Athens Mayoral Race
2010 Candidate Questionnaire 1.
How would you use the powers of the mayor to shape our government? How would you ensure that your vision for Athens is implemented by the management and staff who conduct the day-to-day business of the government? Nancy Denson: I will lead by example. Most of our commissioners have full time jobs, which limits their availability. Being mayor will be my only job and top priority. The reputation of openness and the relationships I have developed over the last 30 years of service will assist not only me but help all our citizens feel more included and allow me to assist our commissioners in providing service to their constituents. Charter officers, including the manager, must be nominated by the mayor every two years. This is a powerful tool for the mayor and powerful motivator for the manager. I will make sure the manager has a clear understanding of what is expected, monitor performance and keep lines of communication open. I will have an open door policy and invite any citizens to let me know if a policy is not being applied properly. I will investigate and, if I find there is a breach, bring it to the manager’s attention and hold him/her accountable. Spencer Frye: I am the only candidate for mayor to get policy passed through the current commission, management and staff. No speculation is needed as to whether or not I can ensure that my vision is implemented because I have a proven track record of being able to do it. A year ago, we set out to dramatically change CDBG funding and affordable housing through the ReNew Athens initiative. Within a matter of months, we had approval from management, unanimous support from the mayor and commission and the adoption of new ACC affordable housing guidelines. No other candidate has the level of experience that I have with dealing with this management. Charlie Maddox: I will use the power that the charter gives to the mayor to set agenda items identified by our citizenry and professionals and provide the commissioners with sufficient information to establish policies that will produce the desired results. I will implement procedures that evaluate the performances of our government from top to bottom beginning with expectations and ending with review of performances within specified time frames. Gwen O’Looney: Powers of the mayor are: control of the agenda, appointment of charter officers and development of the budget. A strong mayor can use these tools to get results. Being mayor is about having a vision for our community, and the ability to realize that vision. I will not appoint an attorney, auditor or manager without assurance of their commitment to the choice citizens make on Nov. 2. No agenda item will be scheduled without full information and the early involvement of the citizens/businesses affected. My budget will be performance-based to provide what is needed at the lowest possible cost. High standards for service delivery and a system of citizen/business feedback and accountability will be established. The auditor’s recommendations for cost savings and more effective service delivery will be addressed within a set timeline and monitored. Glenn Stegall: I believe a successful mayor is one who reaches into the community to bring talent to bear on the needs of that community. I would want to develop a strategic plan for our community, with specific goals and a timeline for my tenure as mayor. Like a successful business, we would revisit our goals quarterly to insure our course was correct. We would also take time annually to review our goals and adjust those which needed it.
2.
What, if any, county programs or services can be sacrificed or scaled back to cut down on expenses? What, if any, programs or services need to be added to make government more effective?
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Nancy Denson: At budget time, everything must be on the table. All programs and services need to be re-examined and justified every year. When making decisions, my question will always be: Does this expense add value to the lives of our citizens? We can generate some savings by becoming more efficient and thinking outside the box about how we do our jobs. Our four-day, 10-hour schedule at the Tag Office is a good example. This decision generated an energy savings of 17 percent, lowered commuting costs for employees and eliminated the need for citizens to take time off from their jobs to handle vehicle business. This is a small step, but an example of how change resulting in better service and cost savings can be made. Spencer Frye: I have had to make tough budgetary decisions to turn around Habitat for Humanity and am prepared to do so with ACC government. During my term as director, we added over $1 million in assets and cut our debt in half. This past year, we broke ground on the ReNew Athens initiative, an organization that converts aging, crime-ridden apartment complexes into energy-efficient affordable housing for the working poor. By using existing structures, we preserve undeveloped land at one-third of the cost of traditional affordable housing. This is one way that I have made ACC more efficient already. Charlie Maddox: There needs to be a current evaluation of all current programs and services, then with that information, make recommendations to the commissioners for implementation of needed changes or redirections of resources. Gwen O’Looney: Scale back: Land acquisition and construction. Investigate the use of prisoners to increase leaf and limb and other citizen services. Reduce landscaping of ACC facilities. Remove ACC offices from rented space. Added programs within current budget: Promote Athens to recruit entrepreneurs, create jobs and increase tax base. Use an existing position as a grant writer to increase outside funding, i.e., for the Diversion Center. Increase youth participation in ACC Community Center programs. Provide online access to all services including program registrations, permits and licenses. One-stop customer service for planning, building inspection, code enforcement, utilities and public works. Glenn Stegall: The current budget has cut most programs to their minimums and suspended some altogether. I would work with commissioners and staff to strictly monitor spending. We need to look at how technology can improve our productivity and delivery of services while reducing costs. We need to find resources to funnel into economic development and job creation. These are critical investments in our future.
