It is my true honor, to participate in the historic election to directly elect our next Mayor. As Mayor, I will be committed to truly open and transparent government, rather than backroom deals.
We all know that Suffolk and much of the region has experienced unprecedented development and growth over the last several years. We also know that we have a faltering economy that is making our lot in life, just that much more difficult. As such, to continue doing things as we have in the past seems as productive as expecting our home values to skyrocket next week. With these many challenges, comes the real demand that we scale back our lives and rediscover that living with a little bit less is both healthy and possible. In this regard, I believe that our local government must also live with less and take less from us in taxes, fees and charges. We can no longer afford to pay for huge increases in the cost of government and must demand lower and more reasonable taxes.
As we come off ten years of unprecedented growth, were local government has been fueled by artificially expanded taxes from our rising home assessments, and things must change. I have been a strong advocate for you, describing how our Mayor has failed to recognize the caustic effects of these high taxes on many Suffolk families. I have called repeatedly for a more measured and realistic tax policy. However, our Mayor and Council have raised property taxes by almost ninety-five percent in just the last five years alone. This newfound treasure has lead to lazy budgeting and wasteful spending on speculative and imprudent demands, at our expense. There is little doubt that big mistakes have been made, but when made by our Mayor and City Council we have to pay and we have! I am a fiscal conservative and as your next Mayor, I intend to change these big spending habits. I will be a consensus builder, as an advocate for merit, not who knows whom. I will be inclusive and open in how our local government works and functions. I will demand the most of your hard earned taxes and that we pay for actual solutions. I intend to lead our local government back to the real mission of delivering the "Core Governmental Services" of quality Public Safety, Education, Utilities, and Economic Development that builds jobs to pay for it all.
I am not asking to be your next Mayor to just fill the job, but rather to serve you. It is time that we return to public service by merit and good will, not special interests. I am asking you for the job of Mayor of Suffolk, because I am the best qualified and hold the skills and perspective to get it right. I am respectfully asking that you allow me to serve our community as your next Mayor in Suffolk and voting for me on November 4th. Please help me, help serve our community!
Roger A. Leonard, MPA
Suffolk Mayoral Candidate
Thursday, October 30, 2008
Tuesday, October 14, 2008
My response to the Suffolk Fire Fighter's Union
Over the last five years the City budget has grown enormously, primarily due to unsustainable property assessment growth and the real estate tax bonanza that the present Mayor and council have approved. This deficient strategy now places the City in a difficult position and in very turbulent financial times, with very little room to responsibly increase the budget. This difficult situation has significantly increased the burden on the citizen taxpayers of Suffolk, pushing some almost to the breaking point. As many already know and are aware, I have strongly spoken out about these financial issues that have ultimately damage our budgetary options. The City Administration with the Mayor’s approval for the last eight years has squandered the treasure of the citizens, in totally inappropriate ways. Some examples of this include but are clearly not limited to: The SCCA ($450,000 indefinitely), the Hilton/Conference Center ($500,000 for the next 27 years), and many other such speculative land and development projects costing the people millions of dollars a year in utter waste.
These significant policy mistakes by the present Mayor, Linda Johnson and the Council have now limited how our City could proceed to address not only the issues you have posed, but also many others. These very stark demands on our financial resources have all but insured that we have dug a deep financial hole that now must be addressed. We are in uncharted financial territory in our country and especially in Suffolk. These imprudent financial decisions over the last eight years, with Mayor Johnson approving budget increase after budget increase, just makes no sense. These unfair demands upon our citizens for such high taxes for little substantive investment in "needs", create a situation where it may not be possible to do all that should be doing especially as you have described. It is just not possible to push taxes up any further and still serve as a reasonable steward of the City I ask to lead as Mayor. There must first be a significant effort to reorder priorities to "need" over "wants", and then to address the issues defined in your letter. As such, I can pledge to you and your organization that it is my highest priority to review, revamp, and redefine the City Budget. This is the first step towards correcting the failure of defining a proper financial setting to address not only Public Safety needs, but also all we do as a local government.
While your questions bring forth a compelling series of issues on funding Public Safety, the question resolves it self down to how we must reasonably meet the financial demands of such. I can not honestly tell you that we have the financial ability to meet the need you have defined and that is just the stark truth. I can however assure you and your organization, that I am and have always been a strong supporter of the value and importance of Public Safety. With your support, I can bring forth more than just hollow promises from the dais as your next Mayor, to create the foundation where the priorities of our local government is what we all expect it to be. While I can’t do the impossible, with a pragmatic approach to prioritizing our limited resources, I assure you that I will demand needs first, over wants! I assure you, that I fully accept what you have defined in your request to protect and serve our community. I look forward to working with your organization and the entire community after I am elected Mayor.
In answer to your specific questions, I would tender the following thoughts:
The 2026 Comprehensive Plans is a document that defines the needs of the City, without regard to how to pay for such. Fully understanding this compelling issue, it must clearly be defined by our ability as a community to pay for Public Safety, we must weigh the situation concerning what resources are available and how to best employ them, or be allowed to redefine spending priorities. Many have made statements of support for Public Safety spending, without any method to realistically follow through. Due to excessive speculative City spending in the last eight years, there are real fiscal constraints now with regard to any possible future funding for Public Safety. With falling revenue sources available to the City, the goals of Public Service as defined in the 2026 Comprehensive Plan may not be fully meet by anyone, unless these real fiscal constraints are recognized and new priorities set. Clearly the manning levels defined in the Comp-Plan are something that must be worked on, yet within the very real fiscal limits we are now seeing, will be difficult. It is not realistic to assume that anyone could assure your group that the levels of service defined could be assured, unless there is a significant change in budget priorities. I assure your membership that I will work diligently toward these changes in a practical and reasoned manner, however we are in a very difficult financial situation contrived over the last eight years. Our local government has spent us into a difficult situation and with revenues now falling; including "State Aid to Localities" we must grasp for a new paradigm. It would seem impractical at this time to make any commitment to raise Public Safety Manning to the levels defined in the comp plan, without first reprioritizing the budget, which is my highest priority.
As defined in my answer to question #1, there are going to be increased fiscal challenges for the City of Suffolk in the future, unless we change the way we have set budget priorities. The budget can no longer be the piggy-bank for the well-connected, for things like the SCCA and still fund needs as you have pointed to and our present Mayor has failed in this most fundamental task of leadership. While I strongly support Public Safety, I also realize that there are going to be very significant fiscal constraints to expanded spending for anything without such budget changes. It only seems possible to resolve these legitimate demands for more resources for Public Safety, if the City first reprioritize the present spending plans approved in the past. To date, no one including our present Mayor has even proposed how to do that. I will be submitting a full and specific budget to the City Manager by the end of January, if elected Mayor. I know how to craft such a plan and to reprioritize the budget-spending plan in a manner to reduce wants and support needs.
