Rick Mullaney

1. In recent years, the mayor and City Council have used a mix of revenue increases and cuts in expenses to balance the city budget. Do you agree? If not, what would you do differently? I will approach our budget changes differently. I will look not just at the $995 million general fund, but will address the entire $1.7 billion operating budget (which includes the general fund and all other funds (enterprise funds, special revenue funds, etc). Second, I have a plan to cut spending and get our city’s financial house in order by undertaking the most comprehensive restructuring of city finances in the history of our consolidated government. My plan includes, but is not limited to: pension reform, public employee salaries, healthcare costs, purchasing, procurement, contract awards, administration and oversight of city contracts, technology, privatization, consolidation and other areas. Third and finally, I will not raise taxes. With double-digit unemployment, the worst recession in a generation, and small businesses and families struggling to make ends meet, raising taxes is the wrong thing to do. It is also bad public policy, because tax increases become a substitute for financial reform, efficiency, and productivity. Ultimately, raising taxes perpetuates inefficiency. 2. Do you support the Jacksonville Journey? Explain your answer. I support the concept of addressing the three elements of prevention, rehabilitation and deterrence, and I applaud the efforts of the leaders who have devoted their time and talent to the Jacksonville Journey. Their commitment shows the extraordinary level of civic spirit and private sector involvement our city can bring to bear on its challenges. However, there needs to be measurement and accountability for every taxpayer dollar spent on every city program to ensure that we are doing our core business and doing it well. In the context of the spending cuts and financial restructuring I propose, future funding for Journey and other programs will depend on measurement, accountability and results. We should expand private sector participation in much of this effort. In the long run, growing jobs and the economy and improving public education are a large part of the solution to Jacksonville’s public safety challenges. 3. What endorsements have you received? I have received broad-ranging endorsements from leaders in the business community, the health care industry, our not-for-profit sector, the legal community, and a large cross-section of local businesses. As you are aware, I have declined to seek the endorsement of the public employee unions because I believe the mayor needs to be independent of the unions to get our city’s financial house in order.

4. How much civic activity do you perform outside work? I have always devoted substantial time to civic activities outside of work. Currently, I serve as Chairman of the Board of Directors for the St. Vincent’s Foundation and Vice Chairman of the Board of Directors of Gateway Community Services. I am a member of the boards of St. Vincent’s Healthcare System and the Timucuan Trails Parks Foundation, and also a member of the Regional Council of the ALS Association. Finally, I have participated in Leadership Jacksonville and Leadership Florida. I’m not the only one who is involved in the community. My wife, Lynn, is very involved with the American Cancer Society and Dreams Come True, and my children also volunteer. 5. How do you intend to comply with Florida’s public records and government in the sunshine laws? If you saw an elected official breaking the sunshine law, what would you do? Elected officials have a solemn responsibility to protect the interests of the taxpayers, and if I am elected mayor, my administration will focus on restoring public trust in government. That includes transparency and fully complying with the sunshine laws. All too often, citizens do not know where to go to make a public records request, or their requests are not fulfilled in a timely manner. With the goals of increasing transparency, responsiveness and convenience for the public, I intend to centralize the process, utilize technology to be more responsive and timely, and put more and more records online for easier access. I have never personally witnessed a violation of the sunshine law, but if I observed an elected official inadvertently breaking it, I would bring it to their attention and encourage them to be aware of and follow the sunshine law. If I observed an intentional violation, I would report it to the appropriate authorities. 6. What can you do to help support the clean-up of the St. Johns River? The 8t. Johns River is one of our city’s greatest assets and the city should play a key role in improving its quality. 10 comprehensively address issues including pollution, we need to recognize’ that. 80 percent of the pollution in the 310-mile St. Johns comes from downstream. As mayor, I will provide regional leadership to bring together all 13 counties in the river’s watershed to address the cleanup. In addition, I will work with Sen. Thrasher and the river caucus in the Florida Legislature to make the St. Johns a priority for the legislature. We must actively work to maintain this incredible resource. 7. How can you become engaged in the city’s high murder, infant mortality and suicide rates?

As a prosecutor for 10 years -- and heading up the State Attorney’s Homicide Unit for five years -I worked closely with State Attorney Angela Corey, and I have worked with Sheriff Rutherford as a prosecutor and as General Counsel for many years. Together, I believe we would be one of the best crime- fighting teams to ever serve the people of Jacksonville. However, reducing crime in the long term is about far more than providing adequate resources to law enforcement. Like infant mortality and suicide rates, crime is closely tied to socioeconomic factors such as unemployment poverty and lack of education. The best thing I can do as mayor to address these three issues is to grow jobs, turn our economy around and improve public education. Since the collapse of Lehman Brothers, we have been in the worst economic crisis of a generation, and the economic playing field has changed dramatically. Along with it, Jacksonville’s strategy for growing jobs must change. We must approach job growth in a way that leverages our unique assets and in which we have a competitive advantage, and create defining industries that will grow jobs and the economy. We have unique assets and a competitive advantage in many areas, including: 1) healthcare jobs, the number-one employer in North Florida; 2) port jobs, including logistics, international trade and transportation; 3) aviation jobs at Cecil Field, where we inherited $2 billion in assets from the Navy; and 4) military jobs -- we are the third-largest Navy town in the nation. We not only need to attract new companies to Jacksonville, we also need to focus on helping existing businesses to succeed by creating a business-friendly community and a business-friendly government. We need to have fiscal and regulatory policies that encourage job growth. Finally, we must make improving public education our top long-term priority. As I mentioned earlier, lack of education is strongly correlated with poverty, which in turn contributes to infant mortality, suicide rates and a host of other issues, including crime. Jacksonville’s mayor does not have the constitutional and statutory education authority of many big-city mayors. However, our strong-mayor consolidated government uniquely positions the mayor, to bring together public, private and other stakeholders to improve public education. As mayor, I will work to bring stakeholders together to reform and improve public education 8. Has consolidation been a good or bad deal for Jacksonville? Please explain your answer. Consolidation has been a very good deal for Jacksonville. Consolidated government gives us a competitive structural advantage over the other 66 counties in Florida and over other local governments around the country. Among others, it provides the following seven advantages: 1) lower taxation relative to the rest of the state; 2) economic development can be done on a countywide basis; 3) allows us to be less bureaucratic, less regulatory and more streamlined in both economic development and government operations; 4) minimizes or eliminates intra-government litigation; 5) allows us to adopt public

policies on a countywide basis, and leverage public and private assets for that purpose; 6) provides us with “clout” by leveraging our size; 7) a public safety advantage in having one sheriffs office with countywide jurisdiction and providing better training and relationships with the state attorney’s office.

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