Seven candidates — two in Superward 6 and five in Superward 7 — are running for Norfolk City Council this November.
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Superward 6
Jeremy Mason
Age: 40
Job title and company: Attorney, Mason Legal
Highest level of education: Juris doctorate, Southern University Law Center
Website: masonforward6.com
If elected, what would be your top priority to address in Norfolk?
If elected I would work to grow Norfolk through responsible community development by building a stronger community, enhancing our local economy and creating a safe and secure environment.
Invest in housing: Focus on military, workforce and student housing to ensure accessible living options to help stimulate Norfolk’s economy.
Strengthen our schools: Improving the quality of education to support long-term community growth.
Promoting tourism: Capitalize on Norfolk’s unique attractions to draw more visitors to stimulate the economy.
Implement comprehensive strategies to focus on violence reduction and infrastructure improvements to reduce flooding.
By focusing on these areas, we can foster a vibrant, prosperous and secure Norfolk for all.
Rents continue going up, and a large chunk of Norfolk residents can no longer afford to live in the city. The city is facing a shortage of 6,800 rental units for households making less than $35,000 a year, according to a recent study. How should the city address the affordable housing crisis?
1. Adaptive reuse of existing structures: Convert underutilized buildings: Repurpose vacant or underused buildings, such as old schools or warehouses, into affordable housing units. If elected I look to kickstart the C-PACE (Commercial Property Assessed Clean Energy) program for the city of Norfolk, which provides separate financing to support energy-efficient and sustainable developments. C-PACE is an innovative financing tool that can be used for up to 100% of building cost related to storm water and critical infrastructure.
2. Tax incentives and grants: Offer tax breaks and grants to developers who commit to building affordable housing units. By employing a combination of these strategies, Norfolk can make significant progress in addressing its housing challenges.
Several city-backed developments, like Military Circle and the casino, have stalled or moved back in progress. How would you get these projects back on track or ensure other projects do not fall by the wayside?
If elected to Norfolk City Council, to help get these projects back on track and ensure other projects do not fall by the wayside, I would do the following:
1. Create or continue frequent scheduled dialogue with stakeholders to brainstorm and implement creative solutions to current roadblocks. Create accountability and regular updates on these projects. Facilitate these regular meetings to include developers and investors who can address their concerns to keep everyone motivated.
2.Work with the City officials and the Mayor to support boards created for these projects and dedicated project managers to oversee these developments, ensuring accountability and timely progress. The main goal is to establish clear performance metrics and scheduling for each project.
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Jeremy McGee
Age: 41
Job title and company: President and CEO, Radiant Digital
Highest level of education: Some college
Website: mcgeefornorfolk.com
If elected, what would be your top priority to address in Norfolk?
My priority is ensuring residents are getting the best deal possible. That means that residents get high-quality services, particularly public safety, neighborhood improvements and education, in return for a reasonable cost of living. A relentless focus will be placed on strengthening public safety by fully staffing police and 911. Greater neighborhood investment is needed, ensuring that services, such as infrastructure maintenance, flooding mitigation, traffic and code enforcement, upkeep of parks and cleanliness, are all prioritized. I’m committed to rebuilding schools and fighting for the education that our children deserve and our city needs. I will be a persistent advocate for elevating these fundamental city services to ensure a safer, more vibrant and thriving Norfolk for all!
Rents continue going up, and a large chunk of Norfolk residents can no longer afford to live in the city. The city is facing a shortage of 6,800 rental units for households making less than $35,000 a year, according to a recent study. How should the city address the affordable housing crisis?
We must increase the housing supply and we can achieve this by funding the housing trust, enacting sensible zoning reforms to unlock new development opportunities and streamlining the building permit/site plan processes that currently add significant cost and deter developers. Norfolk should expedite the sale of city-owned vacant parcels to local developers while encouraging the development of accessory dwelling units and missing middle housing that provide opportunities for home ownership, wealth building and aging in place. It is also important to remember that property taxes contribute significantly to housing costs for both owners and renters. I supported the recent property tax rate reduction and believe we should continue to carefully consider the impact of property taxes on housing affordability.
Several city-backed developments, like Military Circle and the casino, have stalled or moved back in progress. How would you get these projects back on track or ensure other projects do not fall by the wayside?
We need the right partners, the right deals, and we need to ensure the public’s interests are protected. As we near key deadlines on the casino, we need to reassess our development partners. For Military Circle, we need to refine our vision and secure a deal that truly benefits the community. Moving forward with record high interest rates and building costs will make it increasingly difficult. While bringing these projects to fruition expediently is important, ensuring their long-term success is paramount. We must also make transparency and public engagement a priority. I will bring 20 years of civic and business experience to ensure we find the right partners, fight for the best deals, and that we engage, update and dialogue with our residents regularly and thoroughly.
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Superward 7
Carlos J. Clanton
Age: 44
Job title and company: Executive director, Friends of the Portsmouth Juvenile Court, Inc.
Highest level of education: Bachelor’s degree, Training Specialist and Leadership, Old Dominion University
Previous elected office: Norfolk School Board, Ward 3, 2018-present
Website: CarlosClanton4Norfolk.com
If elected, what would be your top priority to address in Norfolk?