My first priority is a much more realistic and pragmatic approach to city budgeting, which will support the request defined for more ALS Providers. I would strongly support a specific directive to the City Manager, to craft a comprehensive plan to recruit and retain more ALS Providers and to encourage dual role ALS Fire Department personnel in the City of Suffolk. As our population ages, the service demands for EMS/ALS Providers must also increase, and our budgetary support for this vital service must be increased too. Once again, the budget is the focal point of garnering the resources to address this need. It has not been done in the last eight years and one could construe that such policy changes will not proceed change under the present leadership! If we don’t change the leadership part of the equation, the answers will most likely be the same.
As you have indicated, the situation with pay and retirement benefits have been inadequately addressed under the present leadership in Suffolk. Compression, equitable pay, and recognition of the hazards of being a Public Safety employee are not recognized. As a retired military veteran, I do understand fully, the demands that attach to these profound issues and can assure your membership that I will be a strong advocate for such, within the limits of my fiscal responsibilities. As such, I would strongly support a new Public Safety Employee pay plan study to determine how Suffolk can stay competitive and insure proper compensation. Once again, this issue can only be implemented with budgetary reform, no matter what promises may be made by others. We must restore fiscal order to our Municipal Affairs first to solve these higher Public Safety funding issues. A pay plan, without the means of addressing such analysis and implementing pay changes, does absolutely no good. It all gets right back to the issue that: if we do not properly prioritize the City Budget, the fiscal resources will not be available too properly to correct these issues. The process must delineate not only finding the answers to Public Safety pay, but also include how to pay for such findings.
While it is clear to all that there are no sound-bite promises that will solve these and many other issues, it is clear that by honestly approaching a significant level of change in how we budget, resources can be found to address these important issues. I have seen "promises made and promises broken" on Public Safety issues year after year. I assure your members that I will work in a reasoned and competent manner to reform the budget and the attached processes, to insure that the citizens get the most for their taxes, including your request.
I have articulated on every possible occasion, that I will be a strong and pragmatic advocate of Public Safety, Education, Transportation and Economic Development. These core governmental services must guide our city budgeting efforts and processes, as the only realistic method to resolve the questions you have posed. If these issues have not been resolved over the last eight years and with significant growth in the City’s Budget we all have witnessed, why would anyone believe that retaining the present leadership would lead to a different answer? I will have an effective plan by the end of January 2009 and a clear understanding of how to correctly proceed. I would ask for your support to implement this pragmatic, insightful, and comprehensive plan as your next Mayor.
I have not taken this endeavor lightly and look forward to leading our City in January, with your strong support and help.
Respectfully,
Roger A. Leonard, MPA
Suffolk Mayoral Candidate
These significant policy mistakes by the present Mayor, Linda Johnson and the Council have now limited how our City could proceed to address not only the issues you have posed, but also many others. These very stark demands on our financial resources have all but insured that we have dug a deep financial hole that now must be addressed. We are in uncharted financial territory in our country and especially in Suffolk. These imprudent financial decisions over the last eight years, with Mayor Johnson approving budget increase after budget increase, just makes no sense. These unfair demands upon our citizens for such high taxes for little substantive investment in "needs", create a situation where it may not be possible to do all that should be doing especially as you have described. It is just not possible to push taxes up any further and still serve as a reasonable steward of the City I ask to lead as Mayor. There must first be a significant effort to reorder priorities to "need" over "wants", and then to address the issues defined in your letter. As such, I can pledge to you and your organization that it is my highest priority to review, revamp, and redefine the City Budget. This is the first step towards correcting the failure of defining a proper financial setting to address not only Public Safety needs, but also all we do as a local government.
While your questions bring forth a compelling series of issues on funding Public Safety, the question resolves it self down to how we must reasonably meet the financial demands of such. I can not honestly tell you that we have the financial ability to meet the need you have defined and that is just the stark truth. I can however assure you and your organization, that I am and have always been a strong supporter of the value and importance of Public Safety. With your support, I can bring forth more than just hollow promises from the dais as your next Mayor, to create the foundation where the priorities of our local government is what we all expect it to be. While I can’t do the impossible, with a pragmatic approach to prioritizing our limited resources, I assure you that I will demand needs first, over wants! I assure you, that I fully accept what you have defined in your request to protect and serve our community. I look forward to working with your organization and the entire community after I am elected Mayor.
In answer to your specific questions, I would tender the following thoughts:
The 2026 Comprehensive Plans is a document that defines the needs of the City, without regard to how to pay for such. Fully understanding this compelling issue, it must clearly be defined by our ability as a community to pay for Public Safety, we must weigh the situation concerning what resources are available and how to best employ them, or be allowed to redefine spending priorities. Many have made statements of support for Public Safety spending, without any method to realistically follow through. Due to excessive speculative City spending in the last eight years, there are real fiscal constraints now with regard to any possible future funding for Public Safety. With falling revenue sources available to the City, the goals of Public Service as defined in the 2026 Comprehensive Plan may not be fully meet by anyone, unless these real fiscal constraints are recognized and new priorities set. Clearly the manning levels defined in the Comp-Plan are something that must be worked on, yet within the very real fiscal limits we are now seeing, will be difficult. It is not realistic to assume that anyone could assure your group that the levels of service defined could be assured, unless there is a significant change in budget priorities. I assure your membership that I will work diligently toward these changes in a practical and reasoned manner, however we are in a very difficult financial situation contrived over the last eight years. Our local government has spent us into a difficult situation and with revenues now falling; including "State Aid to Localities" we must grasp for a new paradigm. It would seem impractical at this time to make any commitment to raise Public Safety Manning to the levels defined in the comp plan, without first reprioritizing the budget, which is my highest priority.
As defined in my answer to question #1, there are going to be increased fiscal challenges for the City of Suffolk in the future, unless we change the way we have set budget priorities. The budget can no longer be the piggy-bank for the well-connected, for things like the SCCA and still fund needs as you have pointed to and our present Mayor has failed in this most fundamental task of leadership. While I strongly support Public Safety, I also realize that there are going to be very significant fiscal constraints to expanded spending for anything without such budget changes. It only seems possible to resolve these legitimate demands for more resources for Public Safety, if the City first reprioritize the present spending plans approved in the past. To date, no one including our present Mayor has even proposed how to do that. I will be submitting a full and specific budget to the City Manager by the end of January, if elected Mayor. I know how to craft such a plan and to reprioritize the budget-spending plan in a manner to reduce wants and support needs.
