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OCTOBER OCTOBER 28, 21, 2011 2011

Voters guide

2011

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2011 ELECTION GUIDE

OCTOBER 28, 2011

EMPLOYMENT APPLICATION Democrat Shawn Mitchell

Shawn Mitchell

NAME:_____________________________________ WILL YOUR FORMER EMPLOYER BE A REFERENCE?

YES

NO

They’ve called me “untrustworthy” and said “They hoped not to repeat their mistake of hiring an __________________________________________________________________________________

REJECTED APPLICANT

Virginia State Senate

__________________________________________________________________________________ employee like me again”. So no, probably not. HAVE YOU EVER BEEN SUED?

YES

NO

My last employer sued me for stealing confidential information and using it to start a __________________________________________________________________________________ __________________________________________________________________________________ rival company. DO YOU HAVE ANY COURT JUDGMENTS AGAINST YOU?

YES

NO

Yes, after my boss sued me for stealing from his company, I had the courts seal the __________________________________________________________________________________ __________________________________________________________________________________ records because I wanted to run for office. DO YOU SUPPORT PRESIDENT OBAMA AND HIS POLICIES?

YES

NO

I__________________________________________________________________________________ absolutely support Barack Obama LIST YOUR LAST TWO JOBS AND HOW YOUR RELATIONSHIP ENDED? __________________________________________________________________________________ Vice President of Parrish Services – they sued me for stealing. __________________________________________________________________________________ Vice President of USE – they went bankrupt under my watch. FOR OFFICE USE ONLY: _______________________________________________ Shawn Mitchell appears to be of

questionable character. We can’t trust him in the State Senate. ______________________________________________________________________

Shawn Mitchell’s application for State Senate is

REJECTED

*Parrish Services, Inc. v. Jeffrey Shawn Mitchell et. al., Case No. CL 10002735-00 (Va. Cir. Prince William Apr. 30, 2010). Paid for and authorized by Dick Black for Senate

His employers said they “hoped no to repeat their mistake of hiring ant employee like him again.”


October 28, 2011

2011 election guide



BOARD OF SUPERVISORS — AT LARGE

Thomas Bellanca

Political Party: Democrat Occupation: Owner, Dulles Corridor Real Estate Campaign Website: http://tom4loudoun. com Government/Political Experience: Congressional intern, U.S. House of Representatives from 1991-1992; member, Reston Citizen’s Association, 2001-2003, Planning and Zoning and Transportation Committees, Reston Association, 2002-2003; president, Hunter Woods Village Condominium, 19992007; chairman, Dulles District, Loudoun County Democratic Committee, 2008-2009; board of directors, Lenah Run HOA, 2009-2011. Democrat Tom Bellanca hopes to bring a “wave of change” to the Board of Supervisors, bringing new leadership to the dais that will move the county forward. “I see that there is a lot of playing one side off of the other on the board, and I think that with better leadership we can make better progress for Loudoun,” he said. As the owner of Dulles Corridor Real Estate, Bellanca believes he has a prime view of what the county needs for economic development, and a lot of that has to do with the right marketing of Loudoun’s benefits, including areas like the Rt. 28 corridor and the rural west, which he recently said “plays an important role in reducing traffic, moderating burdensome growth and reducing overall property taxes.” Bellanca said the time has come for a new perspective on the board, and that the county needs to change the way it looks at its toughest problems. His campaign is focused on different aspects of county government: the budget, education, transportation and economic development. Bellanca says he has a different take on them than others who are campaigning. “We need someone who is going to push through the bureaucracy and get some solutions done. I believe I am that person,” he said. “We can’t pass these problems on to our kids.” Bellanca graduated with an undergraduate degree from Randolph-Macon University, and received his master’s degree from George Mason University in international business. He lives with his wife and daughter in Aldie. 1. How would you support and expand economic development in the county gen-

