QUESTION: What is the single biggest problem facing the District and how would you solve it?
Vote for one:
David A. ("Dave") Clarke
Sharon Pratt Dixon
Walter E. Fauntroy
Charlene Drew Jarvis
John Ray David A. ("Dave") Clarke 3320 17th St. NW Age: 46
chairman, D.C. Council, 1983-90, member, 1975-82; president, Metropolitan Washington Council of Governments, 1988-90; member, Washington Urban League, NAACP, Education Commission of the States, American Civil Liberties Union, Pigskin Club of Washington, Benevolent Protective Order of Elks of the World, D.C. Bar Association and Calvary Baptist Church; at-large delegate, Statehood Constitutional Convention, 1982; delegate, Democratic National Convention, 1980 and 1982; lawyer; married, with one child.
The city has become an unattractive place to raise a family. I will bring the government and the people together to retain and attract families. I will bring us together to make our neighborhoods safe for children, our housing decent and affordable for families and our schools a place where children can learn. Government must call upon people and basic values if we are to overcome the drug scourge. I will not only enforce the law but will use community patrols, positive peer pressure programs and hands-on, role-model programs to give community voice to these basic values. I will remove the boards from more than 2,000 units of vacant city-owned housing. I will prevail on commercial developers to link their commercial development with the development of low- and moderate-income housing. I will continue to support rent control consistent with my fight in 1985 against the phase-out of rent control -- a phase-out that had been proposed by two of my present opponents. I will seek to make education the pathway to opportunity by creating a partnership between businesses and schools to match our curriculum with employment opportunities. Students need incentives, businesses need workers; businesses must look first to our schools for the new work force. In order to meet the priorities within our dwindling resources, I will examine every one of the city's programs, positions and contracts. I will then define what is essential and what is not essential, and move resources from what is not essential to what is essential. Sharon Pratt Dixon 8227 W. Beach Terr. NW Age: 46
Lawyer with Sidley and Austin; member, D.C. Democratic State Committee; Democratic National Committee member; chairman, Judicial Council of D.C. Charter, Legislative Affairs Committee; member, Ward 4 Democratic Club, National Women's Political Caucus, Unified Bar of D.C., D.C. Women's Bar Association and American Bar Association Young Lawyers' Committee, chairman, Women in Prisons Committee; vice president of public policy, Potomac Electric Power Co., 1976-89; house counsel, Joint Center for Political Studies, 1970-71; professor, Antioch School of Law.
If we are to ever resolve any of the critical issues facing the people of Washington -- drugs and crime, affordable housing, homelessness, improving our educational system and improving health care in the city -- it is imperative that we begin to get our fiscal house in order. My first priority will be to streamline the bureaucracy and make government work for the people again. We cannot tolerate foolish expenditures and the waste of our tax dollars in the name of patronage or politics. The Dixon administration will emphasize that the best politics is good government. I am the only candidate to have submitted for public review a plan to address the emergency fiscal condition of our city. I am the only candidate to call for cuts in government to eliminate the bureaucratic waste and fat at the mid-management level. I am the only candidate who brings extensive knowledge from the private sector where efficiency is mandatory to reach bottom-line goals. Unfortunately, some of the financial problems of this city cannot wait until after inauguration day and must be dealt with now. However, there is clearly a crisis in leadership that risks reductions in services today and the future of our children tomorrow. Why am I the only one who has taken a tough stand on this basic bread-and-butter issue? My opponents have had at least 12 years to establish their record, and their record is the current condition of our city. I grew up in Washington and have lived here all of my life. I love this city and will do whatever is in my power to serve the best interest of the people of this city. Walter E. Fauntroy 4105 17th St. NW Age: 57
Delegate, U.S. House of Representatives from the District of Columbia, 1971-present; minister and civil-rights activist; founder, Shaw Urban Renewal Project; author, D.C. Home Rule Charter; first vice chairman, D.C. City Council; first chairman, Washington Metro Area Transit Authority; chairman, fiscal affairs and health subcommittee, Committee on the District of Columbia; chairman, international development subcommittee, Committee on Banking, Finance and Urban Affairs; member, subcommittee on housing and select Committee on Narcotics Abuse and Control; founder and president, National Black Leadership Roundtable; married with two children.
