The Norfolk SuperWard 7 election on May 3rd includes four candidates, and below the candidates discuss such topics as public safety and street violence, government transparency, economic development, education, and transportation.
One surprising difference between the SuperWard 6 and 7 candidates is that, unlike candidates in the SuperWard 6 run off, there is absolutely no mention of sea level rise by any of the candidates up for the SuperWard 7 seat. Note that I had to edit content from the respective websites in order to keep the article as brief as possible without losing the spirit of what the candidates are saying, so please do click on the links to their respective pages to read more about each person and what they are planning to do if they win election. Pledge to vote, and be sure to sign up on the Norfolk Voter Turnout Project to help get other voters out to the polls. #VOTENFK
Norfolk City Council Super Ward 7, General Election, 2016
Candidates (In alphabetical order by last name)
Angelia Williams Graves Issues (Incumbent)
Retrieved from: angeliaforcouncil.com/the-future1.html
My Vision for the Future
As YOUR councilwoman for Superward 7, I believe that neighborhoods and the residents who occupy them are what make Norfolk the best place in the Commonwealth of VA to live. I will continue to work to improve neighborhood quality by:
- ensuring all our neighborhoods receive needed funding for special projects and neighborhood interests.
- establishing comprehensive internet service & WiFi access for all of our residents.
- establishing a housing trust fund.
As YOUR councilwoman for Superward 7, public safety and trust between the police and residents are very important to me. I will continue to advocate for:
- transparency with the Norfolk Police Department.
- funding for continued training for our officers.
- continued fair, impartial and unbiased policing as well as police community involvement in our fragile neighborhoods.
- a more diversified police department.
As YOUR councilwoman for Superward 7, I believe quality public education is the foundation of our community. We do not get a “do-over” with our children as they are our greatest asset. I will continue to advocate for education and schools by:
- fully funding our Norfolk Public School budget based on priorities set in partnership with the school board and superintendent.
- New Career & Technical School.
As YOUR councilwoman for Superward 7, diversifying our economy and bringing good jobs to our city is a priority for me. I will work hard to ensure that our city continues to focus on economic development and jobs by:
- growing small, minority and women owned businesses within the city.
- working to attract larger companies that will bring jobs to the residents of Norfolk.
- developing a Minority Business Council.
- increasing opportunities for minorities to do business with the City of Norfolk.
- diversifying our city’s economy by common sense economic development efforts across the ENTIRE city NOT just downtown.
As YOUR councilwoman for Superward 7, I will continue advocate for our seniors, our city employees and our retirees.
As YOUR councilwoman for Superward 7, I have been and will continue to be accessible to the people I represent.
Retrieved from: hdcandela.webs.com/city-council
Actions To Be Taken For Voters Of Super Ward 7 in Norfolk, Virginia
“The Dirty Baker’s Dozen”
- Move New Business and Public Commentary to City Council back into the duration and body of City Council Meetings, mandating that they will be part of the televised and historically documented City Council Meetings.
- Institute the recording, keeping, printing, publication, and permanent internet posting of comprehensive, detailed, and specific meeting minutes from every City Council Meeting, available in printed form without charge on request by and to the public.
- Prohibit closed and secret City Council Meetings.
- Pass an ordinance that in the event a person present questions the validity, truth, and completeness of anything a Candidate, City Council Member or any City Employee says anywhere and at any time, that Candidate, Member or Employee shall immediately go under oath and on record repeating their statements in front of that primary person and two third party witnesses requested to assist by that primary person from the public near by or attending.
- Move the Freedom of Information Act Officer from under the City Public Information Officer and into an Independent Freedom of Information Act Department. Hire 3 additional Freedom of Information Act Officers. Provide documents and information requested by the public under the Freedom of Information Act free of charge in electronic form, $3 on CD-DVD, or at 10 cents a page in paper form.
- Create a Department of Ethics for the City of Norfolk Government staffed by 5 Specialists with investigative authority and punitive Council powers above and over the Department of Human Resources. This is necessary because the City Auditors Office is restricted to only addressing financial issues, and is in practice quite less independent than it should be.
- Post the complete City Budget online, itemized and in summery, as many other cities have done for the people to review. The second step could be the reduction of each Department’s budget by 1 percent each year over a ten year period, excluding police, fire, and EMS. The third step could be the hiring of new employees only in accord with the numbers of those retiring early or as mandated. It will also be necessary to combine departments and reduce middle and upper level administrative positions through reassignment wherever possible.
- Provide better public safety by establishing three additional, well-staffed police substations in the center of the three highest violent crime areas of the City. Require that all new police officers are recruited from within or near the areas they patrol. Consideration should be given to the further increase and development of volunteer emergency responder NGOs to help all of the City’s services in the event of disasters or emergencies.
