Re-elect Joe Riley Mayor

THE RILEY RECORD

On Financial Management

Under Joe Riley's leadership, both Wall Street rating agencies have increased the City's credit rating. The City's AA rating is the highest in our City's history and, along with Columbia, is the highest rating of any city in the State - higher than Greenville and higher than any other city in this region. In contrast, the State's rating has recently been downgraded for the first time in three decades.
The City's credit rating reflects Wall Street's confidence in our financial strength.
- "Economic Performance has been good . . . Financial operations remain sound. The City's General Fund balances are ample." (Moody's 1995)
- "The rating reflects good financial operations." (Standard & Poor's 1995)
Every year Mayor Riley has submitted to the citizens an independent audit of the City's finances. For the past five years, the City's audit has been awarded the Certificate of Excellence in Financial Reporting by the Government Finance Officers Association, a recognition given to less than three percent of the local governments in this country.
Joe Riley has proved his ability to balance a budget by doing so for the past 19 years. Because property taxes are not due until after the City's fiscal year begins, the City issues Tax Anticipation Notes as the State Constitution and the General Assembly have authorized. As annual tax revenues are collected the borrowing is repaid in full. To quote the Mayor directly, "The City has never borrowed money to balance its budget."
The voters have said "yes" every time when asked if the City should pursue long term financing for major capital improvement projects including parking garages, the Visitors' Center, drainage improvements and the aquarium. The citizens have approved more than half our tax-supported borrowing by a margin greater than four to one.
Much of the City's borrowing not only pays for itself but also has encouraged economic development. The $3 million the City borrowed in 1982 to build the Omni parking garage has resulted in $86 million in private investment and generated 1,400 new jobs. Other investment in the immediate area include the First Union and NationsBank buildings as well as the Saks Center and redevelopment of the Riviera Theater. Revenues from the Omni parking garage pay debt service and expenses and generate additional money applied to the General Fund. This borrowing will be fully repaid in 1997, after which the garage will provide, after expenses, more than $500,000 annually to the City's General Fund. In addition, the City receives over $400,000 in annual property tax revenues from completed projects located near the garage.
The City's total debt includes more than $30 million bond issue for parking garages. More than 50 percent of the debt service for capital projects is paid from sources other than ad valorem taxes. As a result, the owner of a $100,000 home pays around $45 a year in taxes for the capital improvements which have been financed by borrowing. For $45 that home owner enjoys the benefits of greater public safety, improved parking and drainage, additional recreational and cultural resources and more.
Good financial management demands prudent, businesslike use of the City's borrowing power. The voters have recognized this management on five separate occasions by giving their overwhelming support to more than $50 million of capital improvements. Wall Street has recognized this sound management by giving the City the highest financial rating in its history.
Mayor Riley has run our City in a businesslike manner. During his tenure, the City has grown significantly, the economy has been diversified and strengthened, property values have increased and we have established a global reputation as one of the most beautiful and livable cities in America.
Since 1975, Charleston's population has grown to 94,000, a 65 percent increase. As the City has grown, more and more work has been done with only limited staff increases. In 19 years, the number of City employees has increased from 1,008 to 1,278, of which 525 are policemen and firemen.
The actual number of employees per 100 citizens has been reduced by over 20 percent. When Mayor Riley took office in 1976, we had 1.77 employees to serve every 100 citizens. Now, because of improved employee productivity and efficient management we only require 1.36 employees. In contrast, with 67,000 employees, the State has 1.82 employees for every 100 citizens.
"Privatization" has been underway for several years within the Riley administration. Where quality services can be provided at lower costs by contracting with private companies or other organizations Mayor Riley has initiated such efforts. They include the regional ticket service (SCAT) and the public marina. Additional opportunities to privatize City services including the fuel dispensing system and parking garages are now being studied.

