Brown for Atlanta

Policy Book and Platform

June 2009

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June 24, 2009

Dear Friend,

Thank you for taking the time to read my policy platform.

I have traveled all over the city, seeking input from Atlantans about the
issues they face every day. From East Atlanta restaurant owners to West
End seniors, the ideas they shared have sparked a dialogue that I hope to
continue throughout this election and beyond.

Pennsylvania Economy League states in its report entitled “Structuring

Healthy Communities Part 1: Revenue Generation and Fiscal Health”
analysis of revenue and related data shows a clear path of five stages that
municipalities follow toward fiscal distress:

1. Prosperity with low taxes. New development increases the revenue

base, with limited demand for services. Infrastructure is new and paid
for by developers. In this stage, revenues are increasing faster than
the rate of inflation and faster than the cost of services.
2. Increasing demand for services and gradually rising tax rates and
service fees. The pace of new development has slowed, yet citizens
demand more services. Tax rates and fees are increasing, but there
still is a strong tax base. The rate of revenue growth is starting to
slow.
3. Reductions in non-core services. Tax base increases are minimal, yet
demand for services continues to grow. Taxes increase while non-core
services are reduced.
4. Reductions in core services. There is a mismatch between revenues
and expenditures that results in a tax structure that is non-
competitive with some neighboring municipalities. Core services such
as public safety and infrastructure maintenance are reduced. Total
municipal revenues begin to decrease.
5. Loss of tax base and distress. There is a noticeable decline in the
number of households as residents begin to “vote with their feet.” The
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 municipality is fiscally distressed, with declining revenues and a
declining property base.1

Atlanta has completed the five stages and we must now hard to create
creative strategies for revenue generation beyond an increase in taxes.

Real leadership is about looking toward the next generation, not the next
election or next job. It requires something more than just rhetoric. Real
leading starts with listening, and that is exactly what I have done and will
continue to do.

What is been lacking is an opportunity for Citizen input and satisfaction to

impact current and ongoing Atlanta government policy.

As a scholar, I believe in Total Quality Management (TQM). TQM is a

description of the culture, attitude and organization of a company that aims
to provide, and continue to provide, its customers with products and
services that satisfy their needs. The culture requires quality in all aspects
of any company’s operations, with things being done right the first time,
with defects and waste eradicated from operations.2

So how would TQM approach impact Atlanta? As a mayor of Atlanta, I

would ensure that City’s focus is always upon better quality services to the
customer - Atlanta citizens.

Upon becoming mayor, the following process will done to ensure that there
is constant cycle of efficiency for Atlanta Citizens:

• An Extensive Audit and Review of the City related key topic areas:
Public Safety, Environment, Urban Planning/Infrastructure,
Revenue Generation, Accountability, and Transportation

• Obtain feedback from Atlanta Citizens through Focus groups, online

and telephone surveys.

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• Create a 5-year plan based on the Citizen feedback and the extensive
audit/review. Release long-range plan to citizen but in easier to
understand format.

• Focus on the Key Findings and Recommendations. The

Recommendations will be implemented with date specified phases.
The level of transparency will help to show a level of measureable
accountability need for Atlanta Citizen satisfaction.

• Roll out Phases based on deadlines. Deadlines are important for

measureable accountability. Continuous integrated Atlanta Citizens
concerns throughout the process.

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The only way for the city to change its direction is to change its perception
through its Citizens and by those employed by the City to change the way
the city is run.

I have always believed that only the Citizens of Atlanta can change the city.
This document is a testament to that faith. As you read these pages,
remember to add your voice to this discussion. Please keep sending your
suggestions to ideas@brownforatlanta.com

Together, we can reinvest in Atlanta.

Sincerely,

Dr. Tiffany Brown

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 Table of Contents
Public Safety ............................................................................................................................................ 8
Change Ambassador Force to auxiliary police.................................................................................... 9
New police officers and firefighters ..................................................................................................... 9
Increased upgrades to police and firefighters facilities ...................................................................10
Authorize Police Advisory Commission ............................................................................................10
Institute Fire and Rescue Advisory Commission ............................................................................11
Volunteer Firefighter Program ...........................................................................................................11
Implement a Campus Watch Program ..............................................................................................12
Taxicab Commission ............................................................................................................................13
Increase Block Watch Program ..........................................................................................................13
Create a Public Safety Director ...........................................................................................................13
Environment .........................................................................................................................................14
Increase more green space ..................................................................................................................14
City Recycling program........................................................................................................................14
Investigation of green technology ......................................................................................................15
Anti-littering Program .........................................................................................................................15
Implement Tree-Memberance Program ...........................................................................................15
Separation between storm drain and water pile system .................................................................16
Creation of Landfill Site .......................................................................................................................17
Revenue Generation ...........................................................................................................................17
Proposed .atl domain for $10 a year to individuals, merchants and various organizations. .....18
Commercial Parking tax for non-residents .......................................................................................19
Revitalize Underground Atlanta and old building for World of Coke...........................................19
Atlanta will be the Home of Small Businesses .................................................................................21
Increased TAD districts .......................................................................................................................22
Implement a structured,cost effective street vendors program ....................................................22

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 Reemergence of New Entertainment District in Atlantic Station ...............................................23
Urban Planning ....................................................................................................................................24
Establish Home Again program .........................................................................................................24
Encourage the development of well-defined business districts .....................................................25
Condo moratorium for five years .......................................................................................................26
Infrastructure .......................................................................................................................................26
Streetlight Commission .......................................................................................................................27
Complete redesign of Atlanta street patterns for Massive Control ...............................................27
Create Traffic Department Liaison to work with citizens, city, and GADOT. .............................27
Establish comprehensive 10 year plans for each NPU in order to deal with growth related to
their specific problems --Strategic Neighborhood Action Plans (SNAPs)....................................28
Infill development Specialists liaisons between citizens and development. ...............................28
Service Consolidation of City/County Services ................................................................................29
Separation between Water lines & Sewage Drainage ......................................................................29
Implement Public Improvement Program........................................................................................30
Transportation .....................................................................................................................................30
Accountability .......................................................................................................................................31
Increased pubic private partnerships ................................................................................................31
Performance based pay ........................................................................................................................32
Make councilpersons full time instead of part- time .......................................................................33
Mainstream the Complaint Process ...................................................................................................33
Make sure city government is as lean as possible ............................................................................34
Create an internship program.............................................................................................................34

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I will fight for the urban pioneer.

When you moved to Atlanta, revitalization was beginning. You believed in the “work, live, play”
community concept.

Our current reality is very different. A lack of public safety and infrastructure prevails. You
worry about copper wire being pulled from your homes. You worry about your home or
businesses being burglarized time and time again. You worry about jogging in certain parts of
town.

There’s more to a community that just real estate. As a citizen of Atlanta, you must feel safe and
protected while having basic community needs met (streetlights, paved roads, safe bridges).