- It is necessary to provide professional standards of care by administrating, staffing, and running Norfolk beaches and waterfronts under Public Safety through EMS and Fire Fighting Station 13. In order to improve the level of service at, care rendered by, and cost-benefit from City pools and swimming programs, the Division Head of Aquatics should be re-focused on those built facilities in order to eliminate deficiencies that developed after this position was created and the retirement of the senior council of pool managers. Safety personnel should live in the same City as those they care for.
- Make the Norfolk Tide train line profitable, help the working people of Norfolk, increase property values, improve the quality of air, and use less fuel by extending the service to Old Dominion University, Norfolk Navy Station, Ocean View Beach, the Norfolk International Airport, and Chesapeake within the next four years.
- Reform the Norfolk Redevelopment and Housing Authority while protecting the Rights of those who have been most disadvantaged in the City, repaying a debt to those most held back by the City, creating stake holders, and building community improvement. Current residents of large scale public housing developments should be granted the deeds of the dwelling they are living in, forming condominiums of each building with a 10 year property tax waiver attached to the deeds. Doing this, the right thing, would actually be more cost effective than the City continuing to lord ownership and control over the residence thereof. Task the NRHA to reform itself into an organization focused on integrated housing ownership, developing mixed income communities.
- While housing might seem to be the largest mismanaged problem in the City of Norfolk, the City of Norfolk mismanages much more. Waterside Drive Shopping Mall is one example. Simply base the rent on a percentage of net receipts. Allow people the freedom to start a unique business and rent short term or flexibly. As well, do not charge so much for parking, even if into the evening. If the City could not manage Waterside well, then they are not likely to manage the Military Circle renewal well. However, if the property is sold, someone in the private sector will make it productive if it is cost effective to do business in Norfolk. For an example of how shopping areas can be re-tasked, the success of both downtown Granby Street and the MacArthur Mall is due more to private investment than public sponsorship. Wards Corner, with three grocery stores is a hollow success in public sector micromanagement and control. The City needs to get out of the office space and hotel business as well. The property beside Scope Center could be re-tasked into an assisted living center or something else, but most of all should not be run by the City. The City should sell off or give away it’s under performing properties.
- Foster greater public awareness and understanding as well as complete exposure and prosecution of multiple cover-ups of unethical and criminal activities undertaken by the City of Norfolk employees, officers, officials, and their friends over a number of years in order to see justice completed and give numbers of victims a sense of closure.
Retrieved from: facebook.com/profile.php?id=100010563227293
Email: Not available
G.W. “Billy” Cook Jr.
Retrieved from: billycookforcouncil.com/issues.html
Billy on the Issues
Trust and Confidence – council and citizens must work together to address the issues we face together. Residents should trust and be confident in their elected officials through open communication and relationship. Elected officials should work to bring “folks together” for the welfare of the whole. Part of the trust and confidence is empowering our communities and civic organizations. Norfolk cannot be a great city unless each community in and out of Ward 7 are great. You can rely on me to lead by example on this issue with accessible leadership and collaboration working towards getting things done that matter most to us with an emphasis on strengthening communities.
Violence in our Streets – we must address the varied factors that contribute to crime and violence in Ward 7 and our city. Issues such as a under-education, under-employment, limited access to recreational services, the presence of drugs and guns, poverty concentration and other factors that contribute to violence in our streets. However, the first line of defense still is the community where the crime and violence takes place so we have to strengthen our communities resources and resolve to fight against crime and violence. You can rely on me to be a voice to bring solutions to issues that seek to strengthen our communities and address the factors that contribute to crime and violence in our communities.
Reputation and Support for our Schools – many issues contribute to the challenges faced in our schools such as concentrated neighborhood poverty, teacher recruitment and retention, and budget resourcing that allows us to fully man our schools so that the classroom teachers can focus on teaching and learning. I also believe wee need to grow our after-school programs to help extend the teaching and learning environment and to keep our school age students off the streets. You can rely on me to be an advocate for our schools and support our board, administration, teachers and staff in seeking to fully resource our schools, address the issues that contribute to our challenges, such as housing policies, and to increase after-school programs.
Setting the Course for Our Future – we must have practical solutions and plans for ensuring a great future by developing our communities first, dispersing pockets of poverty in our city, bringing in new jobs, taking care of our seniors, retirees and our veterans; and addressing sea level rise and flooding, especially in the underserved areas, with citizens and council working together. You can rely on me to be a voice and advocate for the council and citizens “getting things done” together for a greater future.
Thank you to the generous sponsor of this project, Rose & Womble.
Rose & Womble Realty Co. was born and bred in Hampton Roads – our owners live and work here in the Seven Cities. We are a family-owned and operated business – with multiple generations working at all levels, from agents to managers.The leadership within the company is LOCAL – not out of state – but right here in Hampton Roads.