The new Service Report indicating that 81% of citizens are pleased about the direction of the City also allows a good opportunity to explore something that is far too rare in Richmond in the past 30 years: RESULTS.
The report omits key details that are important in understanding the changes we have made to bring about these positive results. This is the direct result of having the courage to change the way  government operates and the vision to continue in that direction - all of which is supported by the people.
No government will ever achieve a 100% approval rating, and we understand there is always room for improvement. That is true in the personal and professional lives of everyone. Yet, it's gratifying that an unsolicited survey shows an 81% approval rating by our citizens, as well as high marks in many other areas.
None of this would be possible without the hard work and dedication of all our City employees, who often go about their jobs with little thanks or appreciation. To that end, let me recognize ALL of our employees for their work in achieving our 81% approval rating.
CODE ENFORCEMENT
The Service Report notes the 73% approval rating citizens gave to the condition of City Neighborhoods. The largest numbers of complaints were about trash and property cleanliness.
The report suggests stricter code enforcement, and it's unfortunate the report did not bother to mention the City's vigorous proactive code enforcement and spot blight programs. The last two years have seen tremendous results that are cleaning up our neighborhoods and play a critical role in reducing crime.
 Overall, the number of code inspections in the City has increased from 26,300 in FY 2006, to 34,000 in FY 2007. In FY 2008, the City conducted 47,600 code inspections, an increase of 45%.
Before those programs began in 2006, enforcing environmental regulations (tall grass/trash/junk cars) was a cumbersome, time-consuming and inefficient process that did not work. In many cases, it could take anywhere from 30 to 120 days or longer to resolve a problem. Even simple tasks such as requiring property owners to cut grass or remove trash or junk vehicles could took months to complete!
The process is now streamlined and environmental code violations are no longer sent a certified letter; they are now hand-delivered and posted onsite with a 48-hour "Notice to Abate Violation" form. After 48 hours, property violations are sent to a contractor for action. A process that once took one to four months is now completed generally in 10 to 30 days.
The results are impressive. Environmental code enforcement has increased from 400 cases in FY2006 to 655 in FY2008. Since July 1, the City has cleaned up 270 lots with costs borne by the City being passed along to the property owner.
The City also established a Vacant Building Registry of approximately 3,400 "problem" properties. The City increased the number of code inspectors and as a result, the Registry now lists only 1,400 vacant buildings - and that number continues to go down. With proactive enforcement, inspectors are aggressively pursuing these property owners to correct the blight. By achieving compliance, the City is improving the quality of life for all residents and their neighborhoods.
FIRE
The Richmond Fire Department (RFD) received a 92% approval rating. While the Service Report notes spending increases in the Department, it fails to note a single reason for those increases.
It might interest you to know that the Fire Department recently moved its headquarters from the  dilapidated Public Safety Building to a new home on Franklin St., which accounts for almost half of their administrative budget increase. Furthermore, the Department made purchases to upgrade basic but essential equipment (self-contained breathing apparatus, personal protective equipment, etc.), and created a new Emergency Medical Services and Safety Unit.
The report compares RFD spending to the one in Newport News, yet this is not an accurate comparison due to vast differences in each city's design, each fire department's size, the types of service calls, and other factors.
The report even faults the City for not including the Fire Department or the Police Department in its "RichmondWorks" performance measurement program. Yet that was already known - even by the city auditor himself - because neither department was selected to be in the initial program, based on their excellent performance. Both departments will be folded into the program at a later date.
POLICE
There is no better measurement of the performance of the Richmond Police Department (RPD) than the City having the lowest crime rate in 26 years. In virtually every single category, crime statistics are down citywide in double digits during the last four years: homicides (67%), violent crime (44%), property crime (42%). The only thing that has gone up is the homicide clearance rate, from a miserable 49% in 2004 to 87% today (the national average is 62%).
The report notes that RPD costs have gone up, but skews the real numbers between Administrative and Street Level Enforcement funding. The report is critical of higher administrative spending versus street level enforcement; however, as their chart shows, there has been only a two percent difference in funding for Street Level Enforcement and RPD Administration in the last four years.
 Street level enforcement costs grew by $11,091,813 or 54%, and Police administrative costs grew by $11,433,809 or 56%. The difference of 2% does not equate in my mind to represent a pace "far exceeding" street level enforcement, as stated in the report.
RPD's street level enforcement added 108 new officers on the streets since 2004 - an increase of about 29%. And for the first time in memory, RPD has no vacancies and in fact, now has a waiting list for new hires.
On the administrative side, the RPD created a Homicide Unit, implemented a new cadet program to help youth pursue careers in law enforcement, improved its crime-solving technology, and purchased 40 marked police take-home vehicles for enhanced police presence in our neighborhoods.
Yet the real proof is in the pudding. What are we getting for the money? The answer is simple: we have a more efficient Police Department; we have double-digit decreases in crime, and a growing national reputation - NOT as a crime ridden city - but as an example of what is working that other cities can emulate.
I understand that some people like to portray all of this as bad news, but I think it is one of the best things to happen to this City in 30 years. One chart in the Service Report bears this view out: Trying to paint the 74% RPD approval rating as bad news, and showing a chart that lists "dissatisfaction" as 24% of people who think the RPD does only a Fair or Poor job.
One of the stats lost from these observations is the incalculable cost savings from increased  economic development, new business activity, and our reputation as a much safer City that can effectively solve its own problems.
These are just some of the examples of the progress we are making in the City. The results are all around us and the proof is in our citizens' affirmation that we are traveling in the right direction.
The last four years prove that Richmond can correct its problems and advance into the promising future we have long denied ourselves. Our journey is underway and 81% of you know where we are going. That is an astonishing level of support for the changes that many thought would never be possible. It is not only possible, it is here. |
|
