Published: February 20, 2008 10:31 am         

Mayor John Nader: State of the City Address

The City Charter and state law requires that the mayor as chief executive from time to time report to the common council on the state of the city. It is an honor to do so.

In preparing to deliver these remarks I looked back on my addresses of one and two years ago. I am proud to report that both then and now that our city is soundly financed, generally well-run and widely respected. This is just not my opinion but that of various auditor, regulators and State Comptroller Reports

Tonight we can all take satisfaction in the steps large and small that have been taken to make our city a better place. Those of us who enter this chamber on a semi-monthly basis may take for granted—or may not be fully aware—of all that we have achieved.

Let me review some of these achievements. An overview of the past year gives us all cause to take pride in our city government and, more broadly, in our community as a whole.

As I’ve noted regularly, most cities and localities in our state might envy our fiscal condition. In fact, when one visits with officials from other municipalities they remark on our fiscal controls and performance. By the objective measures used by state agencies and audit and control standards our city ranks high in fiscal performance and continues to deliver high quality service even as 52% of the value of our real property is exempt from taxes

This council, lead by a diligent finance committee and an outstanding chamberlain’s office, was able to deliver a 2007 and 2008 budget without increasing the RPT levy. Our strong credit rating allows us to invest as needed in important projects without fearing the imposition of a large new tax burden on our constituents.

Many, many of our departments have received state or even national recognition for their fine work. Our reputation among other cities, within state government, and with our federal officials is solid.

When we encounter the day to day and intermittent problems, errors, challenges and flaws that confront all governments and indeed all sizeable organizations, I suggest that we keep this in mind. There is no day without frustration. We remain imperfect. But it takes little effort to find fault or criticize. It requires far more work and good will to create and carryout measures that genuinely improve the community as a whole.

We have, on balance, delivered a wide array of public services while being ever mindful of the tax burden carried by the working people and retirees who really pay the bills.

Indeed, when one looks at our recent capital expenditures it is important to note that:

We made no capital outlay in obtaining the Asa Allison building...it was an acquisition made for $1.

We worked with a local foundation to obtain the ambulance we received in late 2006-early 07. This foundation has also purchased nearly every motorized ambulance in the City’s history as well! They also devoted funding to our downtown programming. They've also funded a portion of the centennial costs.

Most of the vehicles at the airport and other improvements there are largely grant funded as is the bus fleet. The bus fleet is an 80-10-10 project. 10% is the local share.

Much of the capital work in Neahwa Park is being paid for thru state or private funding.

The initial outlay on the Bresee building came from UDAG funds that the city held...no local tax dollars were invested in the acquisition. We have also reserved some of the small cities funds to help with the facade on that project. Again, no local tax dollars were used.

We also received outside funding under Mayor Muller for the Greenway and also renovated the Wilber Park tennis courts

This is not to say that the city was unable or unwilling to invest funds of its own. In 2006 and 2007 we performed sidewalk replacements on nearly twenty streets and completed street, sidewalk and capital projects totaling nearly $3 million.

Our parking garage was largely renovated at a cost of $1 million and is now safer, cleaner and better lighted.

The Wilber Park pool renovation project was completed last summer with a $600,000 expenditure and we need now to move on to the bath house

I hasten to add that our excellent financial picture is not merely an end in itself. Rather, it positions us to address and support those public sector investments—both visible and unseen--- that allow us to enjoy a high quality of life and improve the appearance of our city which aids in recruiting students to our colleges, and in attracting business, investors homeowners and families.

Beyond this, we have indeed taken steps toward many of those goals that were identified both one and two years ago:

We moved to create a greater on line presence by introducing visitoneonta.com; we recently began to improve citizens’ access to city services and information through the introduction of our GOV QA feature.

We successfully implemented a Small Cities grant to improve downtown facades

We introduced new, attractive way finding signs

In addition, a small pool of money from both public and private sources has been appropriated for the purpose of promoting artistic and cultural events.

In part as a result of these efforts there are relatively few storefront vacancies and small spaces are at a premium.

We were also successful in better decorating our Main Street for key events such as the Pit Run and the Holiday Tree Lighting and, by working with Main Street Oneonta, and other civic organizations, we have been able to add to our already substantial list of downtown events and activities.

