“A city relies on its leaders to be men and women of vision and courage, who understand their community’s challenges and opportunities, and who have a long-range view of its future. But, vision, alone, is not enough. A vibrant, prosperous community also requires leaders who can implement well-articulated plans and achieve identified objectives.”
Source: Syracuse 20/20 A Better Way to See the Issues
Background
I believe strongly that Leadership is Syracuse’s Key Challenge. This document outlines my vision for both short-term and long-term strategies to address the multiple challenges facing Syracuse. Each of the issues identified by 20/20 is an essential factor to be taken into account in meeting the challenge of revitalizing Syracuse, and all are interrelated. However, I agree that even a strong, well-thought-out vision, coupled with a commitment to change, is not enough.The vision can become a reality only if the next Mayor is a true leader.
What Does Leadership Require?
The next Mayor needs the skills to bring diverse groups together, to develop consensus among all the stakeholders around difficult decisions, and to mobilize systems and individuals to take the steps necessary to achieve the City’s revival. It requires courage to rise above what is politically expedient in order to implement bold ideas. It requires a willingness not only to recognize our strengths but also to speak the truth about our weaknesses. The next Mayor will need to communicate honestly with every resident about the rough road ahead while inspiring him or her to join the next Mayor on the path to a better future for Syracuse. I believe I am the candidate who can be this leader because:
I Am A Leader with Experience
My campaign uses a theme, “As City Auditor, I know the numbers better than anyone knows the numbers, and I will make the numbers work for Syracuse.” This is not just a slogan nor is it an empty boast. I am currently serving my second full elected term as the Syracuse City Auditor, filling the vacancy left when Roy Bernardi became Mayor. For more than 6 years, I have played a critical role in analyzing the financial condition of our City and pointing out where structural changes need to be made, even when my recommendations were not popular. I am the candidate for Mayor with the most extensive understanding of our City’s finances, and I have the solutions to our structural deficit. I will not need on-the-job training in reading financial statements or assessing fund balances.
From 1976 to 1981, I served on the Onondaga County Legislature representing the Eastwood section of the City. In addition, I was appointed to the Syracuse Common Council in 1993 to fill a vacancy. I am the only candidate who has served on both the City and County Legislature, and I understand the political and economic dynamics underlying City-County tensions. I can utilize this insight and expertise to advance the common interests of the City and the County in promoting Syracuse as the vital hub of this region.
Before election to public office, I directed the children’s program at Huntington Family Center, and I have firsthand knowledge of how a strong neighborhood organization like a “settlement house” agency and/or a community school can anchor and support a neighborhood that nurtures families.
I also have experience in the private sector. I created a computer software company that marketed and installed computer systems nationally. I know what it takes to run a company that generates sales, meets payroll obligations and achieves customer satisfaction. As Mayor, I will ensure that the City administration is accountable to all our residents and businesses.
I Am A Leader Who Has Demonstrated Concern and Commitment to this Community
I regularly attend and participate with residents at meetings throughout the City including Tomorrow’s Neighborhoods Today (TNT) groups, Neighborhood Watch groups, community forums, and I am often the only City official in attendance at Syracuse City School District Board Meetings. In fact, I keep my schedule filled with these important meetings because it is critical that the next Mayor understands the priorities and concerns of local neighborhoods and our schools. I have been committed to these meetings long before this Mayoral campaign; I pledge to continue to attend these meetings after becoming Mayor.
I Am A Leader With A Vision and a Strategy
Every serious Mayoral candidate favors better schools, stronger neighborhoods with decent housing and economic development. The next Mayor must have a vision, a strategy and the courage to implement real solutions to address the ongoing challenges that face our community. I am the candidate with a roadmap to get Syracuse back on the right track to achieve these visions. This document includes my proposals for: creating a first-class public education system; strengthening and beautifying neighborhoods, roads and public spaces; stabilizing the City’s finances; restoring the housing stock so individuals choose to live in the City; working as a partner with existing businesses and providing incentives to attract new businesses; and improving the efficiency and effectiveness of all city services.
I Am A Leader Who Is Not Afraid To Lead
I have put myself forward as a candidate for Mayor because Syracuse is my home, because I have strong roots in this community, and I want to see the City thrive. I do not view the Mayor’s office as a steppingstone toward something else. I want to be Mayor because I know that I can make a difference.
What Can True Leadership Do?
Changes must be made to achieve real progress in Syracuse. Some of those changes will be painful. But when we achieve the goals, few people will remember the pain. If the next City Administration is creative and courageous, then we can make real progress in addressing the issues of diversity, downtown redevelopment, economic development, education, fiscal planning and management, infrastructure, metropolitan cooperation, housing and neighborhood revitalization, public safety and youth development. Leadership from the Mayor will be critical to success in each and every one of these areas.
Beyond having a strategic plan for Syracuse, I will demonstrate leadership as Mayor by acting on the following:
Move Beyond Partisan Politics and Work Collaboratively on Behalf of the City and School District
Those who know me would agree that I would not let party or ego stand in the way of what is in the best interest of the City of Syracuse. My first and foremost priority as Mayor will be to represent the residents of Syracuse, regardless of what political party one belongs to, where one lives in the City, how much money one has, etc. Every resident will be a priority in my Administration.