We need leadership that is committed to the economic empowerment of the District's poor and working people. We need a leader who will lead and not be led; one who is unbought and unbossed; and one who will restore to our city a sense of community, family, pride and responsibility. Throughout my three decades of public service, I have consistently demonstrated that I have the leadership skills and toughness to make the hard decisions required to end the killings, stop the flow of drugs into our city and make our government more efficient, more fiscally responsible, more ethical and more accountable to the community. I have shown that I am compassionate enough to address effectively the tasks of curbing the intolerable infant mortality rate; improving the quality of our youth's education; and providing decent, affordable housing for our citizens. Against my background of years of experience, I have developed a sound plan for solving our budget and management crisis. Without solving that problem, we will lack the resources necessary to educate our children, treat our ill, rein in the crime and violence and house those who are piled up in overcrowded housing or pushed out onto the streets. If you want leadership that is fresh, yet proven; bold, yet caring; creative, yet responsible; a leader you can trust, here am I, send me. Charlene Drew Jarvis 1789 Sycamore St. NW Age: 49
Ward 4 representative to D.C. Council, member, 1979-present, chairman, Committee on Housing and Economic Development, 1981-present, and subcommittee on the financial management system; board member, Economic Development Finance Corp.; originator of Single Mothers Are Resources Too (SMART), a self-sufficiency program for single mothers on public assistance; chairman, D.C. Housing Production Commission; delegate, Democratic National Conventions, 1980-88; district representative, Metropolitan Washington Council of Governments; board and executive committee member, Private Industry Council; legislative representative, State Job Training Coordinating Council; member, Mutual Housing Association and Mayor's Blue Ribbon Commission on Public Housing.
The District's fiscal crisis is the city's single biggest problem! This is a crisis driven by reduced revenue growth, a federal payment that has not increased in a number of years, a slowdown in economic growth and an exploding drug epidemic, resulting in increased human costs -- homelessness, infant mortality, boarder babies, AIDS and dysfunctional families; social costs -- crime, violence, fear, unemployment and the need for supportive services; and law enforcement costs -- police and corrections. To solve this crisis, I will: 1) address the drug epidemic with programs that recognize addiction as a health problem and drug-related crime and violence as law enforcement problems; 2) spend resources better -- no longer will $3,000 per month be spent to house a homeless family in a shelter when a $500 rent payment could have prevented that family from becoming homeless; 3) manage government better with regular audits, greater accountability, improved coordination between government agencies, effective use of personnel and improved delivery of city services -- no longer will taxpayers who come to government with a problem be made to feel that "they are the problem"; 4) increase support for public education, employment training and counseling, and job development; 5) lobby for a federal payment that more accurately reflects the costs of the federal presence in our city; and 6) form a partnership between government, the private sector and the community that results in community development, increased revenue, housing and jobs that actually benefit the residents of this city. John Ray 4310 20th St. NE Age: 47
At-large member, D.C. Council, 1979-present, chairman, Committee on Consumer and Regulatory Affairs, 1983-present; lawyer with Baker & Hostetler; member, New Samaritan Baptist Church; board member, Stoddard Baptist Home for Seniors, Washington Ballet and Concerned Citizens Against Drug and Alcohol Abuse; advisory board member, Unfoldment; BA, George Washington University; JD, George Washington University National Law Center; married with two children; served in U.S. Air Force; former assistant counsel and counsel, U.S. Senate antitrust and monopolies subcommittee under the chairmanship of Sen. Edward M. Kennedy (D-Mass.) and the late Sen. Phil Hart (D-Mich.); former law clerk to Judge Spottswood W. Robinson III of U.S. Circuit Court of Appeals.