My first priority is a much more realistic and pragmatic approach to city budgeting, which will support the request defined for more ALS Providers. I would strongly support a specific directive to the City Manager, to craft a comprehensive plan to recruit and retain more ALS Providers and to encourage dual role ALS Fire Department personnel in the City of Suffolk. As our population ages, the service demands for EMS/ALS Providers must also increase, and our budgetary support for this vital service must be increased too. Once again, the budget is the focal point of garnering the resources to address this need. It has not been done in the last eight years and one could construe that such policy changes will not proceed change under the present leadership! If we don’t change the leadership part of the equation, the answers will most likely be the same.
As you have indicated, the situation with pay and retirement benefits have been inadequately addressed under the present leadership in Suffolk. Compression, equitable pay, and recognition of the hazards of being a Public Safety employee are not recognized. As a retired military veteran, I do understand fully, the demands that attach to these profound issues and can assure your membership that I will be a strong advocate for such, within the limits of my fiscal responsibilities. As such, I would strongly support a new Public Safety Employee pay plan study to determine how Suffolk can stay competitive and insure proper compensation. Once again, this issue can only be implemented with budgetary reform, no matter what promises may be made by others. We must restore fiscal order to our Municipal Affairs first to solve these higher Public Safety funding issues. A pay plan, without the means of addressing such analysis and implementing pay changes, does absolutely no good. It all gets right back to the issue that: if we do not properly prioritize the City Budget, the fiscal resources will not be available too properly to correct these issues. The process must delineate not only finding the answers to Public Safety pay, but also include how to pay for such findings.
While it is clear to all that there are no sound-bite promises that will solve these and many other issues, it is clear that by honestly approaching a significant level of change in how we budget, resources can be found to address these important issues. I have seen "promises made and promises broken" on Public Safety issues year after year. I assure your members that I will work in a reasoned and competent manner to reform the budget and the attached processes, to insure that the citizens get the most for their taxes, including your request.
I have articulated on every possible occasion, that I will be a strong and pragmatic advocate of Public Safety, Education, Transportation and Economic Development. These core governmental services must guide our city budgeting efforts and processes, as the only realistic method to resolve the questions you have posed. If these issues have not been resolved over the last eight years and with significant growth in the City’s Budget we all have witnessed, why would anyone believe that retaining the present leadership would lead to a different answer? I will have an effective plan by the end of January 2009 and a clear understanding of how to correctly proceed. I would ask for your support to implement this pragmatic, insightful, and comprehensive plan as your next Mayor.
I have not taken this endeavor lightly and look forward to leading our City in January, with your strong support and help.
Respectfully,
Roger A. Leonard, MPA
Suffolk Mayoral Candidate
Mayoral Questions from the Virginian Pilot
What makes you the best candidate for mayor?
- A strong business management background and education.
What should be the city’s top priority? How can it be achieved?
- Slowing City spending and lowering property taxes.
- Focusing on "Core-Governmental-Services": Public Safety, Education, and Utilities; not speculative spending on Hotels, Land and Arts Centers.
What do you think will be the city’s most pressing issue in 10 years, and how should the city prepare for it?
- The SPSA Landfill closure. Due to high-debt loads defining "wants" rather than "needs", we must demand sound policies to close this expensive environmental situation.
What is your view on how the city should continue to develop? What does "controlled growth" mean to you?
- We need a strategic plan that wisely enhances commercial development that adds to our tax-base and job inventory.
- Controlled growth can strip property owners of their rights. We must encourage growth where appropriate, yet give property owners options to use their property.
If you were mayor, what would be your approach to regional efforts in Hampton Roads?
- Regional efforts must benefit Suffolk, FIRST! We have found ourselves pushed into bad deals like: HRTA and SPSA. I will always choose Suffolk FIRST!
Should the city and state raise more money to pay for transportation projects? If yes, how?
- Transportation is a statewide issue and must be solved primarily by the state, yet defined by local needs. This is a group effort!
- I favor a balanced approach that insures all users contribute their share. The Commonwealth must share the profits of the PORTS for local roads. I also favor a 5% to 10% Special Tax Assessment on all commercial property.
What, if any, improvements do you think should be done to the Holland Road corridor? How should these be paid for?
-Holland Road must be improved to six lanes prior to further development.
-Center-Point and similar projects will over-stress this failing corridor. To fund Improvements, I favor a "Special Taxing District". "Community Development Authorities" divert general property taxes to the benefit of developers over the people. A "Special Taxing District" protects the general property tax going to the city, while special taxes pay for local area improvements demanded by developers.
- A strong business management background and education.
What should be the city’s top priority? How can it be achieved?
- Slowing City spending and lowering property taxes.
- Focusing on "Core-Governmental-Services": Public Safety, Education, and Utilities; not speculative spending on Hotels, Land and Arts Centers.
What do you think will be the city’s most pressing issue in 10 years, and how should the city prepare for it?
- The SPSA Landfill closure. Due to high-debt loads defining "wants" rather than "needs", we must demand sound policies to close this expensive environmental situation.
What is your view on how the city should continue to develop? What does "controlled growth" mean to you?
- We need a strategic plan that wisely enhances commercial development that adds to our tax-base and job inventory.
- Controlled growth can strip property owners of their rights. We must encourage growth where appropriate, yet give property owners options to use their property.
If you were mayor, what would be your approach to regional efforts in Hampton Roads?
- Regional efforts must benefit Suffolk, FIRST! We have found ourselves pushed into bad deals like: HRTA and SPSA. I will always choose Suffolk FIRST!
Should the city and state raise more money to pay for transportation projects? If yes, how?
- Transportation is a statewide issue and must be solved primarily by the state, yet defined by local needs. This is a group effort!
- I favor a balanced approach that insures all users contribute their share. The Commonwealth must share the profits of the PORTS for local roads. I also favor a 5% to 10% Special Tax Assessment on all commercial property.
What, if any, improvements do you think should be done to the Holland Road corridor? How should these be paid for?
-Holland Road must be improved to six lanes prior to further development.
-Center-Point and similar projects will over-stress this failing corridor. To fund Improvements, I favor a "Special Taxing District". "Community Development Authorities" divert general property taxes to the benefit of developers over the people. A "Special Taxing District" protects the general property tax going to the city, while special taxes pay for local area improvements demanded by developers.
Mayoral Questions from the Daily Press
Why do you want to be mayor?
