(upbeat piano music) (light piano music) (instrumental woodwind music) - [Interviewee] Break it said, hey guys, what, guess what?

We've got a transfer, - He was my fraternity brother, - Sacrifice, - All about the American people, - Have healthy environments.

- Trust me, she lived in trafficking for four years.

- I really felt, for a lot of reasons, I felt for them, but I didn't have the guts to stand up.

- I'm seeing too many smart, 'cause I expect, - There will be rewards.

You'll literally save lives.

(upbeat instrumental music) - In the August primary, DC Reeves easily bested the competition to avoid a runoff in November, and become Pensacola's third strong mayor.

Although a political newcomer, Reeves a Pensacola native, has proved to be, a successful entrepreneur and community leader.

He's the founder of Perfect Plain Brewery, chief entrepreneur officer at the Spring Entrepreneur hub, and the author of a book published by a global publishing house.

And in 2021, he was named Emerging Leader of the Year, by the Pensacola Chamber of Commerce.

We welcome Pensacola's newly elected mayor, DC Reeves to "Conversations".

Thanks for being here.

- Yeah, of course.

Thank you so much for having me.

- First of all, congratulations.

- Thank you, thank you.

It's been quite a wild ride here, these several weeks since the election, but a really fun one.

- I bet, I bet.

- I've been looking forward to, - So my first, first question is, why in the world do you wanna do this?

- Yeah, I've been asked that question in many iterations.

Am I crazy?

You know, why do you wanna do this?

But, it's simple answer for me.

I love this place.

It's where I grew up.

It's where I'm from.

I'm emotionally invested here.

My daughter, Caroline's gonna grow up here, and I want her to come home.

- [Jeff] Yeah.

- I'm certainly financially invested in, mentally invested in a business, as you mentioned, Perfect Plain, is gonna turn five in November.

And, you know, it's just a, community I care about deeply.

And you know, I told people throughout the campaign, knocking on doors, is that, I just want someone to be intentional about what this place can be, you know?

We all brag about Pensacola, - Right.

- We all talk about, man, you know, here, what if?

- Right, right.

- You know, it's, it's gotten great, but, - Right.

- You know, and I just really wanna see that 2.0 of Pensacola and, take this community with some urgency into the next phase.

- You said something in a video that I saw that I thought, I thought really kind of struck a chord.

You said basically, and I'm paraphrasing here a little bit, let's not worry about being the next Charleston, or let's not worry about being the next, let's be the best Pensacola we can be.

- Yeah.

- And, I think that makes a lot of sense.

Cause oftentimes people say, well we could be like this, or we could be like that, But what is your vision for Pensacola?

- Yeah, absolutely.

And, to your point is, you know, everybody has something unique.

And, what happens, and a lot of times, is we also disqualify ourselves because we say, well, of course we can't be, you know, we can't have the vibrancy that Nashville has, or Louisville has, because of X or Y.

- Right.

- So we disqualify ourselves by comparison too.

And so, that we want to be the next Pensacola.

We want to take the unique, amazing things, about Pensacola, look, you know, Jeff, we're on lists, you know, top 10 this, top 20 that, these last 10 years our vibrancy, is exponentially grown.

- Absolutely.

- And I mean, our property value in, the urban core, has exponentially grown.

Those are all great indicators for the city.

But, you know, when you talk about vision and moving forward, you know, I think one big thing for us, is the 2.0 of Pensacola for me, is that funnel of opportunity.

And I'll give you an example.

We were on another top 10 list for LinkedIn, of one of the top 10 cities that people search to find a job.

What a great list to be on.

Right?

You know, that we are in demand.

- Right.

- But it didn't say filled jobs.

It didn't say, we fill to the top 10 jobs.

What that speaks to me is, we've got to increase the funnel of opportunity for our kids and grandkids to come home.

- [Jeff] Right.

- We've got this vibrancy.

We are becoming a place that people want to be.

The next phase for us, to start comparing to these other great southern cities that, are probably a few years ahead of us in their, vibrancy is we've gotta create that funnel.

And, that means economic development, that means public safety, that means affordable housing, attainable housing that everybody in the country is talking about.

So I really built my campaign around safety, housing, and jobs.

Those are the three things we're gonna focus on.

But the greater picture is, phase two, which is the, is creating the funnel of opportunity for our kids to stay home, and for them to come home.