erally and in your district specifically? I believe the county needs to build upon its existing network of various economic development initiatives and include the establishment of a new independent Economic Development Authority.The authority’s chief task would be in identifying all of the available commercial development locations throughout the county and assemble a marketing program for attracting new businesses to locate in the county. The system would be similar to that in existence in Fairfax County. They provide a useful means of attracting new businesses, identifying locations that meet their needs, and helping them through the construction and approval process that the county requires. Additionally, I support the current initiatives to assemble a new plan in the various sectors of the rural economy. This plan is already underway and includes working groups from each individual sector formulating individual strategies that will ultimately be combined into one unified rural strategy over the next year. Once this plan is in place, it will be up to the board to move it forward and help implement it. 2. What are the top transportation needs for constituents in your district and how would you address them? Metro is the most important transportation project that will be decided by the next board. I’ve always supported Metro and supported additional funding from both the state and local government. I’ve never been a fan of using the tolls to fund the Metro so we need to look for other funding sources to reduce the burden on those using the toll road. Additionally, I support focusing our transportation capital improvement plan/ priorities on east/west road improvements at Rt. 50, Rt. 606, Waxpool Road and Rt. 7. I don’t support an outer beltway or a Corridor of Statewide Significance. This road will serve constituents not living in Loudoun and will cause more problems for Loudoun than they can afford to support. In the future, though, once Loudoun is fully built out, I would be amenable to a single north/south connection into Rt. 50 from Prince William County so long as it doesn’t have a severe impact on existing residential neighborhoods. 3. What are your funding priorities in the budget and how would achieve them? The funding of the school system and accommodating for future residential growth will remain the most demanding parts of the county budget. The forecast of a near doubling of growth in student population will continue to put significant demands on the county budget. Planning and construction Continued On Next Page

Scott K. York

Political Party: Republican Occupation: Retired Campaign Website: http://yorkforloudoun. com Government/Political Experience: Chairman, Board of Supervisors since 2000; Board of Supervisors, Sterling District 1996-1999; Sterling District Planning Commissioner 1992-1995; former chairman and founder, Virginia Coalition of High Growth Communities 1999-2002; former chairman, Northern Virginia Regional Commission 2002-2003; Treasurer, Northern Virginia Transportation Authority since 2002; Board of Directors, Virginia Association of Counties since 2000; Board of Directors, Metropolitan Washington Council of Governments 2000-2003. Republican Scott K. York has led the Board of Supervisors through the past decade, one that saw 84 percent growth in population, but he says he never planned for a life in public office, only for one in public service. “I came in wanting to try and accomplish keeping Loudoun a wonderful place to live, work and raise a family,” he said. “I think we have accomplished a lot over the 10 years-plus.” York decided to run for supervisor when now-Treasurer Roger Zurn decided not to run for re-election. York served as Zurn’s Planning Commissioner. He cites as accomplishments the ability to keep the tax rate as much as 70 cents less than Fairfax County’s at the height of its growth, all while building 50 schools and countless county facilities. “Do we still have our struggles? Yes. Of course,” he said. “I’ve always approached this job as trying to give everyone a voice and to try and listen to them even if I might not agree with them, or vote with them.” As a representative of the entire county, the chairman has to listen to all sides, but York said the pull between east and west is not as strong as it appears. “Everybody wants schools; everybody wants roads,” he said. “The challenge is being able to move forward and balance the needs with your approach to them.” Scott and his wife JoAnn live in Sterling. They are the parents of four children, with two daughters-in-law, one son-in-law, and two grandchildren. 1. How would you support and expand

economic development in the county generally and in your district specifically? • It’s time for Loudoun to convert to an Economic Development Authority to bring more rigor and professionalism to economic development. • We need to streamline the commercial development land use process and permitting timelines so they are handled more quickly and predictably. • I continue to support transportation solutions that help employees spend less time on the road and allow them to be more productive at work. • I support amending the Comprehensive Plan in the Rt. 28 corridor to provide for greater flexibility and increased opportunities for commercial development. • I will oppose government regulation that would harm business in Loudoun County and cause employers to take their jobs elsewhere. • I will look for unique opportunities to promote Loudoun as a great destination for tourism, such as we did with the Washington Redskins at no expense to county taxpayers. 2. What are the top transportation needs for constituents in your district and how would you address them? • I support the proposed improvements to Rt. 606 and the Loudoun County Parkway for better traffic flow in the Rt. 50 corridor. I will be working with State officials to secure funding for these improvements so they are in place before completion of the Rt. 606 Silver Line rail station. • I support completion of Gloucester Parkway to remove some of the 15,000 daily vehicle trips now on Waxpool Road. I am working with the Kincora developer and the state to use state infrastructure to connect Rt. 28 to Ashburn. • I support the proposed CDA that will help construct the northern section of Pacific Boulevard, connecting it to Loudoun County Parkway with no direct county expense. • I support elevated interchange improvements to Rt. 287 to eliminate the unacceptable traffic backup on Rt. 7. • I will continue my leadership to complete the Rail to Loudoun project, while insisting that the price tag is lowered more and that Dulles Toll Road users aren’t forced to carry a lot of the cost through higher tolls. 3. What are your funding priorities in the budget and how would achieve them? • My top priority is to keep the tax burden down for homeowners, while working to expand Loudoun’s commercial tax base and attract more local jobs. I will continue supporting policies that help our existing businesses grow. I will also continue to look Continued On Next Page