Many of the questions posed within this voter guide, defines why I want to be Mayor. In Suffolk we have suffered a total abdication of leadership by our Mayor and Council, which has defined failed public policy. The first step in resolving these many problems starts by recognition of the important issues. I have done this in speaking and writing and have offered solutions to clearly change how our city is managed. I am asking my fellow citizens for their support as their next Mayor, so that I can implement these changes to failed policies of the past, by bring a seasoned and conservative business approach to our public affairs. I have studied these difficult issues for sometime and I am ready to be your next Mayor. With a strong education in Public Administration, an entrepreneurial outlook as a successful businessman, and a fiscally conservative mind-set, I can effect changes that will benefit Suffolk as Mayor.
What should be done with the Kings Highway Bridge?
I have advocated strongly for the repair, then the replacement of the Kings Highway Bridge. I suggested over three years ago that the City must advocate that this bridge be recognized as a higher transportation priority at the MPO/HRPDC and to even allocate some real funds each year to replace it. That has not been done, except for the shuffling of a small amount of reserve funds from one internal City account to another. No one in Richmond or Washington will take us seriously about rebuilding this bridge, unless we do more than just place it on the CIP for some sunny-day money some years out. Also, the bridge must be built at the original site and only at 35 feet in height. The present city council resolution passed last year and for the up-stream and more expensive site, insures that the project will cost almost twice as much and that no bridge will ever be built. We must solve this vital issue now as a real quality of life issue, rather than what the Council has cited sending our dollars on in the past.
Are you concerned with the turnover of high-ranking city employees in recent years?
I am very concerned with not only the high turnover of senior city staff, but also the hiring of marginally competent replacements. We have had three city managers in three years and almost all of the senior staff has now been replaced that is associated with the City Manager’s Office. With the many challenges we have ahead of us, it has become painfully apparent that the senior staff may not be up to the competency we need in these challenging times. This lowering of the levels of experience in the critical higher-ranking jobs in our city administration seems to have set us up for failure and more cost due to errors in judgement.
What’s the greatest need you see in the city, and what would you do to address it?
Budget reform and a more realistic public spending plan is on top of my agenda! Suffolk has had a period of rapid growth in the easy money times from artificial Assessment rises and has supported spending freely for some time, but the party is now clearly over. With a national economy tanking, banks closing or failing, home values dropping, jobs disappearing, and other calamities we need to reduce the cost of local government and the attached taxes on our homes. The City Budget is over $511,000,000 this year and some are proposing that next year could be $543,000,000. If elected Mayor, I would propose a city budget to the City Manager in January, which has at least a $21,000,000 reduction. Mayor Johnson seems to feel that everything is just fine and that we should just blindly continue on the present course she has chartered and I strongly disagree. The problem with her view is that we are running headlong into a harsh reality and that demands setting hard and real priorities for City Spending. We must have a significant reduction in the budget, now! If we don’t take such actions we will unfairly increase the tax burden once again on our citizens. For the last eight years they have suffered extremely high growth in real estate taxes and at unsustainable levels for many. Many feel they are much worse off than just a few years ago…
What is your vision for Suffolk’s future?
Times are tough right now, but with a more responsible level of leadership, Suffolk has a very bright future. In the region, it is Suffolk’s time. We have become the crossroads of regional potential with: a high-tech Modeling and Simulation Center, huge stores of good land, access to the Ports of Virginia, a strong and growing work-force, and even if under some strain a transportation system where many roads go through Suffolk. Just look at the interest in projects Like "Center-Point" in our Holland Road Corridor. While this $325,000,000 project can only proceed when we determine how to improve Holland Road, this project goes to show just how much interest there is in Suffolk. Then there is the "In-Land Empire" project in western Suffolk by the Port, which could bring development worth billions of dollars. With proper and insightful leadership as the next Mayor of Suffolk, I can reduce the costs of local government, while still encouraging these many positive projects to serve our citizens and the region. The vision I hold for Suffolk is brightly light with strong economic development, bringing good jobs to our citizens, and improving real quality of life for all from the North high-tech corridor, to the many Port driven industries through-out the City, and the strong agricultural areas found in the South and Western end of our fine city.
What do you hope to accomplish?
There are many issues I want to accomplish as the next Mayor of Suffolk. The first issue is to reprioritize and reduce city spending and the budget, to lower property taxes. I will provide a full comprehensive City Budget to the City Manager by the end of January, which has reductions in spending of at least $21,000,000. I want to accomplish "corridor studies" so that projects like "Center-Point" and the "In-Land Empire" can be accomplished smarter and in the right locations in Suffolk. I want to open our local government and will demand more inclusion for all in the process, with more information available on what the city is doing, listed on the City Web-Site. I will challenge why we hold so many closed meetings, why most decisions are done behind closed doors, and insure we make all of our decisions in the open. I will suggest and demand a smaller and better-qualified senior staff. I would call for the creation of an "Independent City Auditor" to replace the "Chief of Staff", to insure all City processes are proper and in the public’s interest. Under good leadership, Suffolk has the potential for many accomplishments.
Provide an interesting tidbit about yourself.
I am a retired US Navy Submariner and have been a pilot for over thirty-five years. I served on the Nuclear Weapons Inspection Teams out of the Norfolk Naval Station and also served on the USS Salt Lake City (SSN-716), USS Spadefish (SSN-668), and SUBRON Eight Staff, all in Norfolk Virginia. I have a Masters Degree in Public Administration and Management. I have retired, but still do some work as a Project Management Consultant primarily for commercial projects. I also do legal consulting work on Federal Administrative LAW and have won the only Federal Aviation PART 16 discrimination cases ever, in Virginia and Florida.
Many of the questions posed within this voter guide, defines why I want to be Mayor. In Suffolk we have suffered a total abdication of leadership by our Mayor and Council, which has defined failed public policy. The first step in resolving these many problems starts by recognition of the important issues. I have done this in speaking and writing and have offered solutions to clearly change how our city is managed. I am asking my fellow citizens for their support as their next Mayor, so that I can implement these changes to failed policies of the past, by bring a seasoned and conservative business approach to our public affairs. I have studied these difficult issues for sometime and I am ready to be your next Mayor. With a strong education in Public Administration, an entrepreneurial outlook as a successful businessman, and a fiscally conservative mind-set, I can effect changes that will benefit Suffolk as Mayor.
What should be done with the Kings Highway Bridge?
I have advocated strongly for the repair, then the replacement of the Kings Highway Bridge. I suggested over three years ago that the City must advocate that this bridge be recognized as a higher transportation priority at the MPO/HRPDC and to even allocate some real funds each year to replace it. That has not been done, except for the shuffling of a small amount of reserve funds from one internal City account to another. No one in Richmond or Washington will take us seriously about rebuilding this bridge, unless we do more than just place it on the CIP for some sunny-day money some years out. Also, the bridge must be built at the original site and only at 35 feet in height. The present city council resolution passed last year and for the up-stream and more expensive site, insures that the project will cost almost twice as much and that no bridge will ever be built. We must solve this vital issue now as a real quality of life issue, rather than what the Council has cited sending our dollars on in the past.