My top priority will be to enhance public safety while ensuring that every neighborhood in Norfolk is a thriving, welcoming and resilient community. Safety is the foundation upon which we can build stronger neighborhoods, foster economic growth and create opportunities for all residents. This includes investing in community policing, addressing root causes of crime, such as poverty and lack of opportunities, and improving infrastructure to make our streets safer for everyone. I am committed to working with residents, businesses and law enforcement, deeply understanding and addressing the unique needs of our community to create a safer, more vibrant Norfolk.
Rents continue going up, and a large chunk of Norfolk residents can no longer afford to live in the city. The city is facing a shortage of 6,800 rental units for households making less than $35,000 a year, according to a recent study. How should the city address the affordable housing crisis?
Norfolk’s affordable housing crisis needs bold action. Legalizing accessory dwelling units and reducing lot sizes will help create diverse, affordable homes. Partnering with non-profits and developers is vital to building housing for families earning under $35,000. We must enforce fair policies to protect renters and prevent displacement, especially in redeveloped areas. The People First initiative in St. Paul’s District is a great model, and I aim to expand such programs citywide. Norfolk’s $2 million housing trust fund will support building and maintaining affordable housing. The Norfolk Wealth Report highlights the need to increase affordable housing, stabilize costs and prevent displacement to close the wealth gap and improve economic mobility in our city.
Several city-backed developments, like Military Circle and the casino, have stalled or moved back in progress. How would you get these projects back on track or ensure other projects do not fall by the wayside?
My strategy for reviving stalled projects like Military Circle and the casino is built on the pillars of transparency, accountability and community engagement. I will push for clear timelines and ensure developers meet their commitments with regular public progress updates. Involving residents in crucial decisions will help align these developments with community needs. Equally important, I’ll actively explore public-private partnerships to bring in additional resources and expertise, ensuring projects are completed on time and within budget. My aim is to prevent future delays and ensure Norfolk’s growth benefits all residents.
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Phillip Hawkins Jr.
Age: 54
Job title and company: Assistant Principal/Administrator, Norfolk Public Schools
Highest level of education: Master of Arts in Urban Education, Administration and Supervision Pre K-12, Norfolk State University
Previous elected office: President, Education Association of Norfolk; President, Ingleside Civic League
Website: Hawkinsforcitycouncil.com
If elected, what would be your top priority to address in Norfolk?
The top priority to address in the city of Norfolk is equity, access and opportunity for all as it relates to affordable quality housing combined with housing insecurity. Without affordable quality housing, citizens cannot feel safe, maintain health and wellness, access educational opportunities or obtain gainful employment to improve or contribute to their quality of life because their basic needs are not being met. This priority affects all others in Norfolk.
Rents continue going up, and a large chunk of Norfolk residents can no longer afford to live in the city. The city is facing a shortage of 6,800 rental units for households making less than $35,000 a year, according to a recent study. How should the city address the affordable housing crisis?
Norfolk must increase its affordable housing mix inventory by building mixed use development of all income levels in every commercial corridor in the city. All housing areas and communities must also be accessible and connected to reliable and affordable public transportation options to go to work and to move around the city and the Hampton Roads region. Norfolk City Council should also offer developers tax credit incentives to develop more quality affordable housing in the St. Paul’s area, the Five Points area and the Military Circle commercial corridor. Norfolk City Council could also implement rent control policies to limit how much landlords can increase rent based on the average wages and income that residents are paid in the local economy. The city must bring higher paying jobs!
Several city-backed developments, like Military Circle and the casino, have stalled or moved back in progress. How would you get these projects back on track or ensure other projects do not fall by the wayside?
The city of Norfolk must consider the options presented by the citizens of Norfolk. There were many great ideas shared from the citizens in public forums and input sessions, such as build affordable housing, repurpose existing vacant buildings, bring family entertainment venues to Norfolk (MacArthur Center and Military Circle). Norfolk should renegotiate projects with interested developers and open up the search for other developers who can offer something that Norfolk needs to diversify our local economy. Norfolk needs a greater mix of small businesses to generate more tax revenue for the city, which will pay for more core services for neighborhoods, city employee’s salaries, funding for new school construction, capital improvement projects and facilities maintenance.
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Rodney Jordan
Age: 59
Job title and company: Chief Community Engagement Officer/Consultant, Self-Employed
Highest level of education: Bachelor of Science, computer science, Hampton University
Previous elected office: Norfolk School Board, Ward 7, 2016-present
Website: votejordan.us
If elected, what would be your top priority to address in Norfolk?
I prioritize a continuing shift of our leadership’s mindset to build on strengths and to embrace genuine collaboration with our citizens and all those who work, live, play and invest in our city. In Park Place, I led a collaborative effort between residents, stakeholders and the city to revitalize the neighborhood. This resident-driven initiative inspired the city’s Neighbors Building Neighborhoods program, emphasizing the importance of leveraging community strengths. Effective leadership requires a collaborative mindset, focusing on inclusive, transparent planning that values all voices. In Superward 7, we must lead and unite all parts of the city, ensuring equitable opportunities for families and businesses. We must support strong, united communities for a prosperous Norfolk. Mindset matters.