In spite of these trends, research shows that a healthy and vibrant downtown boosts the
economic health and quality of life in a community. Specifically, it creates jobs, incubates small
businesses, reduces sprawl, protects property values, and increases the community’s options for
goods and services. A healthy downtown is a symbol of community pride and history.3

But revitalization projects are complex, with no easy answers or guaranteed results for cities. In
the Southeast, revitalization efforts have achieved mixed success.4

We must take control of our city on a grassroots level. Government cannot solve our problems if
we don’t articulate our needs. We must reinvest in Atlanta and become a shareholder! This
policy report will highlight my changes I would like to implement for Atlanta with fresh ideas
and potential funding sources.

PUBLIC SAFETY

What is a story city? A city that projects a conception of itself that creates opportunities and
encourages its residents to dream beyond themselves.5 But Atlanta has some ways to go before
we can become that story city. Atlanta is the nation’s second least safe city, according to an
independent analysis of FBI crime statistics in 2008.

The ranking, compiled by the Web site Real Clear Politics, was derived by dividing the total
crimes detailed in the FBI’s report by city population. Atlanta’s per-capita crime rate measured
at 16 percent. Property crimes, however, rose 7.6 percent in Atlanta; nationwide, a 1.6 percent
decrease was reported — the first time property crime fell since 2003. Burglaries and larcenies
were both on the rise locally, the FBI said. 6 As Mayor of Atlanta, Public Safety will be my top
concern.

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Complete Reorganization of Atlanta Police Department

As Mayor of Atlanta, I will request a complete reorganization of the Atlanta Police Department
due to its recent problems. I will review the way the Department operates, always with an eye
toward improving the way the Atlanta police Department protect residents.

Change Ambassador Force to Auxiliary police

The Ambassador Force, a team of approximately 50 people who walk beats throughout the 120-
block downtown district, providing directions and information for visitors, workers and
residents was instituted during the 1996 Summer Olympics.

I would like to eliminate the Ambassador Force and make them an auxiliary police unit. They
will be recruited, trained and equipped by the Police Department.

Auxiliary Police will provide extra "eyes and ears" for the Police Department by performing
uniformed foot, vehicle and bicycle patrols. They will be trained to observe and report
conditions requiring the services of the regular police. Whenever possible, they will assist in
non-enforcement and non-hazardous duties. The following are some quality of life areas in
which the Auxiliary Police will assist the Police Department:

• Loitering
• Prostitution
• Public intoxication
• Public Drug Use
• Littering
• Public nuisance
• Code enforcement for sidewalks 7

This will give the Atlanta Police time to focus on actual crimes instead dealing with Quality of
Life Issues.

New police officers and firefighters

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I propose to increase the number of police officers and firefighters along with making their
salaries more competitive with other Metropolitan Atlanta departments.

Increased upgrades to police and firefighters facilities

I propose police and firefighters facilities be upgraded to ensure a stable, safe, environment for
them to protect the community. According to the 1998 The City of Atlanta State of the City’s
Infrastructure Report, 16 fire stations were past lifecycle and suggested that it was more cost
effective to replace these stations than to renovate and upgrade them. Many police precincts
lack adequate bathroom facilities, locker or show facilities, conference rooms, break rooms and
secure parking. Further, SWAT officers currently operate in substandard trailers that are over 35
years old.

Authorize Police Advisory Commission

As Mayor, I would authorize a Police Advisory Commission. The Atlanta Police Advisory
Commission would be the official civilian oversight agency of the City of Atlanta for the Atlanta
Police Department. The general mission of the Commission is to improve the relationship
between the police department and the community. The Commission, in its diversity of
composition and in its functioning, is intended to represent the external point of view of the
Atlanta citizenry.

The Commission will be authorized by Executive Order to conduct investigations of individual

citizen complaints of police misconduct, and/or studies of police department policies,
procedures or practices. Findings and recommendations made by the Commission are
forwarded directly to the Mayor, the City Managing Director and the Police Chief for their
review and appropriate action.

The commission will be created with the help of The National Association for Civilian Oversight
of Law Enforcement (NACOLE). NACOLE is a non-profit organization that brings together
individuals and agencies working to establish or improve oversight of police officers in the
United States. NACOLE is dedicated to promoting greater police accountability through the
establishment or improvement of citizen oversight agencies by:

• organizing an annual training conference to increase the knowledge and skills of staff
members and volunteers who work in oversight

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 • providing technical assistance and advice to jurisdictions
• identifying best practices as they emerge from the experiences of members
• encouraging networking, communication and information-sharing
• furnishing information to government officials and community representatives 8

Institute Fire and Rescue Advisory Commission

I will establish a Fire and Rescue Advisory Commission, comprised of eight non-Atlanta fire
service members. The scope of responsibility would be:

1. To serve in an advisory capacity to the City Council in the implementation of the Fire
Protection Master Plan and future strategic planning for the Fire and Rescue
Department.
2. To serve in an advisory capacity to the Fire Chief relative to Fire Protection, Rescue and
Emergency Management issues.

It must be emphasized that the Commissions' primary role is advisory in nature, both to Fire
Department staff and City Council. However, Fire and Rescue Advisory Commission also has
quasi-judicial responsibilities to hear variance requests related to Fire Code issues and select
sections of the Uniform Building Code and Uniform Fire Code.

Volunteer Firefighter Program

I would institute a Volunteer Firefighter Program for Atlanta Fire Department. Volunteer
firefighting is a very rewarding and valuable way to serve your community.

Atlanta Fire Protection Department volunteers would perform many of the same duties as the
paid staff, including responding to all types of emergency calls: structure, vegetation, vehicle,
and other fires; medical calls; vehicle accidents; public service assists, etc. In addition,
volunteers assist with equipment maintenance before and after calls, assist with station cleaning
and maintenance, and participate in City’s community service and public education functions.

Volunteer firefighters will not be paid, but they can get reimbursed. Reimbursement is usually a
small amount of tax-free money for time spent on shifts, responding to calls and training. The
amount is usually at the discretion of the department.

Many departments require a minimum number of volunteer hours per month. Ask whether your
local fire department has minimum participation requirements. Atlanta Fire Protection
Department provides all necessary training and personal protective clothing.

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Their dedication and commitment are integral to our ability to provide the very best service to
those who need our help. Volunteers contribute a great deal. In return, they receive career
training and experience; first aid training; workman’s compensation insurance; a small stipend
for responding to emergency calls; and—the greatest benefit of all—the satisfaction derived from
helping those in need.

Implement an Campus Watch Program

I plan to implement a Campus Watch program. Campus Watch is a safety initiative focusing on
the protection and security of students and college personnel. The program is uniquely tailored
to fit the needs of each academic institution, which vary in size, number of students and physical
layout. Campus Watch is also intended as a proactive strategy against incidents of school
violence that have recently made headlines in other communities.