Are you concerned with the turnover of high-ranking city employees in recent years?
I am very concerned with not only the high turnover of senior city staff, but also the hiring of marginally competent replacements. We have had three city managers in three years and almost all of the senior staff has now been replaced that is associated with the City Manager’s Office. With the many challenges we have ahead of us, it has become painfully apparent that the senior staff may not be up to the competency we need in these challenging times. This lowering of the levels of experience in the critical higher-ranking jobs in our city administration seems to have set us up for failure and more cost due to errors in judgement.
What’s the greatest need you see in the city, and what would you do to address it?
Budget reform and a more realistic public spending plan is on top of my agenda! Suffolk has had a period of rapid growth in the easy money times from artificial Assessment rises and has supported spending freely for some time, but the party is now clearly over. With a national economy tanking, banks closing or failing, home values dropping, jobs disappearing, and other calamities we need to reduce the cost of local government and the attached taxes on our homes. The City Budget is over $511,000,000 this year and some are proposing that next year could be $543,000,000. If elected Mayor, I would propose a city budget to the City Manager in January, which has at least a $21,000,000 reduction. Mayor Johnson seems to feel that everything is just fine and that we should just blindly continue on the present course she has chartered and I strongly disagree. The problem with her view is that we are running headlong into a harsh reality and that demands setting hard and real priorities for City Spending. We must have a significant reduction in the budget, now! If we don’t take such actions we will unfairly increase the tax burden once again on our citizens. For the last eight years they have suffered extremely high growth in real estate taxes and at unsustainable levels for many. Many feel they are much worse off than just a few years ago…
What is your vision for Suffolk’s future?
Times are tough right now, but with a more responsible level of leadership, Suffolk has a very bright future. In the region, it is Suffolk’s time. We have become the crossroads of regional potential with: a high-tech Modeling and Simulation Center, huge stores of good land, access to the Ports of Virginia, a strong and growing work-force, and even if under some strain a transportation system where many roads go through Suffolk. Just look at the interest in projects Like "Center-Point" in our Holland Road Corridor. While this $325,000,000 project can only proceed when we determine how to improve Holland Road, this project goes to show just how much interest there is in Suffolk. Then there is the "In-Land Empire" project in western Suffolk by the Port, which could bring development worth billions of dollars. With proper and insightful leadership as the next Mayor of Suffolk, I can reduce the costs of local government, while still encouraging these many positive projects to serve our citizens and the region. The vision I hold for Suffolk is brightly light with strong economic development, bringing good jobs to our citizens, and improving real quality of life for all from the North high-tech corridor, to the many Port driven industries through-out the City, and the strong agricultural areas found in the South and Western end of our fine city.
What do you hope to accomplish?
There are many issues I want to accomplish as the next Mayor of Suffolk. The first issue is to reprioritize and reduce city spending and the budget, to lower property taxes. I will provide a full comprehensive City Budget to the City Manager by the end of January, which has reductions in spending of at least $21,000,000. I want to accomplish "corridor studies" so that projects like "Center-Point" and the "In-Land Empire" can be accomplished smarter and in the right locations in Suffolk. I want to open our local government and will demand more inclusion for all in the process, with more information available on what the city is doing, listed on the City Web-Site. I will challenge why we hold so many closed meetings, why most decisions are done behind closed doors, and insure we make all of our decisions in the open. I will suggest and demand a smaller and better-qualified senior staff. I would call for the creation of an "Independent City Auditor" to replace the "Chief of Staff", to insure all City processes are proper and in the public’s interest. Under good leadership, Suffolk has the potential for many accomplishments.
Provide an interesting tidbit about yourself.
I am a retired US Navy Submariner and have been a pilot for over thirty-five years. I served on the Nuclear Weapons Inspection Teams out of the Norfolk Naval Station and also served on the USS Salt Lake City (SSN-716), USS Spadefish (SSN-668), and SUBRON Eight Staff, all in Norfolk Virginia. I have a Masters Degree in Public Administration and Management. I have retired, but still do some work as a Project Management Consultant primarily for commercial projects. I also do legal consulting work on Federal Administrative LAW and have won the only Federal Aviation PART 16 discrimination cases ever, in Virginia and Florida.
Friday, September 12, 2008
SNH Questions and Answers...
What would you do about – and what is the Mayor’s and City Council’s responsibility regarding—the revolving-door change lately in Suffolk’s administrative leaders? Are there any further substantive changes you believe should take place at amongst those leadership positions?
-Council must set a firm policy course for the City Manager to implement. By solving the leadership vacuum we suffer at the council level, we can solve many of our problems in local government. Who would want to work at job, where politics trumps what serves the citizens?
-We must assess and determine how to streamline the senior staff. It is painfully obvious that we have too many assistants and too much department overlap. The Chief of Staff position should be eliminated and an independent position for a "City Auditor", established instead to critically assess all City operations.
What would you have done differently regarding the city’s assessments? What changes would you make in the future regarding assessments?
-The City Council made a huge error by not allowing the Board of Equalization to conduct their hearings prior to firing the Assessor. The BOE should have reviewed all complaints, determined if the methodology used was correct, then a decision on the Assessor’s performance could be made with facts. It is obvious that without such a pragmatic approach, the Council failed us.
-In the future, we must revalidate all real estate information for all assessed properties. This will insure that the basis of all real estate taxes, reflect actual values and that all are paying their appropriate property tax.
How can the mayor serve to unify the two sides of Suffolk (North and South), helping each to see the qualities and needs of the other?
-The Mayor and Council must facilitate a discussion with all stakeholders, that highlights our common interests and needs. To continue with the present standard that divides our community, is a fatally flawed policy which some have used to meet their own objectives. This mannerism must change so that we can focus on how we can achieve common objectives, by taking advantage of our diversity. Each of the "Urban Centers" in the city provide unique opportunities that can complement each other, by offering a plethora of options they can’t offer alone. This is a strength that we all must embrace.
What should be the city’s policy regarding solid waste disposal post-SPSA in 2018? What should Suffolk do now to ensure that this plan will come to fruition?
-SPSA was a good idea that was implemented badly. We need to review all options for: regional cooperation, contractor/private waste management, and a local operation run as a landfill "enterprise operation". With significant land area available, I favor a "local enterprise option", where we run a regional landfill and possibly sell waste disposal services to our neighboring jurisdictions.
-We must demand that all SPSA debt-service be fulfilled by 2018 and that closure of SPSA is effected properly. It is vital that Post-Closure environmental requirements be fully met, to insure we are not left with a costly environmental mess.