Rents continue going up, and a large chunk of Norfolk residents can no longer afford to live in the city. The city is facing a shortage of 6,800 rental units for households making less than $35,000 a year, according to a recent study. How should the city address the affordable housing crisis?
Housing is more than shelter; it shapes quality of life, access to education, jobs, healthy food and opportunities. I’m closely following Trust Neighborhoods and their Mixed-Income Trusts (MINTs), which help keep rent affordable by leveraging community-driven resources. Norfolk should adopt a healthy neighborhood reinvestment approach, moving away from outdated urban renewal models. This strategy focuses on boosting demand in underdeveloped areas, making investment in these communities more viable. Fair share housing policies, responsible redevelopment, density bonuses, streamlining permits and approvals and community-based ownership can drive sustainable growth and equity in our neighborhoods. As residents we must own the change and own the blocks while providing opportunities for all.
Several city-backed developments, like Military Circle and the casino, have stalled or moved back in progress. How would you get these projects back on track or ensure other projects do not fall by the wayside?
To move projects forward, I am asking voters and citizens to recapture the position at the top of our city government’s organizational chart!
Our city needs transparent, actionable data, genuine partnerships between citizens, businesses and City Hall and a strengths-based, equitable approach to development. We must embrace diverse ideas and talents, moving beyond a few select power broker voices not representative of our diverse population. To solve problems, we need clear, candid knowledge and the power of active, participatory citizenship. As an experienced Norfolk public servant, I’ve seen how cronyism and top-down decision making hinders progress. We need a cultural shift in city hall and beyond, prioritizing professional management and equitable, community-driven outcomes.
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Leon Judge
Age: 46
Job title and company: Retired Coast Guard, chief petty officer
Highest level of education: Bachelor’s degree, general studies, Southern New Hampshire University
Military service: U.S. Marine Corps 1998-2002, U.S. Coast Guard 2006-23
If elected, what would be your top priority to address in Norfolk?
Safety is paramount in any city. So, a priority of mine is to lower the rate of gun violence in the city. Norfolk has to become a safer place to live. Last year, per capita Norfolk was ahead of Chicago and Detroit concerning gun violence at some point in the year. We have to provide adequate resources in an effort to keep our youth off the streets and to offer them an opportunity to learn a skill set that they can utilize for a lifetime. A skillset that would eventually lead to economic and financial stability, not only for the youth, but economic growth for the city. Doing so will provide a safer way of living for the elderly as well.
Rents continue going up, and a large chunk of Norfolk residents can no longer afford to live in the city. The city is facing a shortage of 6,800 rental units for households making less than $35,000 a year, according to a recent study. How should the city address the affordable housing crisis?
The rent has to be capped at a certain amount based on income. Also, this is a crisis that we as leaders have to step in on and assist the needs of the community. If that means providing subsidiary assistance for a certain length of time, then that’s the proper steps that need to be taken to ensure that adequate housing is provided for our patrons. At the same time, we have to ensure that real estate investors are profiting as well. It has to be a balance that makes sense for everyone involved. Also, we need to look at the abundance of houses that are vacant and/or have been vacant over a decade. Take ownership and provide small business owners (plumbers, electricians, roofers, etc.) the opportunity to rehab them and put them back into the community.
Several city-backed developments, like Military Circle and the casino, have stalled or moved back in progress. How would you get these projects back on track or ensure other projects do not fall by the wayside?
The first thing I would do is an assessment to see where we went wrong as a collective. What caused the stall or regression? Is it a funding issue or a resource issue? What exactly is the problem? We have to get to the root of the problem and then come up with solutions. Communication is key. I would adopt the leadership style I learned in the military from the Marine Corps and the Coast Guard: Morning meetings daily to develop goals, to track progression, and an understanding of what’s on the agenda for the day. We need effective communication, which means all productivity or regressions must be tracked/reported in detail by the end of the day. As leaders, we must not only help others to see the vision and believe in the vision, but most importantly, see it through from start to finish.
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Christine E. Smith
Age: 57
Job title and company: Principal, C.E. Smith and Associates, Inc.
Highest level of education: Bachelor’s degree, accounting, Hampton University
Previous elected office: Norfolk School Board, Ward 4, 2018-21
Website: Christine4Superward7.com
If elected, what would be your top priority to address in Norfolk? Public safety.
Rents continue going up, and a large chunk of Norfolk residents can no longer afford to live in the city. The city is facing a shortage of 6,800 rental units for households making less than $35,000 a year, according to a recent study. How should the city address the affordable housing crisis?
Explore rezoning opportunities, encourage proffers that include affordable housing when developers want to rezone land for multifamily units. I also support the housing trust concept.
Several city-backed developments, like Military Circle and the casino, have stalled or moved back in progress. How would you get these projects back on track or ensure other projects do not fall by the wayside?
I would request that the City Council prioritize these projects along with a timeline (short and long term) and hold the city manager accountable.