Each College and University will receive posters, which may be personalized for each campus,
that feature information about Crimestoppers, the city's anonymous crime tip hotline. Quick Tip
cards in Spanish and English will be distributed in the college and universities. Students and
faculty will also have access to the Citizen Observer website, where they can learn about recent
criminal activity, crime trends and crime prevention. Security surveys and safety seminars will
also be provided and Atlanta Police Department personnel will be available to serve as guest
instructors. Campus Watch will utilize text messaging, one of the most popular methods of
communication among today's students. For those who prefer not to call the crime tip hotline, a
text message may be sent to Crimestoppers safely and anonymously 24 hours a day, 7 days a
week.

Atlanta Campus Watch will be modeled after Louisville Kentucky’s success program. Kentucky’s
program combined with their other effort contributes them being ranked #5 in 2008 one of
America’s top 100 safest cities.

Create a MetroWatch Program

As Mayor of Atlanta, a MetroWatch Program will be created. MetroWatch, will be the city's new
interactive initiative that literally puts crime fighting at the tips of the residents' fingers. The
online crime mapping tool allows citizens to log on to a computer and learn what crimes have
occurred in their neighborhood during the past 30 days.
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By typing in a single address or an intersection, citizens can search crimes in the area. Those
crimes include: assaults, auto thefts, burglaries, homicides, robberies, thefts, thefts from
vehicles and vandalism. Users may also access the exact location where the crime occurred and
find out how many incidents were reported to the police. A Crime Tips link will let the user
report information directly to the police. The crime mapping tool can only search incidents
occurring in City of Atlanta. Sex crimes and domestic incidents are also excluded from the
search feature so victims of those crimes cannot be identified.

Atlanta MetroWatch will be modeled after Louisville Kentucky’s success program. Kentucky’s
program combined with their other effort contributes them being ranked #5 in 2008 one of
America’s top 100 safest cities.

Taxicab Commission

I propose a commission of elected officials, citizens, and community leaders is formed to

monitor the regulations associated with taxicab industry.

Increase Block Watch Program

As Mayor of Atlanta, I would increase the amount of Block Watch Programs all over the cities.
The Block Watch program fights the isolation and separation that crime creates and feeds upon,
it forges bonds among area residents and businesses, helps reduce burglaries and other crimes,
and improves relations between the police and the community they serve.9

Create an Public Safety Director

Atlanta citizens emphasize consistently that public safety was their No. 1 concern. The public
safety director will bring much needed managerial attention and focus on the coordination of all
public safety activities and functions in our city and will ultimately lead to a safer Atlanta.

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 ENVIRONMENT

Atlanta, which was once thought of as a prosperous city and the ‘capital’ of the New
South, is now known as Sprawlanta, and has one of the largest sprawl problems in the
Southeast. The Atlanta metropolitan region has become the “epicenter of the nation’s struggle
with road congestion, air pollution, and overdevelopment." Sprawl is random unplanned growth
characterized by inadequate accessibility to essential land uses, such as housing, jobs, and public
services like schools, hospitals, and mass transit.10

We must make a greater effort to consider the effects on healthy environment when planning for
the future. As Mayor of Atlanta, I will ensure that environment will continue to be a priority.
Here are some additional solutions to Atlanta’s environmental concerns:

Complete Reorganization of Watershed Department

As Mayor of Atlanta, I will request a complete reorganization of the Watershed Department due
to its recent problems as part of a plan to improve coordination and planning of water policy. I
would like to carefully review the way the Department operates, always with an eye toward
improving its efficiency and quality including their billing processes.

Increase more green space

I will propose to continue the City’s commitment to greenspace. Greenspace, especially in the
form of parks and nature preserves, are integral parts of every American city. By offering
opportunities for recreation, reflection, and relaxation, parks improve community health and
increase property values. They provide habitat for numerous species of animals and plants, and
cool city air through transpiration and evaporation.11

City Recycling Program

I will institute a Recycling Program. Recycling conserves landfill space, energy, and natural
resources. Recyclables are easily marketed and find their way quickly into new, useable
products. Recycling sparks a powerful cycle of events that saves our environment and makes our
community a better place to live.
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Recycling will be available to all City of Atlanta residents, either through Curbside
Recycling collection or through Drop-off Recycling Locations. Private waste haulers are required
by Metro Solid Waste Regulations to offer curbside recycling collection to any customers who
request it.

Investigation of green technology

It’s been said that the best way to predict the future is to invent it, and US mayors are intent on creating a
future for their cities that is “green”. “Green” is the general term used to describe efforts to reduce waste
and clean up the environment, and US mayors see the green movement as a new engine for economic
growth and job creation. Promoting mass transit, bikeways, mixed-use neighborhoods, and biodiversity
represents not only more potential jobs, but also a culture change in the way American cities have been
designed and perceived. I propose as Mayor to give special tax incentives for those citizens and small
businesses who embrace green technology12

Anti-littering Program

I will institute an Anti-Littering Program. City Government spends about $2 million dollars
every year to clean up litter and trash, including:

• Providing support services for organized neighborhood cleanups including debris and
trash bag collection, sidewalk sweeping and walk-behind vacuums.
• Removing illegal signs from right-of-ways including utility poles.
• Providing trash receptacles for downtown pedestrian traffic.
• Contracting to remove litter along highways and interstates.
• Educating the public on how litter impacts our community and changing behavior.

The program includes many government departments as well as citizen groups and individual
volunteers. The program starts with cleaning up the litter that is already on the ground and
encouraging individuals to pitch their trash into the basket. The program also looks for new
ways to prevent litter through education and media relations.

Implement Tree-Memberance Program

I will promote a Tree-Membrance Program that was instituted in Louisville Kentucky. Tree-
Membrance program is a unique way to commemorate a special holiday, anniversary or
birthday. A Tree-Membrance tree is a thoughtful way to remember someone who has passed on
or to celebrate the birth of a child.

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For a donation of $300 you will receive a tree that will be located in a grove in one of Atlanta’s
Parks. In addition, a certificate will be sent to the person or family for whom the tree is
dedicated along with a notification of the location of the grove where the tree will be planted.

Separation between storm drain and water pile system

I am committed to insuring that the water and sewage infrastructure is complete, and I advocate
separation between sewage lines and storm drainage.

Approximately 15 percent of Atlanta 's sewer system involves a combined sewer system, whereby
sanitary sewage and storm water are combined in one pipe. The combined sewer system
primarily located in the central core of the city and surrounding areas, overflows several times a
year, spilling sewage and storm water into neighborhood streams and other waterways.

The city can achieve full sewer separation in the South River Basin by 2012 and I am committed
to this water and sewage infrastructure being done properly.