What course of action would YOU take to solve Hampton Roads’ traffic problems and pay for the necessary improvements?
-Under the present Regional Transportation Plans, not all users are paying for the benefits they receive. The PORTS, Businesses, and commercial developers must share the costs of such transportation improvements, rather than shift their burdens. I would specifically demand that a portion of the "economic benefits" of the PORTS be reinvested in our Local Transportation Infrastructure. I would also support a five to ten cent special assessment on all Commercial Properties, to invest in transportation. This insures that all stakeholders that use the roads and benefit also pays their share. I would not have voted for the HRTA.
What would you do about revitalizing downtown Suffolk? What steps would be taken to ensure that downtown continues to prosper in the future?
-We must encourage realistic redevelopment of Downtown, by reducing unnecessary and unproductive demands from the city, which inhibits projects. We need to revise the UDO, Historical Standards, and other issues, which impede projects and make downtown development overly expensive. We must encourage higher density in the Core Downtown district that encourages "vertical development uses".
-We must rework the strategy for downtown, by encouraging an "anchor development strategy". Policy might focus on encouraging a College/Training campus in the Core City, similar to that found in Franklin. It also, may be possible to attract a medical research campus on the Obici Property.
Do you think our current city government is operating openly and transparently? If not what would you change or do differently?
-Our present City Administration is the most secretive and closed operation in the region. Suffolk holds the distinction of having more closed meetings than any group. Chesapeake noted this same problem and established policies that minimized closed meetings. The HHS project is a prime example of this failure, where after more than five closed meetings we got chaos.
-We must impose a real test on Staff, to show us why we should conduct so much behind closed doors. We must put all votes, resolutions, minutes, presentations and public information on our City Web-Site. We should also web-cast all meetings.
What role do you see the mayor playing in economic development? How would YOU work to continue to capitalize on Suffolk’s growth?
-The Mayor should be Council’s liaison to the EDA and encourage a strategy that establishes an agenda to attract and encourage real economic development and jobs. The Economic Development Department must craft a clear strategy to attract and encourage commercial projects and job growth.
-Our people are the main capital resource Suffolk must encourage, not just huge land tracts. We must focus on new strategies that encourage how to get the most from our valuable Transportation Corridors, via "Corridor Studies". This resource inventory can help Suffolk capitalize on our unique resources of rail, roads, land, and a strong workforce.
What can the city do to help ensure Suffolk has quality education? What role would you play in ensuring education is exceptional in our city?
-With 52% of our budget going to education, money is not the problem. We need to encourage teachers who want to teach our kids and we must reduce School Administration costs.
-As Mayor, I would strongly advocate for a strong education program and a process that prepares our kids to succeed. I would ask more of our business community, by bring forward job opportunities that highlights why students must prepare for their working lives. A paradigm shift that focuses on "student mentoring projects and programs" that give real-life perspectives to students would be one of many ways to succeed.
What would you do as mayor to keep Suffolk a safe city? What could be done to improve public safety in Suffolk and how would you approach it?
-My highest priority is to encourage a rededication to community policing practices and policies. A full review of the mission of our Police, Courts, and Community resources must be a core objective. With crime rising daily, we must comprehensively address this compelling problem.
-Public Safety can be improved, but only if we include all of our community stakeholders. One of the biggest crime problems we have in Suffolk is directly tied to the lack of recreational facilities and youth resources. A dollar invested in directing youth energies productively, equals many dollars not spent on Police Enforcement and incarceration.
-Council must set a firm policy course for the City Manager to implement. By solving the leadership vacuum we suffer at the council level, we can solve many of our problems in local government. Who would want to work at job, where politics trumps what serves the citizens?
-We must assess and determine how to streamline the senior staff. It is painfully obvious that we have too many assistants and too much department overlap. The Chief of Staff position should be eliminated and an independent position for a "City Auditor", established instead to critically assess all City operations.
What would you have done differently regarding the city’s assessments? What changes would you make in the future regarding assessments?
-The City Council made a huge error by not allowing the Board of Equalization to conduct their hearings prior to firing the Assessor. The BOE should have reviewed all complaints, determined if the methodology used was correct, then a decision on the Assessor’s performance could be made with facts. It is obvious that without such a pragmatic approach, the Council failed us.
-In the future, we must revalidate all real estate information for all assessed properties. This will insure that the basis of all real estate taxes, reflect actual values and that all are paying their appropriate property tax.
How can the mayor serve to unify the two sides of Suffolk (North and South), helping each to see the qualities and needs of the other?
-The Mayor and Council must facilitate a discussion with all stakeholders, that highlights our common interests and needs. To continue with the present standard that divides our community, is a fatally flawed policy which some have used to meet their own objectives. This mannerism must change so that we can focus on how we can achieve common objectives, by taking advantage of our diversity. Each of the "Urban Centers" in the city provide unique opportunities that can complement each other, by offering a plethora of options they can’t offer alone. This is a strength that we all must embrace.
What should be the city’s policy regarding solid waste disposal post-SPSA in 2018? What should Suffolk do now to ensure that this plan will come to fruition?
-SPSA was a good idea that was implemented badly. We need to review all options for: regional cooperation, contractor/private waste management, and a local operation run as a landfill "enterprise operation". With significant land area available, I favor a "local enterprise option", where we run a regional landfill and possibly sell waste disposal services to our neighboring jurisdictions.
-We must demand that all SPSA debt-service be fulfilled by 2018 and that closure of SPSA is effected properly. It is vital that Post-Closure environmental requirements be fully met, to insure we are not left with a costly environmental mess.
What course of action would YOU take to solve Hampton Roads’ traffic problems and pay for the necessary improvements?
-Under the present Regional Transportation Plans, not all users are paying for the benefits they receive. The PORTS, Businesses, and commercial developers must share the costs of such transportation improvements, rather than shift their burdens. I would specifically demand that a portion of the "economic benefits" of the PORTS be reinvested in our Local Transportation Infrastructure. I would also support a five to ten cent special assessment on all Commercial Properties, to invest in transportation. This insures that all stakeholders that use the roads and benefit also pays their share. I would not have voted for the HRTA.
What would you do about revitalizing downtown Suffolk? What steps would be taken to ensure that downtown continues to prosper in the future?
-We must encourage realistic redevelopment of Downtown, by reducing unnecessary and unproductive demands from the city, which inhibits projects. We need to revise the UDO, Historical Standards, and other issues, which impede projects and make downtown development overly expensive. We must encourage higher density in the Core Downtown district that encourages "vertical development uses".
-We must rework the strategy for downtown, by encouraging an "anchor development strategy". Policy might focus on encouraging a College/Training campus in the Core City, similar to that found in Franklin. It also, may be possible to attract a medical research campus on the Obici Property.