THE RILEY RECORD

On Public Safety

Charleston and Joe Riley are nationally recognized as leaders in the fight against crime. Our police force is the largest, best educated and highest paid in the State.
One of the more interesting developments in the Mayor's race is the fact that even Joe Riley's opponent said in his announcement speech, "Police Chief Greenberg and Fire Chief Thomas are doing a good job."
We have a Police Chief who is the envy of every major city. Chief Greenberg stays with us because Mayor Riley and City Council have given him the support and resources he needs. Protection and Safety are 30 percent of the 1995 budget.
Five new fire stations have been built and state-of-the-art training and equipment have been provided for our firemen under Joe Riley's administration. Such extensive coverage makes our neighborhoods safer and helps to improve our fire rating thereby reducing the individual homeowner's insurance rates.
We now have 525 police and fire personnel up from 417 in 1984. Our police and fire fighters are located throughout our City in 29 stations, up from the 18 we had in 1984.
We have returned our policemen to the neighborhoods using team policing and establishing 11 substations.
Our City is one of the safest in the country. Overall crime has been reduced 20 percent since 1975 according to the FBI Crime Report of 1994.
As our population has grown, the number of crimes per capita has dropped by 50 percent. The total number of burglaries has been cut in half.
The Police Chief and Fire Chief, hired by Joe Riley, are doing more than a "good job"--they are doing a great job.

THE RILEY RECORD

On Economic Development

In recent years, our City has experienced economic prosperity while the nation's economy has slowed. Recent data shows per capita income in the City approximately 20 percent higher than the State.
Better yet, our businesses are healthier as gross income reported has increased 85 percent according to business license records. US News & World Report ranked Charleston as the number one city in which "Business is Best".
This attitude was established early in the administration and is demonstrated in Mayor Riley's efforts in the early eighties to create the Business & Technology Center on East Bay Street to assist small businesses.

Our City Center has become a thriving commercial district through Mayor Riley's pursuit of private sector investments in projects like:

*    Lodge Alley Inn	           *    Liberty Center
*    155 Meeting Street	           *    134 Meeting Street
*    Southern Bell Building	   *    Charleston Place
*    First Union Center	           *    NationsBank Building

Mayor Riley has long supported the growth and success of MUSC and the Ports Authority realizing they are catalysts for further economic growth. By pushing for the location of public institutions in less developed areas, Mayor Riley has successfully attracted businesses and private investment to these neighborhoods bringing about improved economic conditions. Such projects include:
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*    Visitors' Center	           *    Charleston Museum
*    East Side Recreational Center *    School Board Building
*    Maritime Center	           *    South Carolina Aquarium
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Mayor Riley has fought hard to ensure that King Street remains a major retailing district. His administration has worked closely with individual retailers and property owners to market the district. He is fighting equally hard to protect neighborhood retail districts throughout the City such as South Windermere.

He has relentlessly pursued funds needed to bring about major private redevelopment projects to support King Street such as:

*    Charleston Place	           *    Saks Fifth Avenue
*    Francis Marion Hotel	   *    Hampton Inn
*    Embassy Suites	           *    Charleston Music Hall
*	Bluestein's

Since 1980, private investment in such projects has reached close to half a billion dollars and over 3,500 jobs have been created.
Tourism is an important part of our City's economic vitality. There are 1,700 visitor-related businesses in the area. Many of these are independent retailers and service providers whose livelihood greatly depends upon the 5 million visitors we receive each year.
Our City is a leader in the successful management of the tourism industry. Under Mayor Riley's tenure, the City has:
- created alternative tourist centers to reduce the pressure on the lower peninsula neighborhoods. These include the uptown area developing near the Visitors' Center and the proposed waterfront district focusing on the Maritime Center and the Aquarium.
- developed the Visitors' Center with related parking garages and the DASH system to reduce the number of cars in the historic district.
- established the Tourism Commission to oversee industry operations in order to mitigate the impact on neighbors and businesses. From diapers on the horses to restricting the number and routes of the busses, the Commission has worked hard to protect our citizens.
- created residential parking districts, and increased policing of the battery and other high traffic areas.
Successful economic development requires that a city create an environment where businesses, and the families employed by those businesses, wish to locate. Since 1977, hundreds of homeowners and businesses beyond Charleston's boundaries have asked to join the City. As a result, our land area has increased from 16 to 73 square miles, and we are now positioned to pursue future economic growth and create jobs for our citizens, their children and grandchildren. The City is attracting industry to areas of development such as Daniel Island. It is anticipated that this area will experience several billion dollars in private investment over the next 25 years.