Realizing the promise of solar power

I propose a city plan for expansion of solar technology similar to a project being implemented in
New Orleans by utilization of a two year grant of US Department of Energy. Atlanta will
complete a comprehensive city plan for the expansion of solar technology; explore and evaluate
ways in which the City can support or encourage adoption of solar technology; reduce or
eliminate obstacles to solar adoption; stimulate the supply side of the solar marketplace;
continue the process of recruiting private sector businesses to operate here to be involved in the
supply of solar technology; and begin to train developers, builders and craftspeople about the
technology, and educate the public on the benefits and affordability of solar power technology
for their homes and businesses.13

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Creation of Landfill Site

I plan to open a new landfill within the first three years in office. The landfill innovations that
will be used include:

- alternative daily covers

- improved initial compaction as well as recompaction
- lowering of base grades when groundwater conditions allow
- proper and consistent management of garbage cells
- the installation of a landfill gas extraction system, including 30 wells buried from 30
feet to 80 feet into the waste, two miles of header pipe, a condensate tank, blower and
temporary candlestick flare
- the connection of an experimental fuel cell to this gas extraction system. The
phosphoric acid cell functions much like a battery, using methane to produce both
electricity and heat, and is part of an EPA demonstration project.

The city should pursue the abandoned area as a landfill site with two main goals: a long-term
destination for its solid waste, and, if possible, local control.

REVENUE GENERATION

Atlanta is the hub for much of the state’s economic growth. It also provide arts and
culture venues and important local services such as emergency response, sanitation
services and public safety. But Atlanta is facing tough challenges when it comes to
generating sufficient revenue to meet the growing demands associated with shifts in
population and the economy.

The revenue-raising capacity refers to the maximum amount of revenue a government

can raise at a standard (often average) tax rate, or set of tax rates when there is more
than one tax instrument. Generally, the revenue raising capacity of a local government is
not fully realized as a result of which the revenues actually raised are far below those
measured by the capacity.

Maximum revenue capacity as a function of the economic activities in a jurisdiction

can be expressed as:
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We must raise the City of Atlanta’s revenue capacity. City of Atlanta must balance a need
for economic development with the need to ensure that this development is sustainable,
responsible and fair. Although this balancing act increasingly means that economic
development requires regional as well as local planning, current development strategies
often undermine regional cooperation.

At the same time, the limited set of tools that City of Atlanta can use to generate
revenue often disproportionately affects the budgets of low-income households. 14As
Mayor of Atlanta, I propose the following ideas to generate revenue.

Proposed .atl domain for $10 a year to individuals, merchants and various
organizations.

I proposed selling atl domain for $10 a year to individuals, merchants and various organizations.
New York City has already started this revenue generating tool and other cities are sure to
follow. New York expects to generate millions of dollars a year through the sale of Web
addresses ending in .nyc.15

Domain names help computers find Web sites and route e-mail. Adding new suffixes can make
it easier for Web sites to promote easy-to-remember names - given that mainly of the best ones
have been claimed already under ".com."

First, it must get approval from the Internet Corporation for Assigned Names and Numbers
(ICANN), a nonprofit group that controls creation of new Web addresses. ICANN is expected to
allow cities around the world to acquire Web addresses in their names this summer. 16

This is a great innovation way for the City of Atlanta to gain revenue and make searches easier
with this tool since you would know that individuals, merchants and other organizations are
based in Atlanta.

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Commercial Parking tax for non-residents

As Mayor of Atlanta I plan to institute a 5% commercial parking tax for non-residents of the City
of Atlanta. All residents of Atlanta will be able to park for free and will receive a parking decal.
To receive the decal they must have a utility or other residential bill in their name with an
Atlanta address. There is a tax imposed on every person for the act of parking a motor vehicle in
a commercial parking lot within the city of Atlanta. The tax is levied upon the person owning or
operating the motor vehicle and shall be collected by the owner or operator of a commercial
parking business on behalf of the City. Such taxes are held in trust, and shall be remitted to the
City accompanied by tax forms obtained from the Director. The majority of commercial parking
businesses will remit the collected taxes on a monthly basis.

Revenue from the commercial parking tax will be used by the City only to fund the maintenance
and improvement of local transportation infrastructure. The parking tax will:

• Result in reduced car traffic and safer streets. Research indicates that a 10%
parking tax increase results in a 1-6% reduction in parking demand, with a 3% reduction
being most common. Less car traffic means safer streets, with fewer pedestrian and
bicyclist injuries and fatalities.
• Not prevent anyone from making their trip. People can continue to drive alone
and pay the small increase themselves, or they can carpool and split the cost of parking,
or they can avoid the tax altogether by shifting to other modes for many of their trips. In
other words, a parking tax is one of the few taxes that people can choose to opt out of.
• Be the only new revenue source under consideration that is socially
progressive, will not slow economic recovery or be perceived as a ‘jobs
killer,’ and is environmentally-beneficial. Sales taxes are relatively regressive and
can’t be avoided (except by making fewer purchases in SF). Payroll taxes or gross
receipts taxes could be perceived as ‘job killers.’ And none of these taxes have the
positive impact on the environment that the parking tax does. As any economist will tell
you: good public policy is to raise taxes on those activities you want to see less of, not
more. 17

Note: The tax is imposed upon the consumer, not the commercial parking business. However,
the City ordinance requires the commercial parking business to collect the tax from its
customers and remit it to the City.

Revitalize Underground Atlanta and old building for World of Coke

I propose that Underground Atlanta become a shopping district similar to The Grove in Los
Angeles complete with a movie theater in the old site of The World of Coke.

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Reopened in 1989, Underground is supposed to offer a complete family experience with retail
shops, specialty and gift shops, fast food in the Old Alabama Eatery, unique features and
entertainment, special events and fine restaurants. Underground Atlanta is now an eyesore and
no longer brings in large amounts of revenue. I proposed an additional renovation beyond the
Underground itself, but to renovate the areas around Underground Atlanta, including Five Point
Marta Station which will attach tourists to walk down from Centennial Park .1[2]

Retailers, wholesale buyers, designers, stylists, students, shoppers and residents all converge
here.

Among the list of names are fashion lines appealing to a large audience along with up and
coming specialty boutiques such as Abercrombie & Fitch, American Girl Place, Anthropologie,
Arden B., Banana Republic, Gap, BabyGap, GapKids, and H&M will be all represented. This will
be a great place for those who work in the city to shop without getting in their car.

Whether you're a wholesale buyer reviewing the latest collections in the District's designer
showrooms, or a shopper on the prowl for a bargain - it's all here: apparel and accessories for
the entire family, textiles, flowers.

The development can be called The Stores at Underground, a place where everyone can stroll,
shop, dine, and people-watch along a street closed to automobiles. This outdoor shopping center
expresses a nostalgia for a time that never existed but which Atlantans yearn for nonetheless.

I also propose to renovate the previous world of Coke and turn it into a Loews Theater.

The Loews Grand Theatre was located at 157 Peachtree Street and it seated 2044 people. The
Grand was closed in 1978. This facility was re-decorated in an Art Deco style when Lowes took
over operation. The theatre was reportedly heavily damaged by fire, although the fire was in an
adjacent structure. Most likely, smoke damage and the desire for the property's prime site led to
its demolition. The theater will be rebuilt in downtown Atlanta on Peachtree Street in order to
provide movie entertainment currently the closest theater is about ten minutes away and
difficult for tourists to find.2[1]

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This area would have a slight higher sales tax and additional revenue will help fund many of our
new initiatives.