- What do you think is our greatest asset?

- That's a good question.

We do have a lot of 'em.

You know, obviously, when you speak literally like the tourism standpoint, you know, certainly, the state that we're located in.

- [Jeff] Sure.

- And the benefits of Florida, the benefits of having one of the best, beach in the world, right near us.

But what I really think makes us, very unique, and and really amazing, is we combine these natural resources, these natural assets that, give us a, name throughout the world.

- Right.

- And then we have this amazing character community, you know?

And there are not a lot of beach communities that can say that.

And certainly not to the level, that, I think Pensacola can.

And you know, another thing that makes us unique is our people.

You know, we are a, melting pot city.

I mean, we have, whether it's on the political spectrum, I'm talking about in the city of Pensacola.

- Sure, sure.

- You know, it's a 50/50 city.

- Right.

- We're Seeing younger and younger people move in, and it's really starting to change the complexion of our community and, you know, different voices.

I think that's a great thing.

I think, you know, and we are really seeing, perhaps a 2.0 in that respect as well is, you know, we're starting to see, an ever evolving, citizen for the city of Pensacola.

- It's kind of interesting here.

A year or so ago, I was having a conversation with a young, couple that had, left Pensacola and had gone elsewhere and, I think maybe even internationally for a while, and had moved back.

And I'm like, well, how do you like it so far?

And the reaction was, we absolutely love it and, glad to be back, and all of our friends are trying to get back.

- Yeah.

- And so what do you do?

What's the, what's the mechanics of getting their friends back, getting those young people back, and getting the, money flowing to continue to develop and build.

- Yeah.

I think how we get there is, I, I'm really, what I call it a place based economic development, person.

And what I mean by that is, when we invest in place, the new battle front of economic development in the United States of America is, talent.

You know, people, no more in our, the history of our country, than right now, can people work anywhere they want.

- Right.

- They can live anywhere they want.

Another interesting data point for us is that, I'm 38, in the 2, the 2 generations in the workforce, right now, younger than me, are the first 2 in the history of our country, that will move to a city and then find a job.

So everyone else, 38 and older, you know, I would've taken my first newspaper job in the tundra of Canada, whatever I had to do to move up the chain in, you know, accomplishing my goals.

Right?

And so, we've seen this, shift in society that this shift, even though Pensacola had nothing to do with it, - [Jeff] Right.

- Both of those data points, you know, remote work, and people living wherever they wanna live, are societal advantages to us, and we have to capitalize on 'em.

So the how, I believe is, in place making.

How do we attract talent?

How do now, they can live anywhere they want, - Right.

- So, the battlefront now is, to have a safe, beautiful place to live where you can walk and bike.

That is our selling point, is to say, man, I know you can live anywhere, but you really wanna live in Pensacola because, you can see yourself raising your children here.

That it's safe, that it's beautiful, that it's vibrant, and all.

And again, a lot of these things are happening, but we have to continue to enhance those.

And, and the mantra I really use is, investment follows talent, talent follows place.

You build an amazing place to live, young, talented people, wanna live there.

And when you have young, talented people, in your community, and it's why this is the battle front of economic development, is that's when businesses follow suit.

They say, well, heck, we can move to Pensacola, Florida.

They've got 250 cybersecurity experts, you know, in their talent pool right now.

- [Jeff] Right.

- And so that's the battle that we need to start getting in.

And that other cities that you mentioned, the Charlestons, the Savannah, the Greenville, South Carolinas, they're already in this.

And I want us to get intentional about hopping in there as well.

- And and this is not, per say directly in your wheelhouse, but it's certainly an issue that comes up, is the challenges in our education system.

- Yes.

- Particularly in a Escambia County.

How do you go about, I don't know if it's the, if they, if the question is joining forces with, with The Escambia School District, or how do you go about, how do we go about improving that situation?

- Yeah, and, and that's a great question.

And you know, in 2018, I was involved in the employed superintendent referendum.

So it's something not only with a, a child in the public school system, but also, something I spent a lot of months invested in, to try to find the best person in the country to run our schools.

And you know, Captain Tim Cansala, who's the chair of my transition team, was very outspoken as base commander.

- [Jeff] Yes.

- About the challenges that they, the current Escambia County education system provides to the military and, the issues that, it causes so, we can't get around that.