The quality of life offered in Charleston is crucial to our continued economic prosperity. We have educational and cultural opportunities unlike any other city our size. The Riley administration's strong support of the Arts has assisted in:

*    Expansion of the Charleston Museum and the Gibbes Museum of Art.
*    Establishment of the Charleston Symphony as a top regional orchestra.
*    Support of the Charleston Ballet Company, the only professional dance company in the State.
*    Creation of the internationally recognized Spoleto Festival USA.
*    Creation of a series of festivals including the Maritime Festival, MOJA Arts Festival, Piccolo Spoleto, Southeastern Wildlife Expo, and the Worldfest Film Festival.

It was Mayor Riley's vision of Charleston as a regional center of maritime activity that led to the establishment of the Maritime Commission, creation of the Maritime Festival and recruitment of the BOC race. The Maritime Center and the Aquarium will solidify our City's waterfront heritage. The global media coverage the City received during the BOC could not have been bought and will help in business recruitment efforts.
Under Mayor Riley's tenure, Charleston has received recognition as an "All-America City" and as "America's Most Livable City".

THE RILEY RECORD

On Neighborhood, Recreational and Urban Development

Under Joe Riley's leadership, our neighborhoods are even better places to live. He has worked to provide every neighborhood with the best recreational facilities possible. In 1982, the City had 36 parks--we now have 82.

Under Joe Riley's tenure, the City has built or expanded parks, such as:

*    Parkshore Park	             *    John's Island Park
*    Plymouth Park	             *    James Island YMCA Complex
*    Farmfield Tennis Park	     *    Stephens Aquatic Center
*    West Ashley Bikeway	     *    West Ashley Greenway

We have also renovated every park in the City and acquired land for additional parks such as Honey Hill Park on Fort Johnson Road and Sunrise Park on the James Island waterfront. There are 7 parks in progress or planned.

His administration has worked with recently annexed West Ashley neighborhoods to protect each neighborhood's natural beauty, promote orderly growth and ensure quality of life. Such efforts include:

*    Developing the Highway 61 Plan.
*    Drafting land use plans for Johns and James Islands.
*    Forming the Ashley Bridge District.
*    Fighting indiscriminate rezoning efforts.
*    Preventing the substance abuse center from locating in      residential areas and finding a suitable location in the
     medical district downtown.  
*    Having CPW take over the St. Andrews PSD sewer system to allow      growth in the area without threatening the Ashley and Stono 
     Rivers.
*    Opposing installation of high voltage wires in neighborhoods.

Affordable housing is becoming a reality in Charleston, thanks to Mayor Riley's commitment. Since 1975, we have produced over 3,200 housing units. By working closely with the private sector, nonprofit organizations and other public agencies over 1,600 units were provided in the past four years alone.
Established just last year, the Commission on Children has been charged by the Mayor with developing the best mentor program in America and creating partnerships between businesses and neighborhoods and our public schools.
While regular flooding of major thoroughfares and certain neighborhoods has occurred for centuries in Charleston, over 80 percent of the voters recently approved a $9 million bond issue to begin correcting this problem. With this mandate Mayor Riley has rapidly begun implementing one of the most ambitious drainage improvement programs in our State.
The first phase has recently been completed in the Ardmore neighborhood and floods and sandbags are no longer a way of life there. Other areas of work include East Bay, Calhoun and Meeting Streets.
Our City's transportation infrastructure is solid. Mayor Riley led the fight to obtain federal and State dollars for the James Island Bridge, the Highway 61 Expressway and Connector. He will continue to fight for federal and State assistance in replacing the Grace Memorial Bridge.
For a city with limited available land, parking requirements can be the death knell to economic development efforts. Since 1975, Mayor Riley has overseen the creation of over 4,000 new parking spaces. This significant increase has allowed projects like the Omni Hotel to be built, King Street to survive and visitor traffic downtown to be reduced.
During Joe Riley's tenure, preservation has increasingly become a way of life for our City and is seen by many as the quality which helps define our City. In an effort to ensure further protection of our heritage, the City in recent years has expanded the historic district, implemented height restrictions and developed other innovative urban planning tools. His commitment to preservation and urban planning was recognized in 1990 by the National Trust for Historic Preservation when he was given the prestigious "Honor Award".
It was Mayor Riley's vision that initiated the return of Charleston's waterfront to our citizens. Our Waterfront Park is one of the most successful urban spaces created in this century. Development of the Sunrise Park on James Island and the Union Pier area and the proposed Maritime Center and Aquarium will ensure increased public access, further restoration of the water's edge, and greater understanding and appreciation of our natural environment.