I have consistently demonstrated my willingness and ability to work with diverse groups in this community. As Mayor, I will willingly work with anyone who is interested in working for the best interest of residents and local businesses, including every member of the Common Council, regardless of political party. Furthermore, I will have an open-door policy for all community leaders from local businesses, academia, religious organizations, not-for-profits and any organization that has interests and/or concerns regarding the City. It is time to put aside differences and work together.
Throughout my many years working on behalf of the City, I have already cultivated the necessary relationships with individuals inside and outside government. I have already initiated positive dialogues with County Executive Pirro, Superintendent Jones and with State and Federal leaders, and I will continue to do so. I am the candidate who will be able to unite, not divide, various interest groups and I will be able to develop consensus around difficult issues.
Recruit the Best and the Brightest to Work For City Hall
In my Administration, anyone willing to work hard on behalf of the City will be welcome. I certainly recognize that we currently have many dedicated, hardworking men and women who have tirelessly served our City. I am hopeful these individuals would continue to serve under my Administration. I also believe there are many qualified and committed individuals who would be willing to work for City government but have never been approached. As Mayor, I will work to recruit new ideas and new individuals to work for the City.
In addition, local colleges and universities train and graduate some of the most exceptional public servants only to have them leave and take their training to Washington D.C. or other levels of government. Our community must aggressively recruit these students because we will benefit from them living in Syracuse and working for City government. As Mayor, I will work to recruit and educate these students about the exceptional opportunities to gain valuable experience in City Hall.
Finally, public employees must be re-energized and reminded of the critical role they play in the success of our City. We must appropriately recognize public employees for their quality performances and appreciate them when we are satisfied with services. I pledge that, when I am Mayor, working for Syracuse will been seen not as a right, but as an honor worth having.
Improve Communication with the Community and Increase Resident Participation in City Government and Neighborhood Forums
The flow of information between City government and residents must be improved. The Mayor can help residents focus on the challenges facing the larger community, and the community can help the Mayor focus on what matters most to residents. A good leader knows where he or she would like to take the community; however, he or she remains flexible enough to incorporate community input into his or her decisions. For any issue facing the City, the Mayor will only be successful if there is widespread community understanding and support for the endeavor. This requires clear and consistent communication. As Mayor, I will hold community forums on a monthly basis in an effort to improve the dialogue between City Hall and the larger community.
Furthermore, residents feel vested and connected if they actively participate in the planning and the decision-making for their City and their neighborhood. In this regard, residents can expect to play a critical role in my Administration. The structure for resident participation is already in place with the Tomorrow’s Neighborhoods Today (TNT) meetings in the City’s eight TNT neighborhoods, Neighborhood Watch Groups, and the dozens of community forums that take place throughout the City on a monthly basis.
The Mayor can help to empower these groups and can encourage residents to more actively participate on an ongoing basis. I believe my direct participation in these meetings as Mayor will serve as a model to encourage City resident involvement In addition, a priority of City Departments in my Administration will be to improve relationships with the community and to solicit ongoing feedback from the people they are serving.
Measure City Government’s Performance
Measuring our performance and setting up benchmarks for improvement is critical to knowing if we are successful in providing City services. The Maxwell School’s Community Benchmarking Project highlights the importance of measuring performance, especially in relation to customer (taxpayer) satisfaction. City Hall must do a better job of tracking performance of City Departments and establishing benchmarks for necessary improvements. We must cut out the waste and continually strive to perform better, smarter, and cheaper.
According to the April 2001 cover story in Governing Magazine, “Restless for Results”, newly-elected Baltimore Mayor Martin O’Malley “is tracking performance on a scale never seen before in local government. He wants change, in a hurry.” Mayor O’Malley is implementing Citistat in Baltimore, a process where City agencies are constantly evaluating what they are doing and whether they are successful. Citistat puts agency directors on a “hot seat” and holds them accountable in front of their peers for the performance of their agency. Citistat relies on data reports and statistics collected by the City Departments to inform on-going policy discussions.& Syracuse desperately needs to do a better job of measuring the performance of City Departments in delivering services. As Mayor, I will work with the Community Benchmarks Project to bring a comparable model of Citistat to Syracuse that will be incorporated into City Departments and that would inform resource allocation during the budget process.
Market the City to Current and Potential Residents and Businesses
The focus of our efforts to market our City’s strengths must be aimed at existing residents and businesses within the City and at potential residents and businesses outside of our City. While my responses to the 20/20 questions focus on what challenges our community must overcome, there are many outstanding reasons to live in the City, and we must not lose sight of them. Our strengths are numerous, and we need to market them.
Not only do we need to focus on trying to recruit new residents and businesses, we need to take time to meet the needs of existing residents and businesses. Only by reminding existing residents and businesses of our strengths and ensuring their satisfaction within the City will we be able to recruit new residents and businesses. The priority must be to stem the flood of residents out of the City.
Then, after addressing the needs of our existing residents and businesses, we must be aggressive in getting out the message to the larger community that Syracuse is a great place to live and to do business. We must market our successes and work to make sure that everyone involved with marketing the City and region is aware of our City’s strengths. If we cannot present our successes clearly, we cannot expect others to do it for us. The reality is that we must compete with others for residents and businesses. I believe the City has something to offer everyone, whether you are a young family, a senior citizen, a single adult, a married couple whose children have grown, or a small or large business. We must work to get the message out—Syracuse is a great city.