The City has successfully converted its vehicle fleet to biodiesel fuel and we installed bike racks both downtown and on our buses. We worked with local groups on the Step It Up program that also brought visitors to our downtown and heightened awareness of our global environmental challenge. Recycling bins are soon to follow.

We continue to sustain an ambitious tree planning program that is grant funded and we are obtaining a new electric vehicle for OPD use.

Our wastewater treatment plant is fueled in part through methane gas generated and burned on site. (Farmer’s Market/recycled paper)

In 2006 I suggested that OCAY deserved the opportunity to locate a Youth Center within the Asa Allison Building. I also asked that we revive the youth employment program. We have done both, and will need to do more in order to sustain these efforts. In conjunction with OFO we included some 30 young people in our employment program. We are now working with OCAY to provide recreational programming for our teens. In both cases we now must consolidate our efforts and better manage our programming for youth.

We are moving to fill police department vacancies and adding to the staff while investing in some much needed speed control equipment. Our PD and our fire department are deservedly well respected and reflect a mix of younger and experienced personnel who serve us well.

Indeed our city is a safe place to live and Chief Redmond advises that our fall semester was relatively problem free. In fact, we often find that when serious incidents occur, these are not perpetrated by students or visitors, but by year round residents; people our PD have come to know over the course of years.

On the financial side, we received a very healthy increase in AIM funding which requires a coherent record of fiscal prudence. In addition this city has been a very, very strong advocate for increased AIM funding for municipalities. This funding is scheduled to increase by another 7% under the governor's budget. This money is instrumental to our ability to avoid tax increases in each of the last two budgets.

As some of you know, sustaining and increasing AIM funding has been a high priority of the NYCOM. I intend to strengthen our efforts on this issue in meetings with our state legislators and the governor’s staff. In fact in conversation with the Governor I reiterated that Oneonta has been faithful to the explicit intent of AIM—that is, to off set RPT increases-- and I have advised his budget director of this in writing.

We did all of this, and more, while recovering state and federal funds to pay for a flood of historic proportions that did millions of dollars in public sector damage. The City response was impressive by any measure and I want to be clear that our state and federal legislators have been most helpful in working to secure reimbursement for our city. This summer will likely see major FEMA funded projects in Oneonta Creek, Silver Creek, the Wastewater Treatment Plant and the Wilber Park footbridge.

Beyond this, the Common Council passed an outdoor dining ordinance that helps our restaurants and cafes and adds foot traffic to our downtown area.

The Council also adopted a significant zone change in the rail yards—a change that is consistent both with the area’s status as an empire zone and the preferred option outlined in the Railyards Market Report and Master Plan.

This broadened zone allows a myriad of uses including light industry, commercial office space, restaurants, wholesale and retail trade and housing while retaining the possibility of industrial use with prudent regulations and permitting.

When I look back at my address of about one year ago, I am frankly proud and a bit surprised at all that was proposed and all that we, in fact, accomplished.

I say that “we did” all of those things. But who is “we”?

To be clear, no government and most certainly no individual achieves these things in isolation. Overall, however, this council, this staff, and this community deserve credit for never ceasing to look for ways to make Oneonta a better place.

Our city has many partners in progress.

Cooperation and collaboration are the hallmark of most successful ventures that bridge the public, private and not for profit sectors.

We deceive ourselves if we accept the concept that any government and any elected officials succeed without the goodwill that comes from such collaboration. Whether it is private foundations, Main Street Oneonta, the Empire State Development Corp, NYSERDA, OFO, NYSEG, the Town of Oneonta, the OCSD, or the OCDC, over the past year, our city has worked effectively with various entities and organization for the betterment of our community.

Our success in working with others has often paid off. I have periodically had the pleasure to hear from prospective investors, community agencies and elected officials at the highest levels about how highly regarded our city is.

Some examples are worth sharing.

When our newly elected officials participated in a lunch meeting with Congressman Michael Arcui he repeatedly spoke about the comparative vibrancy of our downtown area.

Our Bresee initiative received explicit mention in the Governor’s state of the upstate economy address and we remain, I believe, the smallest city to receive an award through the state’s city by city economic program. Although it should be clear that we have far to go in bringing this project to fruition; this project is a testament to the power of partnership.

Now is the time to build on that success.