Atlanta will be the Home of Small Businesses

Atlanta benefits from an economy that is more skewed toward technology than manufacturing,
so it has fewer industries suffering from long-term, non-cyclical declines. The more small
businesses, the more potential for jobs and increased revenue. That technology base plus a
strong presence of higher education helps to create a skilled pool of potential workers. This
makes Atlanta a great place for small business owners. As Mayor I will propose the following:

• High-Wage Jobs Tax Credit will be implemented. Eligible employers can take a credit of
10 percent of wages and benefits for new employees earning at least $40,000 in
economic base jobs. The credit, up to $12,000 per eligible employee for up to four years,
is against state gross receipts, compensating, withholding tax and associated taxes but
not local gross-receipts taxes.
• Angel Investment Tax Credit is 25 percent of a qualifying investment, up to $25,000. An
investor may claim credit for up to 2 investments per year and invest in the same
business for 3 years.
• Employer wage credits of up to $3,000 for wages and certain training expenses paid on
behalf of a qualified zone resident that works within an EZ
• Tax deductions of up to $37,500 of the cost to certain EZ property
• Tax-exempt bond financing for businesses seeking to expand within the EZ
• Employer wage credits up to $2,100 for hiring "high-risk youth" who reside in
Empowerment Zones or Enterprise Communities
• Empowerment Zone businesses that are located in one of Chicago's Enterprise Zones
may be eligible for additional benefits, including property, sales and income tax relief
• Exemption from city & state sales tax on building materials purchased in Chicago
6.25% sales tax exemption on machinery and equipment used in manufacturing or
assembly, or pollution control
• Exemption from the state tax on gas and electricity as well as administrative charges
• Exemption from real estate title transfer tax
• $500 income tax credit for each job created for disadvantaged or dislocated workers
• Sales Tax Credits on qualified property.
• Wage Tax Credits for 5 years for hiring eligible employees. New welfare-to-work
incentives may also qualify you for federal wage credits.
• 100% Net Operating Loss Carryovers available up to 15 years.

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Increased TAD districts

In a nutshell, TADs and TIFs are tools used by governments to provide financing for
infrastructure and other improvements needed to improve a blighted area in a municipality. The
financing for these improvements comes without having to raise millage rates…by increasing the
property value of the blighted area, the government will collect enough additional tax revenue
from that area to pay back the money issued for the improvements.

TADs are not the same as abatements where the property owner doesn’t pay taxes or pays an
incremental amount of property tax for the first 10 years as an incentive to purchase in a
blighted area.

When used properly, TADs are an excellent way to improve neglected areas without placing a
financial burden on the surrounding property owners.

I fully support the use of TAD funding for the certain areas particularly where Housing Projects
have been removed. It is only logical that properties near redeveloped TAD projects will be
improved as well without the assistance of local government funding.

Implement a structured, cost effective street vendors program

I propose the City of Atlanta institute a structure street vendor program similar to New York’s
program.

Street vendors can be good for the city because they provide a sense of safety with vendors and
create an urban feel and draw more foot traffic. They also bring in revenue in various ways.

Vendors can operate at about 100 locations in the city. Most are located downtown. Other
permitted areas include pockets of Midtown and the West End. Street Vendors should be
extended into other areas of town including the City’s Parks. These vendors should be extended
not just to individuals also major businesses.

The city should create a program for street vendors to learn basic accounting, tax, and
marketing skills. Rather than being driven into remote “market” sites, vendors should be given
low-interest loans to move into vacant storefronts. The city should consider providing storage
depots for vendors to keep their goods and pushcarts at night.

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Vendors would be allowed to bid for a site only after submitting a detailed business plan
outlining their experience in the trade, past violations, revenue estimates, and proposed
products and prices. A manual detailing the process should be created as well.18

A Street Vendor Review Panel should be implemented and placed in charge of determining
which streets would be closed to vending.

Reemergence of a New Entertainment District in Atlantic Station

The proposed Atlantic Station Arts and Entertainment District concept combines the economic
energy and redevelopment potential of the performing Arts Center with broader opportunities.
The proposed concept is to create an enhanced retail and a mixed-use corridor on Atlantic
Station that clusters various arts and late night entertainment uses. The goal is to create a
district that has a balance of arts and entertainment and a positive reflection of Atlanta. The
redevelopment concept envisions a late night entertainment district that revitalizes the area and
provides economic support to the future Performing Arts Center. Atlanta Nightclubs who are
willing to relocate their club to this district will receive a tax incentive for it. Many of Atlantic
Station restaurants are already being utilized as nightclubs on the weekends, so to create a total
nightclub district for this would not be hard stretch.

City of Atlanta has been without a party district since the closing of Buckhead Village District.
Since the closing of the Buckhead Village District tourism has decreased significantly. An
entertainment district is not about the residents of the City but rather for visitors that come to
our great city. The problems the Buckhead Village District occurred due to the lack of urban
planning. It was difficult to control traffic in the area due to the fact the district was in between
two major roads in the city which made it perfect for cruising and traffic jams. This area will be
easier to control to due its ability to cut off from the rest of city if necessary through the 17th
street bridges between Northside Drive and Spring Street. This area would have a slight higher
sales tax and additional revenue will help fund many of our new initiatives.

The goal is to (1) develop an area that has a balance of the arts with entertainment and (2) an
area that reflects Atlanta.

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 URBAN PLANNING

The City of Atlanta grew by 20% between 2000 and 2006, making it the fastest-developing area
in the U. S. at the time. It's a cautionary tale about too much building, too quickly. When you
have buccaneer capitalists making the aesthetic decisions in a deregulated environment, you
have the architecture equivalent of today's economic crisis. There are few storefronts but rather
car-entrance turning circles to massive towers and the barely disguised fronts of huge parking
garages that form the base of many of the tallest buildings. 19 As Mayor of Atlanta, we must get
better of understanding of urban planning and an image to work toward as what we want our
City to look like.

Establish Home Again program

I will also help to establish establishing the ‘Home Again’ program. While vacant properties, in
general, signal a lack of economic activity, large vacant buildings are particularly troublesome
due to the externalities associated with them.