2011 election guide

Re-Elect

Jim Burton Independent Supervisor, Blue Ridge District

 Wrote and Sponsored Board Code of Ethics.  Wrote and Sponsored Loudoun County Transparency in Government Initiative requiring developers to reveal the top 100 investors in their projects. Co-authored County Debt Cap Policy which led directly to AAA bond rating. Found money for and persuaded fellow Board members to build Briar Woods High School and Freedom High School simultaneously. As Chairman of the Finance/ Government Services and Operations Committee, have led the way in financial management of the County for the last four years.

Leadership You Can Trust!

Served 27 years, United States Air Force as a pilot, engineer and weapons system analyst. B.S. U. S. Air Force Academy; MBA Auburn University.

Jim Burton

Educated . Experienced . Qualified

Re-Elect Jim Burton Nov. 8th For more information www.jimburton.org Authorized and paid for by Jim Burton

Bellanca Continued From Page 3

of new schools will be my number one priority when elected. We will need to make sure there is citizen involvement in the process and to get better cooperation between the School Board and Board of Supervisors. As the past indicates, this will be no easy task, but with determination and strength of purpose, we can accomplish this goal as a community. In this process, if executed appropriately, we can minimize future burdens on property taxes, help economic development (reduced commercial property taxes make our buildings more competitive)and increase available money for transportation or other county government services. 4. How would you improve the board’s relationship with the General Assembly, the School Board and the HOAs/towns in your district? It is important that we have a General Assembly delegation that works together as a unit. We are already at a disadvantage on the state level and any disagreements in policy by our delegation will hamper receiving what we need from the state in terms of funding and services. We also will have the benefit created by the newly added seats and we need to capitalize on these gains. The School Board relationship will require

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for ways to save money without reducing essential services. This includes working with the School Board to consolidate construction departments and strengthening our volunteer fire and rescue services. I have also called for systemic change in the way the school budget is proposed and acted on. The school budget must be more transparent, and there must be greater accountability to taxpayers. • We have several transportation missing links for which we have no funds identified. If we can dedicate up to two cents of the tax rate for this purpose we can put together a revenue bond package of about $150 million to complete a series of smaller improvements that would make a huge difference in helping drivers get from point A to point B. 4. How would you improve the board’s relationship with the General Assembly, the School Board and the HOAs/towns in your district? I have had very constructive relationships with state officials, and this has helped me secure millions of dollars in state transportation funds for Loudoun’s roads. Also, it was my relationship with Governor McDonnell’s office and regional leaders that helped overturn former Governor Kaine’s harmful funding reduction plan for Northern Virginia schools.

October 28, 2011

diligence to improve the relationship. We must be flexible and work together for the better common interest of our community. In regard to relationships with the HOAs/ towns, we need to have one point of contact in the county dedicated to serving these interests. I will support creating a small staff inside the county administration building dedicated to addressing the concerns of HOAs and towns to improve communication between them and the county. 5. What new perspective or idea would you bring to county government that does not currently exist? I am a very independent thinker who likes to think outside the box. I like to listen to and review a variety of ideas and opinions and formulate a strategy to tackle individual problems. I also become impatient if no progress is being made on areas that have been agreed upon and will forcefully pursue progress once a list of priorities is set. Maintaining focus on those issues such as school planning and construction, economic development and transportation will require diligence and hard work. Focus is the operative word here. I will be the chairman that repeatedly redirects all distractions back to these three issues to insure we have progress. I will also formulate a strategy for future boards that will help keep the plan on track for many years to come. n There will always be some friction between the School Board and Board of Supervisors, and some of this is healthy as we weigh in on the county’s funding priorities. The big picture is that we have built nearly 50 schools since 1996 and have a very good educational system despite being one of the fastest growing jurisdictions in the nation over the last decade. Now it’s time to make it better. I have an open door policy and have always met with HOAs. I worked with them to oppose the CBPO and supported them when they introduced the best of all the County redistricting plans—the one that was ignored by the Democratic majority on the Board who voted to approve a plan with no common sense. 5. What new perspective or idea would you bring to county government that does not currently exist? On July 14, along with seven Republican candidates for the board, I proposed establishing a Government Reform and Restructuring Commission.  With a new board in January, we will get this moving quickly. The goal is to develop recommendations for streamlining county government, reducing its cost and size, improving services, and saving taxpayers money. The commission will consist of up to 15 members selected by the Board of Supervisors from business, industry, government, and the nonprofit sector. n