I’ve asked our engineering and development office to take steps toward the safe removal of the Bresee buildings’ aging metal façade in hopes of allowing the old brick exterior to complement our Main Street. This will help us demonstrate that we are serious about improving this site as we move to attract additional state and federal funds to our community. It will also help us demonstrate to our public that we continue to focus our energies and funds on this historic and important project.

None of this is reason to rest on our achievements. Too many of the items I mentioned above remain to be fully implemented and too often we as elected officials select a direction or goal without fully understanding that selecting a policy direction falls far short of implementing it.

That is a quick look to the past. But what about our future and the changes we need to make? We can all be optimistic and encouraged about our city. And there are still areas in which we have to take major steps and make some changes.

Change takes time "and a balance between urgency and reasonable expectations.” (Fiorina) Calling for it is not the same as doing it and identifying what most needs to be changed, and how, is harder still. But change we must.

While I report favorably on the state of our city, I do so while asking that we not rest on our successes. Rather, I urge that we join together, all of us, in embracing an agenda for 2008 and beyond that will allow us a year from now to look back with pride.

We need to move promptly to build on our environmental initiatives. We have given ourselves a mandate but now need to take action. I ask –indeed URGE that we closely review the energy efficiency of our public buildings with the goal of saving money and reducing our energy consumption. We will likely need to make some investments to realize these savings, and we should do so enthusiastically.

That is why we need to act with all deliberate speed to review our energy usage and establish means to promote conservation. I will provide NYS Energy Research and Development Authority with energy usage data on three key building and they in turn have offered to assist in helping arrange a thorough energy audit of this building, the Asa Allison Municipal Building, and our Public Safety Building.

We need to review our vehicle purchasing schedule with an eye to obtaining hybrid and electric vehicles where ever possible.

More broadly, we need to help the city and the community as a whole find ways to promote energy conservation and sustainability. That is why on the recommendation of some environmentally active and civic minded citizens, I have appointed a small working group of people with significant expertise to assist in identifying, developing, publicizing and implementing steps that will enhance our city’s reputation as one that can balance growth and conservation and indeed even embrace these goals in promoting local business.

With your cooperation and support, we should also reexamine the option of a community gardens program and we should improve our municipal green waste program.

As we advance in the 21st century I believe that no issue will be any more significant than the issue of the strategic use and prudent management of our water resources. This is a real strength of our city and one that we must sheppard carefully. In 2007 we moved to establish a water district agreement with the Town of Oneonta. Dating back to early 2007 some of you recall my position that the city should no longer extend its water to individual users/buyers outside the city. We must work from government to government and we must establish agreements that make both environmental and financial sense in developing our capacity to deliver this most precious resource.

We have held to that position and are now opening negotiations for a contract with the Town of Oneonta for the water district to service the Christa project. Such an agreement can minimize the city’s cost, rely on progressive water rates, and allows a safe supply of water with a solid return to the city’s water fund.

If we are prudent, we can exert influence and generate revenue as a result of the water resources we possess and have the capacity to develop.

As a part of the Susquehanna and Chesapeake Basins, we must be cognizant of the fact that we may well face more stringent regulations and costs related to our supply and treatment of water. However, this prospect only reinforces my view that our reservoirs and facilities are an enormous asset that will only appreciate in significance as the regulation of water resources escalates.

It is equally important that we pay more attention to our water and sewer funds. The prospect of an agreement with the town can help. But we must be vigilant on an annual basis in order to keep these funds solvent and to sustain the investments that will no doubt be needed in coming years if we are to maintain the quality and sustainability of our service.

Additional challenges confront us.

I am concerned about the prospect of a slowing economy and the rise of some very significant costs. A worsening fiscal position for the state can adversely affect any city and a slowing economy can shrink the sales tax revenues that are a key funding stream. Even if our revenues shrink or slow, our financial commitments in many areas are unlikely to decline.

We need to be mindful of the extent to which our fiscal position is dependent on sales taxes and state assistance in an economic environment which may compromise both of these revenue sources. We need also to be mindful about the escalating costs of construction , energy, and health insurance. In a year when we contemplate multiple streets, parks and other infrastructural projects, these costs alone can account for a significant share of our budget. A recent New York Times article reported that public sector construction costs for streets and sidewalks have escalated by 20% after inflation in the last decade. A representative from NYSDOT reported that they have seen an increase of 40% for their projects in the last three years. Our city’s own health insurance costs have climbed by over 50% since 2002 and now absorb about $2.5 million of our budget.