In January 2002, the District of Columbia introduced ‘Home Again’ Initiative to transform
vacant and abandoned residential properties into single-family home-ownership opportunities.
By increasing home ownership and eliminating blight, Home Again helps to stabilize
neighborhoods and contribute to local economic sustainability. In 2003, the Department of
Consumer Regulatory Affairs (DCRA) determined that there are at least 2,700 vacant and
abandoned residential properties in the district. These properties contribute to blight, crime,
and neighborhood instability.3[1]

To address this challenge, Home Again has two goals: 1) Encourage property owners to
rehabilitate and/or occupy their vacant and abandoned residential property; and 2) Acquire,
dispose of, and rehabilitate properties when owners fail to maintain them.4[2]

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Home Again begins by identifying a vacant and abandoned property and contacting the owner.
In some cases, owners rehabilitate their properties after being encouraged by Home Again staff.
In other cases, owners agree to sell their property to the District. If owners fail to properly
maintain their properties, Home Again gains site control through eminent domain or by
foreclosing on the property for delinquent taxes.5[3]

Once Home Again acquires properties, they are bundled according to their geography and
economic potential. Pre-qualified developers then bid to purchase and renovate the bundle.
Home Again requires that developers apply for pre-qualified status to ensure that they are
capable of executing high quality rehabilitation in a timely fashion. Home Again selects a
developer based on several factors including the quality of the proposed rehabilitation and the
unit sale prices. The selected developer has one year from the time of closing on the bundle to
complete rehabilitation. Once completed, the properties are sold by the developer to qualified
homebuyers. Home Again requires that 30% of the renovated properties in a bundle be sold to
homebuyers who earn less than 60% of the Area Median Income (AMI).6[4]

Encourage the development of well defined business districts

I will encourage the development of well-defined business districts. This initiative is an effort to
stimulate and enliven Atlanta's neighborhood business districts--the neighborhood centers
where people interact and essential goods, services, and jobs are provided. This strategy is
intended to reflect changing conditions and neighborhood plan goals.

Atlanta's regulations play an important role in maintaining the vitality and character of
neighborhood business districts. To effectively accomplish Comprehensive Plan and
Neighborhood Plans goals, I will direct Department of Urban Planning to work with citizens
(see public involvement) to improve pedestrian and transit orientation, support job creation,
enhance housing opportunities, and maintain compatibility with surrounding residential areas.
This Commercial Code changes provide a revisit policies and regulations in mixed-use
commercial centers outside of downtown, and update cumbersome and outdated zoning
regulations.

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The amendments to the commercial section of the Land Use Code include:

§ Map pedestrian-oriented commercial cores in business districts.

§ Remove unnecessary obstacles to residential uses in commercial areas.
§ Strengthen pedestrian-oriented street front development standards and guidelines.
§ Simplify categories of uses and establish new allowed maximum size of businesses.
§ Control the impacts of building size by means that allow for wider sidewalks, plazas,
ground-level open spaces, or view corridors.
§ Lower parking requirements based on local demand and to support alternative
transportation. In Urban Centers and high capacity transit station areas, allow the market
rather than the code to determine appropriate parking supply.
§ Encourage customer or short-term parking over commuter or long-term parking.
§ Balance auto access and parking with the needs of pedestrians and transit.
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§ Simplify the City’s regulations so that they are easier to understand.

Condo moratorium for five years

As Mayor of Atlanta, I propose that we must save our skyline from large empty condominium
buildings. In order to ensure this we must have five year moratorium in order to decrease
surplus of condominiums and decrease the vacancy rate. This will also help the City’s urban
development plan and allow the community to take stock of its housing situation.

INFRASTRUCTURE

The strength of a capital infrastructure program is measured by its ability to access the financial
resources necessary to implement replacement and repairs.

Sidewalks constitute of the largest segments of our capital inventory, yet little is know about
them. The actual total length of sidewalks in the City of Atlanta is unknown. Their age and
quality is also unknown. Based on constituent complaints, we know that many of our sidewalks
are in poor condition, yet it is a challenge to estimate what the true capital requirements are. Of
the 157 bridges in the City of Atlanta, 18 bridges (or 11%) are rated as functionally obsolete or
structurally deficient. Overall, 796 miles of streets- or 47& of the City’s total street inventory- is

26
past its resurfacing lifecycle. Nearly 85% of the streets that are past lifecycle are residential
streets.21

The City has a total public and operational infrastructure backlog of $750 million.
Approximately 36% of that total- $266 million-has been rated as having a Priority 1 replacement
requirement. Paved streets and bridges account for 56% of the total capital backlog.

Streetlight Commission

As Mayor of Atlanta, I propose the Streetlight Commission. The Streetlight Commission will
undertake streetlight planning and design reviews in conjunction with the Department of Public
Works, maintains and operates the City’s streetlights, responds to public complaints about
streetlights.

Complete redesign of Atlanta street patterns for Massive Control

Complete redesign of Atlanta street patterns for Massive Control. The streets were changed a
bit for the 1996 Olympics. Nine years later, with a population of 419,122 residents of the City of
Atlanta and an estimated 4 million working in Atlanta and living in Metro Atlanta, it is
imperative to improve traffic. (King, 2005). Some of street patterns, such as one-way streets, are
not as applicable today as they were in 1996. Well-designed traffic flow will not only make the
city more accessible but also safer overall. An audit would need to be conducted in order to
determine the best possible design of streets but the endeavor would involve the city’s
Department of Planning and Economic Development, and a newly created Traffic Department
Liaison. This person would take and respond to complaints, redesign street patterns, and give
possible recommendations to GADOT related to the Public Highways for Metro Atlanta
particularly for the City of Atlanta.

Create Traffic Department Liaison to work with citizens, city, and GADOT.

Create Traffic Department Liaison to work with citizens, city, and GADOT. The person who
would oversee the traffic management would be the Traffic Department Liaison within the
Office of Economic Development that would be a sounding board and liaison between citizens,
the city, and GADOT in order to work toward what is best for Atlanta. This person would take

27
and respond to complaints, redesign street patterns, and give possible recommendations to
GADOT related to the public highways for metro Atlanta, and particularly the City of Atlanta.

Establish comprehensive 10 year plans for each NPU in order to deal with growth
related to their specific problems --Strategic Neighborhood Action Plans (SNAPs)

Establish comprehensive 10 year plans for each NPU in order to deal with growth related to
their specific problems --Strategic Neighborhood Action Plans (SNAPs) NPU is the main voice
of the citizens to the City of Atlanta government. There seem to be drastic differences in the
levels of efficiency among individual NPUs. There needs to be a Strategic Neighborhood Action
Plan (SNAP) for each NPU for the next ten years in order to have a clear plan of where each
individual NPU is going. SNAPS will also be used as guidelines in order for NPUs to operate as
efficiently as possible.

Infill development Specialists to be liaisons between citizen and development.

Infill development Specialists to be liaisons between citizen and development. Infill

development is a growing problem in the City of Atlanta. Historic areas need protection too.
Many communities have important or unusual historic buildings or whole streets and
neighborhoods with historic integrity, where the buildings, by their age, design, and scale, form
a unit of visual continuity and character.

The mechanisms used to regulate development need improvement. Under present laws,
localities can take many-probably most- of the regulatory steps needed to control development.
To do so however, localities must often distort their regulatory process to fit a mold established
by half-century-old state legislation. The distortion - particularly the overemphasis on detailed
pre-regulation and underemphasize on flexible response to what is actually taking place - often
obscures how development is guided, seriously misleads the public, and deprives landowners of
essential procedural safeguards. (Bullard, Johnson, and Torres 2000).