We all know that that is a reality.

So you're right.

The city doesn't run the schools, you know, what do we do?

But what I would say, and I've shared this with a lot of the stakeholders is, I really want to take a hyper focus as a city, on workforce development within our two city high schools.

And that's Pensacola High and Washington.

And, what I mean is, we are one of the poorest counties in the state, and, it is rare to be able to have a captive audience at 16, 17, and 18 years old.

Once you graduate high school, you know, yeah, we've got workforce development, we have, great universities, state college, but you know, you're on your own.

You're an adult.

We, I think we need to start capturing, not hoping that we get people in the workforce at 23 and 24, but do an even enhanced job, of capturing the, in those career academies at Pensacola High, and at Washington, and the other converging factor right now is, as you well know, just living in this community is, you know, we are having a very difficult time filling positions.

I mean, you know, there are people in HVAC, in welding, and plumbing, and all this making, astronomical money compared to what it was even five years ago.

- Right.

- And so, you know, there are, I believe, are a lot of motivated organizations, private companies within this city, that would want to participate in that, and say, hey, you have, you know, there's students right now, at Pensacola High or Washington, that would be able, if we did this correct, to walk across the aisle, and be the breadwinner of their family at age 18.

- Right.

- You know, and so, that's how I think the city can get involved is, how do we help bridge opportunities like that where we say, invest in our children.

- [Jeff] Right.

- You know, and, give them opportunity from the outset, and where they can make a living, and they can provide for their family, and not just cross our fingers in hope that they might, go seek that in a secondary level.

- So in other words, kind of take more of a leadership, or a leadership role, or certainly an encouraging partnership role.

- Absolutely.

And I've, talked briefly with Dr. Smith about it, and you know, and I said, you know, we are there for you to, you know, if that, if it's a matter of getting, companies, organizations to the table that can help sponsor something like that, like that being a conduit, I believe the city, - [Jeff] Yeah.

- In a lot of different ways in education, and it's why we're addressing education in the transition team is because, you know, look, our feeling is, we have to take an active role, you know and, we know the challenges that we have, as a, county as a whole, and as a city.

And we, you know, we can pretend that, and say, that's not our job, or we can start getting again, urgent, about what can we do.

We should always be looking for opportunity to be able to help, whether we run the school or we don't.

- You mentioned Captain Cansala who was the, former commanding officer, Naval Air Station Pensacola, and clearly has a very, distinguished and proven track record along the way.

How did you get him to be a part of your transition team and, lead the way.

- Yeah well, fortunately I didn't have to have do, too much coercion, you know, to, get him on the team.

But, because he's such a great guy and wants to serve our community, you know, and, I selfishly I'm excited for it because I can learn so much from him in leadership.

I mean, what a blessing to be able to have someone that, you know, his resume speaks for itself, - Right.

- In terms of leadership, in terms of dealing with issues and conflict.

I mean running, Pensacola NAS when we had a hurricane, when we had a terrorist attack.

- Right.

- You know, so I'm, excited to just learn from him personally, and be able to spend some of this time, with him.

But, you know, even though he's not from here, he's invested in the city, him and his family are staying here.

And what I love about him most, and why he was the easy top choice for me to run this transition team, is because, he's not a yes man, you know?

Whether it's talking about the campaign, or whether it's talking about an issue in the city, he has no problem, speaking his mind candidly, which is what I want, you know?

we're going through all this transition team, you know, we, are taking over the city not to just, have, you know, yes men and women, come give ideas or reinforce things we're already doing, is we're looking for opportunity here.

And, I knew that you, combine his skillset and expertise, that is incredible, and you put that with someone that's willing to tell you the straight honest truth, in which he's always done with me personally, it makes it a real easy choice.

And I know he's going to produce a great report for the city.

- Speaking of transition, it seems to me that, Mayor Robinson has been very open and, and helping make this transition happen.

Talk a little bit about that, and your relationship with him.

- Sure.

Absolutely.

I've been mentioning to anyone who asks, understand, he doesn't have to do this.

- Right, right.

- You know, I mean, he could say, we'll see you on November 23rd.

- Yeah.

- You know, and when I'm gone, and you're in.

He has been very gracious about allowing me to, already be in meetings starting in September, and to, meet with staff, and to not, you know, feel like I'm walking on eggshells, you know?