Do you think our current city government is operating openly and transparently? If not what would you change or do differently?
-Our present City Administration is the most secretive and closed operation in the region. Suffolk holds the distinction of having more closed meetings than any group. Chesapeake noted this same problem and established policies that minimized closed meetings. The HHS project is a prime example of this failure, where after more than five closed meetings we got chaos.
-We must impose a real test on Staff, to show us why we should conduct so much behind closed doors. We must put all votes, resolutions, minutes, presentations and public information on our City Web-Site. We should also web-cast all meetings.
What role do you see the mayor playing in economic development? How would YOU work to continue to capitalize on Suffolk’s growth?
-The Mayor should be Council’s liaison to the EDA and encourage a strategy that establishes an agenda to attract and encourage real economic development and jobs. The Economic Development Department must craft a clear strategy to attract and encourage commercial projects and job growth.
-Our people are the main capital resource Suffolk must encourage, not just huge land tracts. We must focus on new strategies that encourage how to get the most from our valuable Transportation Corridors, via "Corridor Studies". This resource inventory can help Suffolk capitalize on our unique resources of rail, roads, land, and a strong workforce.
What can the city do to help ensure Suffolk has quality education? What role would you play in ensuring education is exceptional in our city?
-With 52% of our budget going to education, money is not the problem. We need to encourage teachers who want to teach our kids and we must reduce School Administration costs.
-As Mayor, I would strongly advocate for a strong education program and a process that prepares our kids to succeed. I would ask more of our business community, by bring forward job opportunities that highlights why students must prepare for their working lives. A paradigm shift that focuses on "student mentoring projects and programs" that give real-life perspectives to students would be one of many ways to succeed.
What would you do as mayor to keep Suffolk a safe city? What could be done to improve public safety in Suffolk and how would you approach it?
-My highest priority is to encourage a rededication to community policing practices and policies. A full review of the mission of our Police, Courts, and Community resources must be a core objective. With crime rising daily, we must comprehensively address this compelling problem.
-Public Safety can be improved, but only if we include all of our community stakeholders. One of the biggest crime problems we have in Suffolk is directly tied to the lack of recreational facilities and youth resources. A dollar invested in directing youth energies productively, equals many dollars not spent on Police Enforcement and incarceration.
Sunday, September 7, 2008
My Message to YOU!!!
My Dear Friends,
As many of you already know, I am asking to be your first directly elected MAYOR. I hold the view as most Americans, that government is important to our daily lives, but it cannot solve all of our problems. I also believe, that government must be run in an ethical, inclusive, professional, and truly open and transparent fashion. These four points may be inconvenient to some, but they underpin my commitment to you. We must demand that government become more efficient, fiscally accountable, and accessible to the people. No more secret compensation plans, backroom deals, or giveaways!
My first goal upon being elected will be to lead the debate on council and in our city, for an open and inclusive process that will encourage a balanced "business like approach" that reflects the real needs, desires, and the dreams of our Suffolk residents and businesses. We are a city of over 430 square miles and our municipal government should enable our limitless spirit to succeed, not hinder it. I also want to assure all, that I will make it my personal mission to demand accountability for every tax dollar being spent in the names of the citizens. This last commitment is vital to me, as we all know that the city does not make money; it only spends the citizens’ taxes. Since 2005 the City budget has grown by over 50% and our population by only 1%…
With the support of my family, friends, and fellow citizens and my extensive business experience and study of government, I will campaign on the facts not guesses. With proven skills and experience, I do understand government and I am ready to go to work the very first day. I will diligently work for you to establish strong financial priorities that make efficient use of your taxes, while demanding that all those who work for the city meet the highest level of openness and accountability. In addition, I will demand that we work to improve and diversify our economic development efforts to widen our job inventory. In this regard, the focus of our EDA should change to focus on small businesses and entrepreneurial start-ups, as opposed to the large firms seeking handouts and subsidies. This change will maximize the number of new jobs and increase the benefits to our citizens, while reducing the tax burden upon all. To do this we must emphasize an educational system that prepares our students to excel and succeed in careers, rather than just shuffle though the school system. To this end, I pledge to work with all citizens to define real solutions to issues, rather than relying on deals made behind closed doors or just increasing taxes.
In closing, I would respectfully ask: Are you better off now than you were eight years ago, or even just a few years ago? While I strongly believe that government can’t solve all problems, we must set the bar higher by personal examples of leadership and accountability. Our City has limitless potential, significant land area, and the endless vision of our citizens. If I become your first directly elected Mayor, I assure you that I will reach out to all of our citizens as we move into the potential of this bright future. As Suffolk's first directly elected Mayor, I am committing myself to serve no more than two terms, if so honored by my fellow citizens. I am humbly requesting your financial and moral support in my efforts to serve as your next Mayor. I can be reached at 539-0600 regarding any of your thoughts on how you and I can work together to improve our City and community.
Humbly yours,
Roger A. Leonard, MPA
Roger A. Leonard for MAYOR
550 North Liberty Spring Road
Suffolk, VA 23434
(757) 539-0600 // email: rogerflys@aol.com
http://ral-for-mayor.blogspot.com/
If you can and are capable of helping my campaign in some way, I would greatly appreciate your help and involvement in this challenging and important effort. How this election goes, so goes our future. If you believe as I do, that our local government is harming us with the course they have set, due to the relentless growth of government and the attached demands upon us to support it, then I need your help to change our futures. I am asking that you participate, at whatever level you can and to help me change the failed course, our present administration has set us upon.
If you would be so kind, please join me in this unique process of DEMOCROCY, where for the first time, "we the people" will elect our MAYOR. I would ask that you respond with this form as to how you can help me with this enormous task and heartily thank you for your support:
I would place a sign in my YARD _____
I can work as a poll worker during the election ____
Other: ____________________________________________
I have enclosed a contribution of: $_________________________
The following is my contact information:
Name: ________________________________________
Address: ______________________________________
City: _________________________________________
Phone #: ______________________________________
Email: ________________________________________
Comments:
As many of you already know, I am asking to be your first directly elected MAYOR. I hold the view as most Americans, that government is important to our daily lives, but it cannot solve all of our problems. I also believe, that government must be run in an ethical, inclusive, professional, and truly open and transparent fashion. These four points may be inconvenient to some, but they underpin my commitment to you. We must demand that government become more efficient, fiscally accountable, and accessible to the people. No more secret compensation plans, backroom deals, or giveaways!
