A NEW DIRECTION FOR KINGSPORT
Patrick W. Shull, Alderman, City of Kingsport
There is a growing dissatisfaction among many Kingsport citizens regarding the direction taken by the current administration of our city government. In a nutshell, the city leadership has gone too far, too fast in spending taxpayer funds in an unfocused effort to be “progressive”, thereby raising municipal debt to dangerous, unprecedented levels. While some of the actions taken by the Board of Mayor and Alderman (BMA) have been very positive, the cumulative effect of major spending decisions over the last 3 plus years has jeopardized the long-term financial health of the city, caused much of the citizenry to seriously question the wisdom of certain decisions, and distracted the city from addressing several areas of concern. The purpose of this paper, therefore, is to highlight problem areas and recommend solutions to those problems.
Municipal Debt: As recently as 2006 the City of Kingsport was on target to bring the overall debt down to the $100 million mark. Since then, however, the debt has soared until it is now projected to exceed $200 million by early 2009. So far, the city is still under the legal thresholds for municipal debt. But the looming danger is that the current economic recession that the United States is experiencing will result in a downturn in city revenues via sales tax receipts and state shared taxes. As of this writing Kingsport’s unemployment is rising, our bond ratings may be downgraded, and we look poised to start experiencing the severe economic problems already being faced by national and state governments. The massive debt that the BMA has incurred equals a future tax increase.
Solution: The BMA must start prioritizing spending, something that it has refused to do during the current administration. The next budget should be tailored to begin paying down debt, not continually increasing it. We should limit the growth of the city workforce to the rate of growth of the city. And, we simply cannot begin any new major projects unless we identify a method of paying for it which does not increase the current debt level. Further, the main thrust of major capital projects should be improving the infrastructure for the long term benefit of all citizens. This will require the ability to distinguish between “needs” vs. “wants”. Finally, the BMA must resist the temptation to raise taxes, the exact wrong thing to do in the middle of a recession.
Annexation: The city has established a pattern of annexing “targets of opportunity”. Annexation is important to the long-term growth of the city, but it needs to proceed in a reasonable, planned pace. The major costs of annexation are heavily weighted on the front end and borne by the current city taxpayers – not the annexed areas.
Solution: Kingsport needs a 360 degree comprehensive annexation plan. Because the Regional Planning Commission is an arm of the city, we have the obligation to plan annexation in a careful, rational manner, which considers the concerns of all the stakeholders including the county government and citizens within the urban growth boundary. Simply jumping around as we are now only serves to unduly alienate our county constituencies and incur unnecessary un-programmed expense.
Economic Development: This term is probably the most imprecise term in the BMA lexicon. Because it lacks definition, the current administration has justified a number of questionable actions by citing them as good for economic development. The public has grown weary of targeted tax breaks and fancy projects aimed at pleasing narrow constituencies. Our citizens take a dim view regarding the millions of dollars spent on projects while at the same time they are running over pot-holes in our streets.
Solution: The next administration must reach an understanding among the BMA members and our citizens about the proper role of the city government in the local economy. Traditionally the most productive role the city can play is to help create a climate where the private sector can thrive by: providing superb schools; world-class infrastructure: outstanding public safety; low taxes; excellent public services; and assurance that all citizens will be treated fairly by their government.
School Support: Sullivan County has over capacity in its school system while simultaneously experiencing a decline in school age population. Conversely, the City of Kingsport is building a new elementary school and is projected to have increases in school age children. Simply put, this situation is a waste of Sullivan County taxpayer dollars which affects the majority of Kingsporters. This appears to be a “political” problem beyond the ability of the county and city school boards to solve.
Solution: Kingsport must call for an Education summit between all city/county players. State law provides ample authority for school districts located in the same county to cooperate in the best interests of the public. It is certainly within the public interest to resolve this problem and stop wasting money.
City Employee Retirement Costs: The city is one of the few remaining employers with a Defined Benefit Retirement Plan. This is increasingly becoming unaffordable. The longer we wait to fix this situation the more expensive resolution will become.
Solution: The city staff must provide a transition plan soon which converts the city to a Defined Contribution system. At this point there is still a small window of time remaining where this can be done and still keep faith with the current work force regarding their future benefits.
Under-represented Citizenry: There are no Aldermanic districts in Kingsport, all BMA members are elected at large. As the city population has increased, especially due to growth from recent immigrants, many citizens have become disenchanted with their elected representatives, several whom they view as representing special interests and being “out of touch” with regular, ordinary citizens.
Solution: Kingsport needs four districts with a neighborhood blend of various levels of socio-economic status. The resulting BMA would have four Aldermen representing districts, and the Mayor and two Aldermen elected at large. This would provide a better balance of competing interests.
“Distant” Local Government: The majority of the BMA recently passed two controversial measures affecting the Meadowview area despite the majority of Kingsport citizens being opposed. A strong perception exists among the electorate that the BMA is only concerned with the views of an “elite” and not the majority of citizens, and is unwilling to change. The current leadership does not hold “town hall” meetings, and often rush resolutions and ordinances through the process before the citizens have had time to “catch-up” with what is occurring. And the current leadership is not reluctant to wield the enormous power of government in questionable ways.
Solution: New leadership in City Hall is needed to reach out to all citizens. The BMA needs to seriously consider the views of many, not just a few. The next BMA needs to be focused on maximizing citizen freedom, not pleasing elite constituencies.
Lack of Leadership Vision: The current administration has never presented a coherent vision of Kingsport’s future which ties various major projects together or prioritizes spending in a logical, considered manner. Instead the BMA approaches business in an incremental, “one-project-at-a-time” manner. This approach has been a model of adhocracy which renders it impossible for the public, or even other elected officials, to ascertain exactly what we are trying to accomplish.
Solution: The next administration needs to develop and explain a vision of Kingsport’s future which the public can understand and embrace. There are several potential contributors to this process which are currently shut out in favor of selected interests. This vision can be linked to the budget and future planning in a systematic way.
Alderman Shull is on top of things once again. These are so simple they are over looked from the people that don't care about its tax payers and the future. Thank you Alderman Shull
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