Let us hope that surging energy and transportation costs can help us in promoting a more attractive setting for residential units in and around our downtown and neighborhoods.

Along with others I speak often of our need to promote “feet on the street” in our downtown. But the viability of our downtown, especially in an era of rising energy costs, can only be strengthened by placing more emphasis on housing. A local business person recently met with me to underscore this need.

We have made key zone changes that should help make possible two new private housing developments within the city. But that is not enough. That is, in part, why we proposed upper level housing as a part of the Bresee project and, I hope, a future project, in partnership with another local group, to refurbish the historic Oneonta Theater structure. By linking these two sites we have projects that either have or can command the respect and resources of outside funding sources. They are among the most highly visible components of a small cities application currently under review by our community development office.

With an eye toward furthering the energy efficiency of our community, our Community Development office was asked recently by NYSERDA to identify an energy improvement zone in and around our downtown area. This would be an area within which incentives and NYSERDA program can benefit commercial and residential properties.

However, in one key area of the city I believe we should end the years old discussion over the viability of housing or other prospective development. I propose that the city consider obtaining the upper Spruce Street parcel that has been the subject of much discussion in recent years.

The neighbors deserve an end to this nearly endless debate and, to be fair, the owner deserves a resolution to this matter as well. It in only fair to point out that the community has used this land—this scenic and environmentally sensitive tract of private property at the owners expense for years. It is time to protect the interest of every constituency satisfied by obtaining this parcel, devoting it—at least on an interim basis-- to safe community use and to put this needlessly divisive issue behind us.

No asset—tangible or otherwise-- is more valuable or more important than our city staff. I have been with them at all levels and in myriad situations over the past 25 months. They deserve our respect and our recognition. I truly believe we have reached for fair settlements in our collective bargaining. Let me once again reiterate my admiration for the work that much of our personnel do on a daily basis, especially when the going gets tough.

Still, we need to do more to recognize our employees. I ask the Council to work with our department heads and collective bargaining units to establish an employee appreciation program that underscores our respect and admiration for the work that we too often take for granted.

In our city some changes are resisted precisely because so many of us are very comfortable with Oneonta as it is. But it is our task to identify and plan the changes that can and should make Oneonta --a great place-- even greater. It is our task to recognize both threats and opportunity and to see things that may not yet obvious.

The comprehensive plan adopted in 2007 is an intelligent guide to action. It includes numerous recommendations—most of which are sensible and achievable. And its central themes and ideas on land use, downtown promotion, and neighborhood integrity all require our attention if we are to maintain what is best and change for the better.

A close review of the Plan reveals it to be an honest appraisal of our community’s strengths and challenges with an ambitious vision for a community that is poised to become even more attractive.

We can and should update our recruitment plan and strengthen our efforts to promote our business community. With this in mind the Comprehensive Plan is particularly insightful in emphasizing the need for a formal, business organization with which city officials can work. We have taken important steps in that direction with MSO.

We have begun to work in conjunction with our fire and police chiefs to site a new Emergency Operations Center. I ask Building and Technology committee in conjunction with the BPS to move toward formalizing a plan to locate a new EOC. As part of this process we should look systematically at the use of space in the Asa Allison Building and the current public safety structure. I suggest an engineering/architectural study be commenced soon. We have already moved this discussion forward. Let’s continue.

The truth is that we have fallen behind on our street maintenance and we need to move consistent with our means to improve some major thoroughfares.

In addition to identifying and prioritizing capital projects, I ask our Streets, Parklands and Public Works Committee to closely review our organizational structure in the Department of Public Service. This issue is not one that will receive much public attention, but it is vitally important. The time has come for a coherent organizational structure; one that includes Engineering, Public Works, Parks Code Enforcement and water and sewer services under an engineer administrator.

Oneonta’s status as a center of higher education and, increasingly, as a site for tourist visits adds enormously to our community. Summer sales tax revenue has escalated. Stores in our downtown are finding summer among their busiest seasons. Our colleges are enjoying enrollment growth and are add immeasurably to our quality of life.