My first goal upon being elected will be to lead the debate on council and in our city, for an open and inclusive process that will encourage a balanced "business like approach" that reflects the real needs, desires, and the dreams of our Suffolk residents and businesses. We are a city of over 430 square miles and our municipal government should enable our limitless spirit to succeed, not hinder it. I also want to assure all, that I will make it my personal mission to demand accountability for every tax dollar being spent in the names of the citizens. This last commitment is vital to me, as we all know that the city does not make money; it only spends the citizens’ taxes. Since 2005 the City budget has grown by over 50% and our population by only 1%…
With the support of my family, friends, and fellow citizens and my extensive business experience and study of government, I will campaign on the facts not guesses. With proven skills and experience, I do understand government and I am ready to go to work the very first day. I will diligently work for you to establish strong financial priorities that make efficient use of your taxes, while demanding that all those who work for the city meet the highest level of openness and accountability. In addition, I will demand that we work to improve and diversify our economic development efforts to widen our job inventory. In this regard, the focus of our EDA should change to focus on small businesses and entrepreneurial start-ups, as opposed to the large firms seeking handouts and subsidies. This change will maximize the number of new jobs and increase the benefits to our citizens, while reducing the tax burden upon all. To do this we must emphasize an educational system that prepares our students to excel and succeed in careers, rather than just shuffle though the school system. To this end, I pledge to work with all citizens to define real solutions to issues, rather than relying on deals made behind closed doors or just increasing taxes.
In closing, I would respectfully ask: Are you better off now than you were eight years ago, or even just a few years ago? While I strongly believe that government can’t solve all problems, we must set the bar higher by personal examples of leadership and accountability. Our City has limitless potential, significant land area, and the endless vision of our citizens. If I become your first directly elected Mayor, I assure you that I will reach out to all of our citizens as we move into the potential of this bright future. As Suffolk's first directly elected Mayor, I am committing myself to serve no more than two terms, if so honored by my fellow citizens. I am humbly requesting your financial and moral support in my efforts to serve as your next Mayor. I can be reached at 539-0600 regarding any of your thoughts on how you and I can work together to improve our City and community.
Humbly yours,
Roger A. Leonard, MPA
Roger A. Leonard for MAYOR
550 North Liberty Spring Road
Suffolk, VA 23434
(757) 539-0600 // email: rogerflys@aol.com
http://ral-for-mayor.blogspot.com/
If you can and are capable of helping my campaign in some way, I would greatly appreciate your help and involvement in this challenging and important effort. How this election goes, so goes our future. If you believe as I do, that our local government is harming us with the course they have set, due to the relentless growth of government and the attached demands upon us to support it, then I need your help to change our futures. I am asking that you participate, at whatever level you can and to help me change the failed course, our present administration has set us upon.
If you would be so kind, please join me in this unique process of DEMOCROCY, where for the first time, "we the people" will elect our MAYOR. I would ask that you respond with this form as to how you can help me with this enormous task and heartily thank you for your support:
I would place a sign in my YARD _____
I can work as a poll worker during the election ____
Other: ____________________________________________
I have enclosed a contribution of: $_________________________
The following is my contact information:
Name: ________________________________________
Address: ______________________________________
City: _________________________________________
Phone #: ______________________________________
Email: ________________________________________
Comments:
Wednesday, August 13, 2008
Smaller government is good for ALL!!!
I want to recognize and applaud the City's "SMART Women" for the first ever forum on the Suffolk mayoral race.
I was gratified to see that my message of smaller, less intrusive, and less costly government was heard. My campaign is focused upon reducing local government and forcing it to emphasize "core services" like police, fire, schools, transportation, and simple things like picking up the garbage.
From 2005 to 2008, the Suffolk City operating budget has grown by 50 percent and in that same period, our population grew by just over 1 percent (79,000 to arguably 81,000). This excessive spending is directly attributable to the fact that our local government has pursued speculative real estate deals, development that outstrips our infrastructure by questionable rezonings, and by just impeding the people with endless red tape and new fees. Government overall has become too large, too expensive, and much too intrusive over the last eight years in Suffolk. Local government touches upon the daily lives of our citizens by its close proximity to almost all we do and how we do it and has become overly expensive and toxic to our futures.
We all understand that some government functions underpin modern society, however there is a serious debate on why local government should be allowed to grow so explosively. I strongly believe that government cannot solve all of our problems, nor should it try.
When asked about a myriad of social issues by the "SMART Women," I stated that much of what they were concerned with could not be solved by government, but only by personal examples of leadership. Suffolk, like many communities has limitless potential in its people, but only if local government does not drain away such vision by stifling red-tape and over-bearing taxation. I appreciate the opportunity given to express my distaste of excessive taxation and government intrusion in our lives by the "SMART Women.
The debate of government intrusion and growth in our lives will only be resolved at the ballot box. I also believe this is the message of our times and will grow in recognition.
As a wise sage once said: "In the beginning of a change, the patriot is a scarce man, brave, hated and scorned. When his cause succeeds, however, the timid join him, for then it costs him nothing to be a patriot--Mark Twain, notebook 1904."
Roger A. Leonard, MPA
Suffolk mayoral candidate
I was gratified to see that my message of smaller, less intrusive, and less costly government was heard. My campaign is focused upon reducing local government and forcing it to emphasize "core services" like police, fire, schools, transportation, and simple things like picking up the garbage.
From 2005 to 2008, the Suffolk City operating budget has grown by 50 percent and in that same period, our population grew by just over 1 percent (79,000 to arguably 81,000). This excessive spending is directly attributable to the fact that our local government has pursued speculative real estate deals, development that outstrips our infrastructure by questionable rezonings, and by just impeding the people with endless red tape and new fees. Government overall has become too large, too expensive, and much too intrusive over the last eight years in Suffolk. Local government touches upon the daily lives of our citizens by its close proximity to almost all we do and how we do it and has become overly expensive and toxic to our futures.
We all understand that some government functions underpin modern society, however there is a serious debate on why local government should be allowed to grow so explosively. I strongly believe that government cannot solve all of our problems, nor should it try.
When asked about a myriad of social issues by the "SMART Women," I stated that much of what they were concerned with could not be solved by government, but only by personal examples of leadership. Suffolk, like many communities has limitless potential in its people, but only if local government does not drain away such vision by stifling red-tape and over-bearing taxation. I appreciate the opportunity given to express my distaste of excessive taxation and government intrusion in our lives by the "SMART Women.
The debate of government intrusion and growth in our lives will only be resolved at the ballot box. I also believe this is the message of our times and will grow in recognition.
As a wise sage once said: "In the beginning of a change, the patriot is a scarce man, brave, hated and scorned. When his cause succeeds, however, the timid join him, for then it costs him nothing to be a patriot--Mark Twain, notebook 1904."
Roger A. Leonard, MPA
Suffolk mayoral candidate
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