THE RILEY RECORD

On Residential Property Tax Relief and Fees

Over the last six years the City's effective millage rate has decreased. City taxes for most homeowners are lower in 1995 than five years ago.
The 1995 effective City tax rate is at the lowest level in 25 years. As a result, Ron Fulmer's City taxes on his home are $135 lower than six years ago even though the County reassessment program raised the value of his home by more than 50 percent.
Even though City taxes on his own home have declined, Ron Fulmer's overall tax bill has increased. If he pays more taxes now than he did six years ago, it is because the School District and the County have raised his taxes more than the $135 decrease the City has provided. Joe Riley does not control School Board and County tax rates.
For years Joe Riley has fought for property tax relief first by urging the General Assembly to pass the Hotel Accommodations Tax and more recently by urging the General Assembly to allow citizens to vote on the Local Option Sales Tax. These measures alone contribute more than $7 million to residential property tax relief each year.
Last year, Joe Riley asked the General Assembly to put a freeze on property assessments for all those who qualify for homestead exemption and to allow only a cost of living assessment increase for all home owners until such property is sold. Joe Riley will continue his fight for property tax relief. He will again urge the General Assembly, as he did last year, to correct the injustice caused by the State and County system of reassessment.
He has sought to diversify City revenue sources to ensure that those who directly benefit from specific public services participate in paying for such services. This includes tourists, area residents and those who otherwise do not pay property taxes to our City.
The Stormwater Fee results from the Stormwater Management Act adopted by the General Assembly in 1991. The Mayor's opponent complains about what he calls the "rain tax". Yet, during his first year in Columbia, he and his colleagues passed legislation imposing these duties upon local governments without providing adequate funding. Instead, it authorized local government to establish a fee system or tax assessment to meet the costs imposed upon them. Since the State imposed the responsibility but provided no money, local governments are given little choice but to use taxes or fees as the General Assembly provided.
The Mayor is against such unfunded mandates but until the General Assembly quits passing them there is little City government can do but obey what the General Assembly and DHEC tell us to do. Joe Riley will continue his fight to have the General Assembly stop passing unfunded mandates just as he will continue to fight to prevent rapidly increasing homeowners' assessments.

THE RILEY RECORD

On Leadership

We have a City administration second to none in emergency response. Mayor Riley's leadership during Hurricane Hugo impressed the nation and did much to ensure the rapid recovery of the entire region. He was the region's leader and named "South Carolinian of the Year" in 1989 by WIS-TV.
Mayor Riley's leadership has ensured that racial harmony has been a way of life for the last 19 years. We have a City council that has six white members and six African American members. They work well together and effectively represent the City's constituents. Our City staff has exemplary people of all races serving in senior management positions.
Joe Riley's outstanding reputation nationally, as one of America's finest mayors, is something we can all be proud of. He has continually been recognized by his peers for his innovative leadership as in 1985 when he served as president of the U.S. Conference of Mayors.
The spirit of regional cooperation Mayor Riley fostered during the past two years as we fought base closure and then attempted to begin recovery is unprecedented in our region's history and will be the key to the region's economic growth.
Mayor Riley's attention to detail and love of our City's natural beauty have ensured that our waterfront park and other public structures are of the finest quality and truly enjoyable spaces.
Citizen involvement continues to be a way of life in Charleston because Joe Riley has actively encouraged and pursued such involvement. Since 1975, over 70 neighborhood councils have been established. He and his staff have worked to support these councils so that citizens will have a legitimate voice in local government.
Over 300 citizens are serving on commissions such as the Tourism Commission, the Mayor's Council on the Homeless and the Mayor's Commission on Children. The degree of involvement and impact on City policy of these commissions is unmatched in any city our size. It is a compliment to Joe Riley that in this day and age, so many citizens are willing to get "involved in politics".
Joe Riley is a man of vision, integrity, loyalty, honesty and leadership. We are proud he is our Mayor.