or Mr. Nelms and become an active participant in this venture.
In closing, I restate the question raised earlier: ``Will Chesapeake be ready for the 21st century?''
The answer lies in this room and out there in the many neighborhoods that make up Chesapeake. True change must be grass-roots and come from the people themselves.
Samuel Johnson (1709-1784) advised us many years ago that ``to improve the golden moment of opportunity and catch the good that is within our reach, is the great art of life.'' ILLUSTRATION: Photo
Mayor William Ward
Gave speech Wednesday
by CNB