David's Blog

1981 was a challenging year for Duluth. It marked the closing of the Duluth Air Base and heralded the end of Duluth’s frantic, last minute “Save the Airbase” campaign. Sadly, the decision to close the base was irreversible. Our community’s belated attempt to save the base was ineffectual primarily because the campaign came long after both the initial decision to close the base was reached in 1976 and the concurrent public announcement was made.

The time between that 1976 announcement and the departure of the final base personnel in 1981 was a dispiriting time for Duluth. Unemployment reached a record high of 15% when civilian jobs that supported the base were lost (I graduated from college in 1978 and can personally testify that for any college graduate, prospects for employment in Duluth were indeed bleak).

Fast forward to 2005.

Personnel in Duluth’s Minnesota Air National Guard 148th Fighter Wing recently learned that the Air Force had recommended the retirement of the 148th’s airplanes – the F-16s – by 2007. Losing the F-16s would result in the elimination of 583 of the 148th’s 1,100 jobs.

Fortunately, this time our community was ready to successfully challenge the Air Force’s decision-makers. The Duluth Area Chamber of Commerce had been leading a four- year-long effort to prepare a comprehensive defense against such a proposed closure of the 148th. Now, that defense would be tested.

We traveled to Washington, DC and appealed to our elected officials to join us in our “Save the Base” initiative. Representatives in Washington responded with enthusiasm and action. Last week, the Chamber’s leadership also went to Grand Forks, North Dakota to challenge the Department of Defense decision-makers, who had recommended the removal of the 148th’s airplanes. They, too, listened to our appeal.

Duluth’s “Save the Base” initiative was rewarded when Governor Pawlenty recently received official assurance from Pentagon officials that a new mission will be given to the 148th that will involve an equal, or greater, number of Air National Guard members. The F-16s will not be retired until another plane is reassigned to Duluth’s 148th.

This is great news for our community. The 148th generates an economic impact of $85 million each year. The base supports over 100 local and regional venders who supply contracted and direct services and products to the base.

The Chamber is proud of its unwavering support for the 148th. That support contributed to the collective, positive voice that was heard in Washington DC, as well as within the Base Realignment and Closure Commission and in the Department of Defense.

This time we were ready – and our preparation paid off.

I am often asked the question: “How’s the mayor doing?” When I receive these inquiries, I readily respond by sharing my belief that Mayor Bergson is a good person who is working hard to improve our city. Affirming the mayor in this manner generates a myriad of responses, almost always based on each questioner’s own assessment of the mayor’s performance. I find myself fascinated with those who believe that I, as a representative of the Duluth Area Chamber of Commerce, am not demanding enough of the mayor. Others, however, agree with and affirm my position.

Regardless of any assessment – mine or yours – of the mayor’s effectiveness, I suspect we can agree that when individuals and organizations enjoy a collaborative relationship and a shared work effort, the entire community benefits. It seems prudent that the mayor and the Chamber president, in particular, maintain that effective, trusting working relationship. We all win when the mayor’s administrative team and the Chamber’s leadership work in partnership for the good of the community. It is certainly to everyone’s advantage when we coordinate our efforts to advance economic development, legislative initiatives, and develop public policy.

It is disconcerting, therefore, when I hear criticism directed at Mayor Bergson or me for the supportive working relationship we enjoy. The implication is that such a relationship is in someway counterproductive or undesirable. The truth, however, lies in exactly the contrary view: there would be valid grounds for concern if the mayor and the Chamber president did not encourage a healthy relationship between our organizations.

Questioning citizens should know that our constructive working relationship does not preclude our intense disagreement on some intense issues (e.g., taxation). We are unequivocal in the expression of our organizations’ views and concerns. However, the disagreement is confined to issues and initiatives, and, to the greatest extent possible, it remains impersonal and private.

Other individuals, organizations, and interest groups appear to take pride in publicly challenging the mayor and his administration. The challenge sometimes goes so far as to take on a tone of chastisement. True, this approach can generate attention, affirmation and support within the community. Yet, I believe these gains are short-lived. They cannot be sustained and can work to polarize both the issues and the people involved.

The Chamber has been in the business of advocating public policy for 135 years. We intend to remain in this business of building collaborative relationships designed to move our community forward. Maintaining a positive working relationship with this and future mayors will affirm our good intentions, make civic progress possible, and enrich the future of our city and our citizens.