When I won this election on August 23rd, I said, to the TV cameras there, I said, look, you know, I, don't wanna waste a day.

You know, nobody's been blessed with this position before, - [Jeff] Right.

- To be the mayor elect, and to have this three months of runway, and we're not gonna waste it.

And, you know, it would be a little bit wasted if, Mayor Robinson wasn't as welcoming and as open.

And, so I was able to hit the ground running in these several weeks, you know, I've met with every sworn police officer, you know, 4:45 AM, 4:45 PM shifts, and coming in and just to say hello, and introduce myself.

I've done that with Fire.

I've, certainly done that with department directors all across city hall.

I was able to get a, badge in September, and get in the building and, start meeting with folks.

So, I'm very grateful to not only Mayor Robinson, but his administration to say, hey, what we both know is best for the city, is a seamless, handoff where I can be as prepared as possible.

And I'm, really fortunate, and I'm excited that he's, willing to allow me to do that.

- Let's talk a little bit, you mentioned meeting with police and, clearly crime is an issue.

Not just in northwest Florida, but around the nation for whatever reason.

I don't know if, statistically this is the case, but anecdotally it appears that, violent crime has picked up.

How do you deal with that, in today's environment?

- Yeah, I mean, look, when I met with police officers anytime throughout the whole campaign, I, said, you know, I, pride myself less on what I know and more on what I don't.

Knowing what I don't know.

You know?

And what I mean by that is, I really see the primary job of the mayor is, putting expert people in positions to be successful.

And, and if they, if they can't be productive, certainly we'll make a change.

- Right.

- But it's, having happy employees, and that wanna show up to work every day, and especially when you talk about the sectors of public safety, that wanna put their life on the line every day.

- [Jeff] Right, right.

- So, what I want, is to ensure that we have the tools and equipment that they have to be successful.

I wanna make sure.

that they're happy to, come to work every morning, and that we do everything that we can, to empower leadership, that not only keeps the people happy, but, you know, hiring is not easy right now.

You know, I don't care if you're in the public sector, or the private sector.

You know, we have to, show the value of working for this city, and working for our police department, and fire department.

And that's something that I, you know, I want to be the right support, for these vital organizations to make sure that we can continue to grow, and thrive.

And, you know, I'm, you look at the data, you know, our police department, and our fire department, you know, our fire department's in the top 1% in the United States, - Right.

- You know, is, and they're rated that way, not on anecdotes, on data.

- Right.

- So we've got some really, really, amazing people that I've got been able to meet through this process and, are such an asset to this city.

And, so I'm really looking forward, and that's, I said, I'm meeting with you guys first because, you know, you're so important to, everything that we do.

Jeff, we could talk about economic development for the rest of this show, and if we're an unsafe community, it doesn't matter.

- Sure.

- You know, and so, that's why every conversation really does have to start there.

- Talk about the homeless problem.

It's something we're experiencing, perhaps like never before, in this city, or certainly in recent times that I can remember.

How, are you going to address that?

- Yeah, obviously, you know, it's a very polarizing topic.

And, you know, I come from an interesting perspective in this.

You know, my mom who raised me was a social worker at Baptist Hospital, started Pathways for Change and, has been the, co-chair of the Homeless Reduction Task Force for the city of Pensacola.

So, you know, I grew up, around, you know, she started the women's program at Waterfront Mission, and I grew up going there after school every day, as she finished her work day.

And so, I've been around that side of it.

And certainly, I understand the frustrations of, some residents of, you know, I've been a downtown business owner, you know?

- Right.

- And I've dealt with some of the negative sides, - Right.

- Of that, really are painful for people, and for business owners, to deal with.

So, look, I, one thing I always said on the campaign, is I said, anybody who comes to you and says they're gonna solve homelessness, is lying to you.

You know, this is a long-term problem across our community, so solve is the wrong word.

But how do we start to empower people, who want to hand up and, give them what they need?

You know, we need to be a compassionate community.

- [Jeff] Right.

- We also need, to not give up the vibrancy of 55,000 people for the sake of a smaller group if they are looking for a handout.

- [Jeff] Right.

- And so, fortunately for us in the city, this task force has started to separate, that fork in the road to say, you want a hand up, you want opportunity, to get back on your feet, you know, a, a flat tire or a, health condition, sends you, from having a home to homeless, we're gonna be there for you.