While ‘rediscovering’ old neighborhoods is essential for retaining Atlanta's rich history, the new
development must respect the neighborhoods already there. The City needs Infill Development
Specialists to work with the Office of Planning and Economic Development in order to help
facilitate discussion between citizens and developers.

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Service Consolidation of City/County Services

I propose the City of Atlanta create a more effective and efficient government and improve
delivery of services with the help of Service Consolidation with Fulton County. Several state and
local governments across the United States have some form of consolidation including the City
of Augusta.

The county has responsibility for regional functions such as water, sewerage and solid waste
disposal, while the cities retain responsibility for local development, police, fire protection and
other municipal services. Many local governments seek to gain efficiencies by contracting with
each other for specific services.7[1]

In some cases, consolidation by contractual arrangement can occur by one unit of

government simply agreeing to assume the service delivery responsibilities of another.
They usually include a set of detailed service provision terms and a requirement that
each participating government contribute funds (or possibly some other type of support)
to the government providing the consolidated service. The greatest potential benefit in
entering into such an arrangement is that each government has the opportunity to
negotiate its own terms for allowing the service provider to operate and receive
funding.8[2]

Separation between Water lines & Sewage Drainage

I am committed to insuring that the water and sewage infrastructure is complete, and I advocate
separation between sewage lines and storm drainage.

Approximately 15 percent of Atlanta’s sewer system involves a combined sewer system, whereby
sanitary sewage and storm water are combined in one pipe. The combined sewer system
primarily located in the central core of the city and surrounding areas, overflows several times a
year, spilling sewage and storm water into neighborhood streams and other waterways.

The city can achieve full sewer separation in the South River Basin by 2012 and I am committed
to this water and sewage infrastructure being done properly.

29
Implement Public Improvement Program

I will implement Public Improvement Program. The Public Improvements Program implements
design strategies to revitalize commercial corridors. Neighbors and businesses take more pride
in their own properties when surrounding areas are attractive and clean.

Target areas showing signs of distress and physical deterioration are determined and assessed,
along with businesses and property owners' input, to understand the needs and potential of the
area.

Improvements often include sidewalk replacement, planting street trees, or substantial changes
such as parking reconfiguration, lighting, landscaping or the addition of street furniture.

Implementing the public improvements stimulates private re-investment. Consequently, a

declining commercial area can be transformed into a thriving commercial corridor and a true
business destination.

TRANSPORTATION

Transportation touches nearly every aspect of our lives. Most Americans use some form of
motorized travel in carrying out their daily routine, whether it be shopping, visiting friends,
attending church or going to the doctor. The decision to build highways, expressways, and
beltways has far-reaching effects on land use, energy policy, and the environment.
Transportation also profoundly affects residential and industrial growth, and physical and social
mobility.22

Over the last several decades, the City of Atlanta has experienced tremendous population
growth. This growth has brought numerous opportunities and challenges to the city’s
transportation system.

I believe that that city of Atlanta should have a clean transit system that runs twenty-four hours
a day and should reach from Atlanta to Gwinnett, Clayton and Henry counties without changing
systems. I propose a Transit Unification Plan in which the city of Atlanta, in conjunction with
other metro counties, attempts to unify all transit system and petition the state of Georgia to
help pay the costs for the transit system.
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 ACCOUNTABILITY

In a well-managed city or county, no department is free from pressures to control costs and
improve services. The political process creates accountability. No public service should be
insulated from the give and take of democracy.23 After all, in both government and private
sectors, the best managers and front line staff cannot function effectively or efficiently unless
there is a strategic and operation plan to guide them. In other words, how do we measure
success and/or hold people accountable in municipal government? How do we separate those
factors that are within the control of municipalities from those outside of their control? 24As
Mayor of Atlanta, I will address issues of accountability and efficiency.

Increased pubic private partnerships

I propose Public-Private Partnerships (P3s). P3 approach is doing well in the City Ottawa in
Canada. P3s are legal agreements between government and private-sector entities for the
purpose of providing public infrastructure, community facilities and related services. Typically,
the partners share risks, responsibility and reward in a shared investment.

The P3 approach provides creative ways to build new facilities that may not be affordable by the
City alone at the time. It also provides the private sector with an opportunity to introduce
complementary services that often fall outside the City’s mandate. P3 projects strive to achieve
maximum value for taxpayers by taking an innovative approach to the design, construction,
financing, operation and/or maintenance of public facilities. It also provides an opportunity for
risk sharing, whereby risks -- such as managing costs, controlling quality and staying on
schedule -- are transferred to the party best suited to manage them.

Key Benefits of P3s for Residents

• Ability to access new state-of-the-art facilities

• Faster design and construction of new facilities
• Continued access to programming and services
• Projects reflect residents’ priorities
• Helps to stimulate economic growth and employment
• Minimizes impact on resident taxes
• Frees up public funds for other core services

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Key Benefits of P3s for the City

• Shares risk and responsibility with private-sector partners

• Addresses key issues such as multiple demands, high expectations and pressure to
reduce debts
• Accesses new sources of funds and new specialized skills
• Delivers capital projects (buildings and infrastructure) faster
• Reallocates resources to core areas under government responsibility, thereby improving
the use of assets
• Increases efficiency and effectiveness
• Creates high-quality infrastructure
• Promotes transparency, accountability and in-depth cost/benefit analysis and scrutiny of
proponents offering the best value
• Allocates risks to the party best equipped to manage them
• Obtains private-sector investment in public-sector infrastructure
• Enhances competitiveness25

Performance based pay

I am an advocate for performance-based system for the City of Atlanta employees. Performance
Based System has been quite successful in federal government. Pay for performance’
encompasses the concept of incentives and pay driven by actual performance. It is the returns
earned by the employees on the basis of their efforts at a given task. It provides the basis for
performance measurement strategies. The same is responsible for identifying skill gaps among
the employees. Once identified, suitable training programs can be designed to bridge these gaps
and make them more marketable for the private market. Instead, the new system requires that
all future pay increases be based exclusively on individual and organizational performance, and
it allows significantly higher base pay limits for the best performing employees.

32
Make councilpersons full time instead of part-time

Part time councilpersons are prone to lack of ethics as well lacked the time and information to
vote with full knowledge and information on bills.

Making a council position a full-time wage position could also require that members have no
other jobs, reducing the potential for conflicts of interest and making the position more family-
friendly. It would also put council members on a level playing field with each other, unlike now,
where some council members have more time than others to craft proposals and do research.
Council members could also do more work in their four-year terms.

Mainstream the Complaint Process

As Mayor of Atlanta, I will mainstream the Complaint Process. What is the process to file a
complaint against a neighborhood, developer, or corporation? Not sure? Not surprising. City of
Atlanta employees are confused and unorganized when citizens attempt to make complaints.

