2000 critical to success in economic development

|tab|

In 1945, the citizens of Springfield completed the purchase of the gas and electric utilities from the old Springfield Gas and Electric Company. In 1957, when the water system also became publicly owned, City Utilities as we know it was created. |ret||ret||tab|

While the 55 years since the end of World War II have witnessed countless changes to the way a utility operates, no change has been as dramatic as moving a business which has been a statutorily-sanctioned monopoly for more than 100 years to a competitive, market-driven environment. |ret||ret||tab|

The year 2000 will see City Utilities continuing to step forward as a strong, viable player in the utility arena and a very valuable community asset for Springfield.|ret||ret||tab|

But the competitive success of Springfield and the competitive success of City Utilities go hand in hand. The two are mutually dependent. |ret||ret||tab|

The 1990s have seen Springfield benefit from unparalleled economic growth. Our community enjoys a quality of life unequaled in any other region of the country. |ret||ret||tab|

The undisputed success of the first Partnership Industrial Center has given Springfield a prominent place on the economic development map. If, however, Springfield decides to rest on its laurels, the growth and economic vitality that we all have come to expect, and perhaps take for granted, will wither on the vine. |ret||ret||tab|

That is why the second industrial park is so critical to each of us. |ret||ret||tab|

The vision I have for Springfield in 2000 would see agreement reached among all the partners to proceed as planned, as quickly as possible, with our second park. |ret||ret||tab|

This will ensure a strong entry into the 21st century. |ret||ret||tab|

I believe that such a consensus will occur. To not agree would be a disastrous step backward for the community we call home.|ret||ret||tab|

The year 2000 will determine whether Springfield wants to remain a competitor in economic development. |ret||ret||tab|

City Utilities has already made the decision that it wants to compete as an energy provider, and we will take additional steps during 2000 to solidify our standing.|ret||ret||tab|

The past two years have demonstrated that we can successfully compete in the wholesale energy market and that we can balance maximizing the financial return for our community with minimizing the risk to our customer owners. Lessons learned in the wholesale arena will help us in 2000 when we enter the marketplace for new services, such as surge protection, and continue offering high-speed Internet access. |ret||ret||tab|

Many energy providers, regardless of the form of ownership, are now typically providing services such as these. |ret||ret||tab|

We will be continuing an aggressive marketing campaign, which is something unheard of in the utility industry a few short years ago but now becoming commonplace and a requirement for successful competitors.|ret||ret||tab|

In order to guarantee that customer focus retains its priority position, City Utilities will begin work in January to redesign its 20-year-old customer information system.|ret||ret||tab|

This will ensure that we will have the flexibility to provide the services that our customers will demand in an increasingly automated age.|ret||ret||tab|

The hallmark of City Utilities' strength has always been its customer ownership and its responsiveness to the community. To me, this has never been more evident than it is now at the dawn of a new century. Even though the utility industry is changing daily, our mission remains constant. |ret||ret||tab|

Our goal, as stewards for our community, is always to provide excellent service, service beyond expectations, at the lowest possible price for our customers. My vision for the year 2000 is that City Utilities will be faithful to that objective.|ret||ret||tab|

|bold_on|(Robert E. Roundtree is general manager of City Utilities of Springfield.)[[In-content Ad]]