And we're, going to continue to enhance our ability to be there for you.

- Right.

- But again, if it's, if it's a handout, if it's not someone looking for help, but, you know, the aggressive panhandling issues, - [Jeff] Right.

- Things like that, those are things that we're gonna have to address.

And, look, as a mayor, those aren't fun topics to address.

I get it.

But you know, you're not in this job to try to please everyone.

You, make decisions with your head, and your heart, and your team.

You get all three of those together and you, decide to blaze the path forward, that you think is best for our community.

- And, as I understand it, so much of the homeless issue right now, also surround, you know, surrounds issues like, mental health, and physical health and stuff like that, which makes it even more of a complicated, situation to, - Of course.

I mean, look, you know, you even ask the question sometimes, and you know, we did during the campaign is, you know, do you see it as a, law enforcement issue, or a social service issue?

And of course, the vast majority of our community sees it understandably as a social service issue.

So, yeah, absolutely.

There's so many things in play, you know, then you add COVID, then you add the economy, and then, you know, there's a lot of moving parts that get added to an already difficult situation to manage.

But, but we're gonna, you know, again, we're gonna use data.

I'm gonna always take a data driven approach to anything that we do.

Is there a human element to everything?

Absolutely.

You know, you always, it's not, that you can make 100% of your decisions solely on data, - [Jeff] Right.

- But certainly to narrow the spectrum of subjectivity, you know, we're really gonna take a data driven approach.

And, you know, people may have noticed, I had its own category in the transition team is performance metrics.

It's to say, how do we best measure performance across our community?

- I wanted to, bring that up, because you have said that, that you are going to measure.

So talk a little bit about how you are going to do that.

- Yeah.

And that starts with the Mayor, down.

You know, I, should be accountable, to certain metrics that we see, as ones that measure positive performance in our community.

So, let a real simple example population, you know, if, half of our revenue in the general front of our city is, property tax, and franchise fees, how do you best grow that?

- [Jeff] Right.

- Is more people living in our community?

- [Jeff] Right.

- So, you know, the mayor should be, we should be taking steps, and, and utilizing tactics that help grow our community.

And that's something that the city should be measured by.

So, that's, you know, the mayor's office is not, immune from this measurement, but, you know, how many days does it take to turn a permit?

What's our crime rate?

You know, what's our crime?

You know, what's our rate in, in solving crimes?

You know, there some, a lot of areas have really black and white easy ones to figure out.

- [Jeff] Right, right.

- Some areas are a little more gray, you know, and permitting, inspection, zoning, how do we best measure success?

But, you know, I've got two really smart professors that are gonna come, figure out what those numbers are, and it's just how I'm hardwired.

I, feel like, you know, if we go into a council meeting every two weeks, and we say, you know what, I, think A and Jeff thinks B.

Well, we're talking in, subjectivity - In circles.

- Right.

And say, Well, was it partly cloudy today?

Was it a Tuesday?

Was it a Wednesday?

- Yeah.

- I like to really narrow that spectrum.

- [Jeff] Right.

- We can still disagree, but I like to narrow the spectrum around an objective point of measurement, that says, hey, you know, we can talk about this, but here's where we are, and here's where we need to be.

And I think we really need to start hard hard wiring that across our city.

- Do you plan on putting this, scorecards up where the citizens can take a look at it on a regular basis?

- Absolutely.

We'll use it as a dashboard.

You know, some, we might keep internally not, I mean, just because, you know, we might get into a lot of different metrics.

- [Jeff] Sure, sure.

- But, absolutely.

This is something that should be, you know, accessed by the community.

And, what I'll say when we roll that day, we roll out that dashboard.

I'm gonna say, look, this is not a promise that we're gonna, have a market improve it in every single one of these.

It's a healthy thing to do, - [Jeff] Right.

- For us to at least, put right in front of our eyes, in front of our faces, what we believe, measurements of success are.

So we may do great in some, we may not see it moving in another.

But it's, healthy and it keeps the city accountable.

It keeps me accountable to the voters, to the taxpayers, about which direction the city is going.

- I have about five minutes left, and I have two questions I want to get to.