3.
The projects on the SPLOST 2011 referendum will, if approved by voters, cost over $195 million and probably take over nine years to pay for. Is this too large a SPLOST? If so, how would you suggest reducing its size? Nancy Denson: There are items on the list critical for our community, and I intend to vote yes in November. Spencer Frye: I support SPLOST 100 percent, but I think a smaller SPLOST over a shorter amount of time would have been more prudent and allowed for greater flexibility for future needs.
on SPLOST for basics, like firefighter breathing apparatus and library books. Reduce size and square foot cost of jail through a design build process. Make sure SPLOST dollars are spent in Athens to create local jobs. My experience will assure SPLOST stays on time and within budget. Glenn Stegall: The SPLOST project list was developed by the community and the decision to pass this is one to be made by the voters. If it is approved, I would want to ensure as mayor we did the best job possible managing the SPLOST funding.
4.
$18.2 million—less than 10 percent—of the SPLOST 2011 budget would be dedicated to bicycle transportation improvements, greenways and rails-to-trails. How big a priority should bike and pedestrian infrastructure improvements be for this community? What, if anything, would you do to help coordinate the county’s efforts with the university? Nancy Denson: I will work to coordinate infrastructure with the university because the focus should be connectivity. Unfinished or missing sections that force pedestrians or bicyclists into traffic are both frustrating and dangerous. Spencer Frye: At one time, this SPLOST was supposed to be a “green” SPLOST. If we are going to have a nine-year SPLOST at a cost of $195 million, I would have at least liked to have seen a greater emphasis on progressing towards greater transit options and sustainability in general. As the founder of an environmental company, this is something I am very passionate about and go into much greater detail about on my website at www.spencerfrye.com Charlie Maddox: Bicycle and pedestrian infrastructure improvements should be weighed against all other community needs and a decision made based on several factors to include but not be limited to the number of citizens that will be affected. I will work with the university to coordinate all efforts to provide joint services efforts to benefit our city. Gwen O’Looney: Athens must grow as a walkable city with major commuter routes supplemented by safe bike and pedestrian connectors for many needs, i.e., Safe Routes to Schools. I’ll meet regularly with UGA officials to coordinate infrastructure projects, enhance connectivity and explore new approaches to class scheduling, parking restrictions and offsite options that improve transportation efficiency and the environment. These quality of life improvements provide safe and inexpensive recreational outlets, natural resource conservation opportunities and very definite health benefits. Glenn Stegall: We must invest in pedestrian infrastructure improvements—they are essential to our future and add to the appeal of Athens. We are in partnership with the university. Their customers are our customers. We need to be sensitive to their needs. It is clear this benefits both the university community and the rest of our community.
5.
Do we need a downtown master plan? If so, how should that be accomplished? What should be its top priorities? Who should be involved in creating it and how will it be paid for?
Charlie Maddox: I do believe that the commissioners have approved the list and it is an up or down vote on all the items that will be decided with the upcoming November elections. There are some items that I am not particularly in favor of doing under SPLOST 2011 but that had to be addressed before and anything now is conjecture.
Nancy Denson: Downtown Athens should be our crown jewel; an area that we are proud to show off. A plan that encourages quality growth and preserves our unique characteristics should be developed through a partnership between ACC, the ADDA and citizens. Planning grants should be applied for through the Regional Planning Commission or Department of Community Affairs Main Street Program.
Gwen O’Looney: Yes, but SPLOST 2011 minus the jail is actually smaller than our current SPLOST. ACC is dependent
Spencer Frye: A Spencer Frye administration would have such great potential to deal with an issue like the downtown