The loss of hope among impoverished young people is our biggest problem, for it is the major cause of the breakdown of family values and the epidemic of drugs and crime. Without hope that education and hard work can lead to success, many young people have turned to drugs as their only escape from destitution. I have been leading the battle against drugs for a decade, and I know what we must do to claim victory. We must empower the family as the source of values and help distressed families deal effectively with the threat of drugs and the handicaps of teenage parenthood, poor education and poor health. To that end we must: 1) establish early-childhood development centers to get high-risk children into a learning environment at age 3; 2) require the public schools to offer before- and after-school care on the school site for children up to age 12, and provide evening and summer enrichment programs; 3) empower distressed communities through economic development and self-help programs; 4) provide effective drug treatment and demand that the business community provide employment to those who successfully complete treatment; 5) assure quick, certain and sufficient punishment for those who sell drugs for profit; and 6) get our police officers on the streets to patrol and protect in partnership with the community. I cannot eliminate drug trafficking and addiction overnight, but I am determined to get rid of the open-air drug markets and to do it in very short order. MAYOR D.C. STATEHOOD Vote for one:
Alvin C. Frost Alvin C. Frost 7141 Seventh St. NW Age: 42
Management consultant and writer, Amaranth Concepts & Formulations; senior cash management analyst, D.C. government, 1982-86; senior management analyst, Unified Industries, 1979-80; senior analyst, General Research Corp., 1978-79; associate in Roy Littlejohn Associates, 1973-77; MBA, Harvard Business School, 1974; BS in industrial management, University of Lowell, 1971; member, secretary and board member, Hillcrest Children's Center, 1988-91; member and recorder, D.C. Statehood Party Central Committee, 1987-present; grand jury deputy foreman, D.C. Superior Court, 1976; assistant vice president, vice president and executive vice president, Harvard Business School Club of Washington, 1981-85; recipient of Lemuel A. Penn Award.
The single biggest problem facing the District is the D.C. government. In every area that it is involved in, the D.C. government's plans, procedures and performance are generally inadequate to the task. The D.C. government is out of control, and the budget crisis demands immediate decisions on reductions in force , tax increases, generating alternative revenues and eliminating programs in an increasingly uncertain and weakening economy. Lack of confidence in the current D.C. government has destroyed whatever credibility the public had in D.C.'s capability or willingness to solve major internal problems and more effectively meet the critical needs of the city. The D.C. government's most serious problem is its own performance, including mayoral leadership; management qualifications; employee training, preparation and performance; contract award integrity; and political favoritism and corruption. My solution is to set a positive role model and example; to: appoint honest and competent managers; require stricter financial disclosure statements; follow D.C. personnel laws; raise employment criteria and standards; conduct employee background investigations; develop detailed and accurate job descriptions for all employees; increase staff training and development; reward and promote employees based on demonstrated job performance; develop and implement detailed policies and procedures; improve management information systems equipment, procedures, controls and reports; cooperate with internal and external investigations; demand more effective inspector general operations and reports; discipline all employees guilty of illegal or unethical conduct; and improve the relationship between the D.C. and U.S. governments. I possess a unique combination of education, experience, community awareness, independence, objectivity, honesty, integrity and critical skills. MAYOR REPUBLICAN
Vote for one:
Maurice T. Turner Jr. Maurice T. Turner Jr. 4004 16th St. NW Age: 55
Retired D.C. police chief; member of Washington Metropolitan Police Department for 32 years and chief for eight years, retired in 1989; during my tenure as police chief, D.C. crime rates for several major offenses were drastically reduced, including rates for rape, robbery, burglary, larceny and arson; drug arrests increased by 128 percent between 1980 and 1988; as chief, I managed an agency of 3,880 officers and 975 civilian employees, with a budget of more than $217 million; a third-generation Washingtonian; graduate of Dunbar High School and FBI National Academy; served in U.S. Marine Corps, 1954-57; member, Greater First Baptist Church, Pigskin Club and International Association of Chiefs of Police; board member, Metropolitan Police Boys and Girls Clubs; father of three children.
The single largest problem facing the District of Columbia is the multifaceted issue of drugs and crime. The scourge of drugs has affected every sector of this city. It can and must be stopped. As mayor, I will draw upon my 32 years of experience as a police officer and chief to rid our city of the terrible plague called "crack cocaine." Of all the candidates currently running for the office of mayor, the expertise I have developed over the years has made me the most qualified to address this problem. To make this city safe again, I will actively implement a four-part plan that would incorporate the elements of a strong enforcement. 1) It's time to get tough. I will put more officers on the street if necessary. 2) Vigorous interdiction. I will work with other local jurisdictions to stem the tide of drugs coming into the area. 3) Compassionate treatment upon demand. We simply need more responsive treatment centers. 4) The education of our youth about the dangers of drug use. We need to take a "Madison Avenue" approach toward this part of the problem. I will also work closely with the federal government to do what needs to be done. In many ways, the plague of drugs has even immobilized the very leadership of this city. As a result, during the last few months, we have floundered hopelessly. I intend to move this city forward. I intend to lead by example with an administration that is honest and full of integrity. My administration will serve as a role model for young and old alike.