The City of Atlanta should have an online complaint process that is monitored on a daily basis.
The complaint process would be for any department of the City of Atlanta. Here is how the
complaint process would work:

1) Go to Atlantaga.gov website or touch-tone phone

2) Find the department in dispute
3) Picked for canned issues or have the option to leave message
4) Click on send
5) Will get response within two business days

To reduce the reality or appearance of conflicts of interest, local laws should disqualify local
officials from voting or otherwise participating in any regulatory decision whose outcome could
confer financial benefit or could appear to the public to confer financial benefit, to themselves,
their families, or their business or professional associates. All persons having any responsibility
for land-use regulation, including elected and appointed officials and employees, should also be
required by law to make periodic public disclosure of their financial interest and real estate
holdings within the jurisdiction over which they exercise responsibility.

33
Make sure city government is lean as possible

As Mayor of Atlanta, I would advocate for Atlanta City Government to become as lean as
possible. Streamlining city workers from every department and at every level will improve the
processes that make up and facilitate the delivery of city services. It enables and supports those
who perform each process and know it most intimately to streamline and cut the wastes of time
and resources from the process itself, a little at a time.26

The cities of Fort Wayne, Indiana and Grand Rapids, Michigan have implemented leaner staffs
and achieved some outstanding results in reducing costs and cycle time. There is no question
that differences exist between a manufactured product and a city service. But common
similarities exist in the value delivery systems of city services and a manufacturing operation,
delivery systems made up of complex processes. Because all work is a process, many aspects of
process improvement methodologies and other Lean tools can and do apply to city government
processes.27

Create an internship program

I am an advocate for launching an internship programs for high school seniors, college and
graduate students interested in a career in public service. To complement the work experience,
all interns participate in a special seminar series that features top City officials presenting
overviews of municipal government, specific agencies, and the latest issues confronting the City.
This is also untapped resource for labor pool with less financial resources needed

34
 REFERENCES

1 Pennsylvania Economy League. (2007) Structuring Healthy Communities Part 1: Revenue

Generation and Fiscal Health. Pennsylvania Economy League. Available online:
http://www.psats.org/role_healthc_exec.pdf

2 Maguad, B. A. (2006). The modern quality movement: Origins, development and trends. Total
Quality Management & Business Excellence, 17(2), 179-203.

3 Solutions for America.org. (2003) Downtown Revitalization. Solutions for America.org.

Available online: http://www.solutionsforamerica.org/viableecon/downtown-
revitalization.html
4 EconSouth. (Third Quarter 1999) Downtown Revitalization: Cities Search for Solutions.
Federal Reserve Bank of Atlanta. Available online:
http://www.frbatlanta.org/invoke.cfm?objectid=87B687D8-6666-11D5-
93390020352A7A95&method=display
5 Vitullo-Martin, Julia. (2002) Why Atlanta Isn't Paris and Doesn't Want to Be. Wall Street
Journal, pg. A.22

6 Boone, Christian. (2009) Report lists Atlanta second least safe city in U.S. The Atlanta Journal
Constitution. Available online:
http://www.ajc.com/metro/content/metro/atlanta/stories/2009/06/07/atlanta_crime
_report.html
7 New York Police Department. (2009) Who are the Volunteer Auxiliary Police? City of New
York. Available online:
http://www.nyc.gov/html/nypd/html/careers/auxiliary_police.shtml

8 The National Association for Civilian Oversight of Law Enforcement . (2009) What is
NACOLE? The National Association for Civilian Oversight of Law Enforcement.
Available online: http://www.nacole.org/index.php
9 Blockwatch.org (2008) Creation of Block Watches. Blockwatch.org Available online:
www.blockwatch.org
10 Bullard, Robert D. Glenn S. Johnson, and Angel O. Torres.(2000). Sprawl city : race, politics,
and planning in Atlanta. Washington, DC : Island Press.
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11 Vandervoort , Frances. (1991) Green Space in the City. Access Excellence.org. Available
online:
http://www.accessexcellence.org/AE/AEPC/WWC/1991/green_space.php
12 Favro, Tony. (2009). US mayors planning for green prosperity. Citymayors.com Available
online: http://www.citymayors.com/environment/usa-green-future.html
13 New Orleans Solar America City Project .(2009) Introduction. New Orleans Solar America
City Project . Available online: http://www.solarpowernola.com/
14 Pearson, Beth and Peter S .Fisher (2008) City Revenue and Smart Growth. Iowa Fiscal
Partnership. Available online:http://www.iowafiscal.org/2008docs/081113-cityrevs-
XS.pdf
15 Lombardi, Frank. (2009). City Politicians eye ‘.NYC’ Domain to Generate Revenue. Daily
News City Hall Bureau. Available online:
http://www.nydailynews.com/money/2009/02/16/2009-02-
16_city_politicians_eye_nyc_domain_to_gener.html#ixzz0IVmfA5S2&C
16 Lombardi, Frank. (2009). City Politicians eye ‘.NYC’ Domain to Generate Revenue. Daily
News City Hall Bureau. Available online:
http://www.nydailynews.com/money/2009/02/16/2009-02-
16_city_politicians_eye_nyc_domain_to_gener.html#ixzz0IVmfA5S2&C
17LivableCity.org (2008). Vote Yes on Proposition E for a more livable San Francisco! Available
online:
http://www.livablecity.org/campaigns/parkingtax.html

18 Mahoney, Ryan. (2006) City moves to privatize ‘Urban Flea Market.’ Atlanta Business
Chronicle. Available online:
http://atlanta.bizjournals.com/atlanta/stories/2006/04/10/story5.html

19 Browne, Kelvin. (2008) Tale of a growing city that built too much, too fast; Developers in
Georgia's capital had stars in their eyes. National Post. Don Mills, pg. PH.5

20 City of Seattle. (2009). Neighborhood Business District Strategy: 2009 Commercial Code
Updates. Department of Planning and Development. Available online:
http://www.seattle.gov/dpd/Planning/Neighborhood_Business_District_Strategy/Over
view/

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21City of Atlanta. (2008) The State of the City’s Infrastructure Report . The City of Atlanta Office
of Program Management.

22 Environmental Justice Resource Center (1999). Sprawl Atlanta: Social Equity Dimensions of
Uneven Growth and Development. Clark Atlanta University. Available online:
http://www.ejrc.cau.edu/sprawl%20report.PDF
23 Miller, Chaz. (2004). Accountability Works. Waste Age: Vol. 35, Iss. 11; pg. 20, 1 pgs

24 Pullia, Frank. (2004). Accountability a balancing act for municipal politicians. Northern
Ontario Business. Sudbury: Vol. 24, Iss. 10; pg. 10, 1 pgs

25 City Of Ottawa (2009) About Public-Private Partnerships (P3s) City Of Ottawa. Available
online: http://www.ottawa.ca/business/bids_contracts/p3/about/index_en.html

26 Carter, Willie. (2008). Lean Process Improvement in City Government. Available online:
http://ezinearticles.com/?Lean-Process-Improvement-in-City-
Government&id=1633036
27 Carter, Willie. (2008). Lean Process Improvement in City Government. Available online:
http://ezinearticles.com/?Lean-Process-Improvement-in-City-
Government&id=1633036

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