Certainly our collegiate population and seasonal visitors can raise some issues---but they also add enormously to the vitality of our community.

With that in mind, I have asked the Center for Community and Economic Development at SUNY Oneonta to convene a ongoing community dialog to engage our students, our landlords and our permanent residents in a honest discussion of the issues that face a community that is fortunate enough to enjoy the advantages of retaining two vibrant colleges, a tourist trade and high quality residential neighborhoods and a robust civic life.

For all of our residents, quality of life is our greatest asset—socially and economically. It must be nurtured with the full understanding that those very institutions that make Oneonta so vital bring new people to our community each and every day. Striking the appropriate balance between our desirability as a destination and our desire to remain a community of contiguous, coherent neighborhoods remains a real challenge, but not our only one.

It is in that context that the City in conjunction with the leadership of the OCSD is submitting a Safe Routes to School grant application that can assist measurably in providing safe access and egress from our high school, middle school and elementary school sites.

Presently, we are enjoying some growth in and around our downtown area. In fact, we receive inquiries about commercial space, available properties and opportunities for business expansion on a very regular basis.

We are entertaining revolving loan fund as well as façade grant applications from numerous businesses within the downtown; our vacancy rate is relatively low, our Main Street looks attractive and we have taken needed if less than popular steps to make parking available to those who shop in our downtown. The current mix of shops, cafes, galleries and restaurants is helping to provide foot traffic throughout the day.

However, like elected officials in nearly all small cities, we need to remain mindful that our local entrepreneurs do business in a small market. One or two bad years/seasons can mean the difference between success and closure. Further, we had all better realize that the businesses of our community face an increasingly competitive marketplace where national chains, and on line competitors, and Oneonta’s proximity to other larger cities are all threats.

This year would be a good time to strengthen the promotional efforts and materials that can great aid in improving the visibility of our community to prospective visitors. Our rapport with MSO provides an opportunity to build on some successes and better inform potential guests about out city and our area attractions.

We need to remain mindful that although we should have ambitious goals for the nature of future development in our city, we can help manage the marketplace but we do not really control it. We rightly provide some inducements for the types of development we prefer; and discourage others.

We need to be cognizant that many of the businesses we would like to attract are also being recruited by other places. We need to be aware that potential investors look at opportunities in our city without ever informing us. They visit, they read our paper, they review our web sites, and they contact other businesses and try to discern our willing to be a good host to their investment dollars. In speaking with ranking officials at some notable firms, I learned that these businesses know much about the size of our market, access to transportation, traffic patterns, the availability of lots, and more.

Each of the firms was complementary. Some saw limits given the size and location of our market. Another firm visited three times and simply could not find parcels of the appropriate size in locations that they favor.

I ask that each of us be mindful of the intricacies of economic development. Our outstanding community development office spends hours and hours on potential projects and financing options that may or may not come to fruition. These efforts involve delicate discussions about property acquisition, a review of financial projections, a clear understanding that other places are competing with us, and an understanding that when we talk about business recruitment, the business people involved are really talking about risking large sums, and weighing multiple options.

Nearly all of the prospective investors who visit or contact us are impressed with our community and the possibilities that it offers. We will continue to work aggressively to convert their enthusiasm and ours into tangible improvements.

In sum our city is well-run, soundly financed, and an attractive destination and a place that is drawing the interest of investors and outside funding sources. But, as always, there is work to be done.

The willingness to take on new projects is precisely the underlying strength of our city. No one can accuse us of not trying!

In some sense, my report tonight is not only a reflection on the state of our city but on the condition of our community as a whole. Oneonta remains a great place to live. Its businesses, colleges, civic institutions and health and human service agencies often work seamlessly with City government. Once again, this reflects the spirit of cooperation and collaboration without which we cannot succeed.

With this in mind I ask that all of us join with the local citizens and institutions that have done so much to assist with the celebration of the City’s centennial in 2008. I hope that we will all make a concerted effort to devote the energy and resources commensurate with the significance of an historic year. We have already held two successful events, including Governor Spitzer’s visit.

2008 is a year that should be marked with celebrations and events that can provide great opportunities to reflect on all that Oneonta has been, and all that is has become: a city filled with institutions and people who regularly come together to undertake initiatives that will further enhance our quality of life.

Thank you.