The Mayor's Desk
I've learned a few things since becoming mayor in 2008.
One of the most difficult lessons has been that people talk about change, and say they want it — but when you go to do it, well, that is a whole different story.
I remember in the rigorous mayoral campaign in 2007 in which seven of us were vying for the seat, there were lots of debates and discussions about the future of Gloucester Harbor. One thing mentioned frequently was a hotel at the site of the Birds Eye building, and how great that would be. I heard that from people in every neighborhood all over the city. So when I took office, I charged ahead!
We all know what happened to that idea. Hundreds of people came out in droves, wearing T-shirts that said "Save The Fort" in public meeting after public meeting. Suddenly, I was the evil mayor that was going to wreck the soul of Gloucester.
So, as we look for a future location for the seat of local government, I keep the hotel in the Fort debate in mind.
How many of us have heard in casual conversation, "the city should just move all the offices up to Fuller School"? I have heard that time and time again.
But rather than just charge ahead with the idea, the more seasoned mayor in me says: "Whoa. Let's take a long look at this, think it through, have the community weigh in, gain consensus on direction, and then move ahead."
Last year, I appointed an ad hoc Facilities Committee to document the use of city facilities, define the inadequacies, and to make recommendations for future long-term investments. The report is out, and stops short of making recommendations. Rather, it lays out two feasible alternatives:
Consolidate all offices up at Fuller School.
Compile a few properties within walking distance of City Hall, and consolidate city offices in a downtown, campus-like setting.
These two scenarios were spelled out at the listening post held this past week. After the presentation, the Facilities Committee and the administration sat back and just listened as 20 people out of the audience of about 60 stepped to the microphone and shared their thoughts. Quite a few others have written letters.
What the administration is looking for at this time is direction. There are decisions that have to be made in the short-term that should be consistent with any long-term plans.
For example, the five-year lease at Pond Road is up at the end of this year. If the community sentiment is to move to Fuller School, we would take steps to end the lease or negotiate a shorter lease at Pond Road, and plan for a partial move to Fuller pending approval of the School Committee.
However, if the direction is to locate city offices downtown, we would take steps to move those offices downtown. If the court moves as feared, then the second floor of the police station might be a good spot. The School Committee would be taken out of limbo, and could start their planning process for what should be done with Fuller School.
The listening post format is an excellent method for gaining a sense of the type of change that will be supported by the community. I am not sure that a couple of dozen people's views are enough to set firm long-term plan in motion, so we'll be looking for more input in the weeks ahead. The Facilities Committee serves as the listening panel, and they will compile what they hear as the community's values which will then guide specific proposals going forward.
In April and May, we head out to the neighborhoods for what is now the third Annual State of the City address delivered by my administration. This year's theme is "State of the City's Infrastructure," and we will pose the question about city facilities as well.
We'll wrap up with one more listening post on the downtown civic center vs. Fuller question at the end of May, and by then we should have a good sense of the long-term direction that will be supported by the community.
Change is hard, and I've learned that the way change is handled matters.
Carolyn Kirk is mayor of the city of Gloucester.