1, I want, talk about how you plan on working with the city council, #1, but before I get to that, talk a little bit about affordable housing, 'cause that's another huge issue.

- Absolutely.

Yeah.

I mean it look, and we're not unique in that, that is sure, you know, across the United States and, you know, I really see it as a two part solution.

And I, met with our housing folks last month, and you know, I explained to 'em, I said, this is public safety year in, year out, if you poll it, will be the #1 issue of, almost any community, right?

Understandably.

- [Jeff] Sure.

- The, #1 topical issue in Pensacola, Florida, I can guarantee you is, attainable housing.

And, you know, I really look at it as a two part process.

We had a really good speaker at Civicon, named Shane Gillis that came in that, really studies affordable housing.

And, he explained a data point I'll share with you.

But, step one is we've gotta really focus on our ability to build inventory, period.

So let's set aside, workforce housing, which is important to me, and we'll talk about this, the kind of the more, detailed fire there.

But we need to have our eyes in upping the, supply.

If we snap our fingers and have a thousand more units in the city of Pensacola, what's gonna happen?

Our, rent rates will plateau.

We, and Shane Gillis when he came in, he talked about this data point that has stuck with me ever since that moment is that, for every 100 market rate units that are added to a community, they migrate.

And what that means is, you know, someone moves from a cheaper unit to a more expensive unit, so on and so forth.

That process, like musical chairs, you know, that process happens, for every 100 market rate units created in a community, it within three years, 45 affordable units come available.

You know, through that migration.

- [Jeff] Gotcha.

- Well think what, how expensive it would be for the city to be adding chunks of 40, 45, 50 units, if they were taking it on directly themselves.

- [Jeff] Right.

- And so, that's not to say we aren't gonna have direct initiatives, but it just illustrates the point of the value of pure supply.

And, what does that mean for us?

We've gotta, streamline the process of permitting, zoning, inspections.

You know, people invest 30 million, 40 million dollars into to market rate units.

You know, some people kind of, you know, kind of, thumb their nose at, you know, luxury housing, or market rate housing.

That helps affordable housing.

We need that inventory.

And that doesn't mean you have to choose, one or the other.

So the second phase to it is, I'm really gonna be focused on workforce housing, and how we leverage our property in the city, to create that.

And what I mean is, if you save lives in this community, if, you know, if you're a police, firefighter, you enrich lives like a teacher, you, save lives like a nurse.

You know, it kind of saddens me to even think that people work in the city, and save lives in the city, but they can't afford to live in the city.

- [Jeff] Yeah.

- And so, we're gonna take a real intense hyper focus on workforce housing, and creating it here in our community, and, we just have to have more urgency.

You know, and I think everybody agrees with that at the city.

Nobody, disagrees, but it's, our time right now to start creating that urgency.

- In about 40 seconds here, - [Mayor Reeves] Yeah.

- Tell me, what will be your philosophy on working with the council?

- I say all the time, this is a sales job in, the most positive light.

And that means, it takes, some heart, and energy, and effort, to go create relationships.

You gotta have a short memory, you know, that somebody can vote against you the night before and you get on a plane to sell the city the next day.

And so, where I'm going to be intentional about fostering these very, very, crucial relationships to our community.

- You had a quote on election night.

I, wrote it down.

It was on channel 3, the ABC affiliate here in the area.

And you said, I like it.

You said, "Elect a 38 year old mayor and, essentially," I'm paraphrasing a little bit, "You better have passion and energy", "To make this a great place."

- Yeah, absolutely.

And that's what we're gonna do.

Like I said, we're not gonna waste a day through this process, or past November 22nd.

I'm excited to get in there and get after it.

- Okay, good deal.

When you walk away from this job and years in the future, or whatever, what do you hope people say about you as mayor?

- You know what I, hope they start with that they, nobody loved their community as much as I did.

And you know, I can't promise what, what we're gonna get done, what we're gonna do.

But, I love this community deeply, and I'm gonna give them everything I have.

- Wish you the best.

- All right, thank you so much.

- You bet.

Congratulations.

DC Reeves, he is the new mayor of Pensacola, will take office in November.

By the way, you can see this, and many more of our conversations on the PBS video app, and at wsre.org/conversations.

I'm Jeff Weeks, thank you so very much for watching.

Hope you enjoyed the program, Take great care of yourself, and we'll see you soon.

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