October 28, 2011

2011 election guide



BOARD OF SUPERVISORS — ALGONKIAN Denise Moore Pierce

Political Party: Democrat Occupation: Retired Campaign Website: www.denise4algonkian. com Government/Political Experience: Member/ former Secretary/District Chair, Loudoun County Democratic Committee; Board of Directors, League of Women Voters. After decades of being involved in local politics, this year is Democrat Denise Moore Pierce’s first time as a Board of Supervisors candidate. She was spurred to run after realizing that no one else in her party was going to step up and announce their candidacy. “I never thought about doing this. I never had this as a dream of mine,” she said, “but people need a choice.” And now that she is in, Pierce is in all the way, with a commitment to addressing the needs of Loudoun and the Algonkian District. Her campaign carries the motto of “Community Counts,” because she believes the importance of communities and their priorities should be the priorities of the Board of Supervisors. Overall, Pierce believes Loudoun has “wonderful” communities, where you do not have to go more than five miles to anything you want to do, but the board has to work to maintain that quality of life. A supervisor has to be a “people person,” able to deal with a variety of people and situations daily. Her work in a variety of industries and companies, will only help her as a supervisor, as will her roots in Loudoun, she said. “I have been familiar with the issues for the past 20 years,” she said. “I have a background of knowledge of what has taken place in this community. I didn’t just get here. I think my institutional knowledge will serve me well.” Pierce lives with her husband in Lowes Island. 1. How would you support and expand economic development in the county generally and in your district specifically? Completing Rail to Dulles and then rail to Loudoun are necessary steps for the future. I believe we must maintain a sound financial environment including our AAA

rating. There are enough schools and other infrastructure to fund without beginning any new programs of unrestrained growth in residential housing. We should not add to our problems with cutbacks in education, personnel or other county functions. The Algonkian District is an older, mature community where we need the types of business and services that give the community a real sense of place. I would encourage higher learning facilities to either expand, like NOVA is doing, or locate in Loudoun. These schools not only provide jobs, they benefits students that don’t have to commute, and attract other employers. 2. What are the top transportation needs for constituents in your district and how would you address them? East-west commuter routes like Rt. 7 are overwhelmed and should be a primary focus for expansion between the Fairfax County line and Tysons Corner. We should consider supporting dedicated HOV/bus lanes when expanding Rt. 7 to Tysons. Commuter bus options should be expanded, including the operating time for the 7-to-7 connector buses. In our community we need to look for safe and convenient opportunities to encourage walking and bicycling, as well as ways to encourage shorter car trips, and increased public transportation assistance for seniors. 3. What are your funding priorities in the budget and how would you achieve them? We need state and federal funding to support Phase 2 of Metrorail to Loudoun. I would encourage the School Board to begin an evaluation on how to fund full-day kindergarten. In the school budget we should look for ways to incentivize the School Board to save money. Loudoun has many smaller transportation and maintenance projects that are unlikely to receive State funding. We should look at ways to identify those projects with the highest payoff and find ways to include them in the budget process. I would focus on possible programs and incubators to support and encourage the people who want to build small businesses. I would look for ways for the county to provide nurturing support to foster successful entrepreneurial endeavors. 4. How would you improve the board’s relationship with the General Assembly, the School Board and the HOAs/towns in your district? A joint committee with the School Board already exists, and county staff already has a liaison function with the General Continued On Page 7

Suzanne Volpe

Political Party: Republican Occupation: Executive Assistant, Potomac Corporation of Virginia, Inc. Campaign Website: http://suzannevolpe. com Government/Political Experience: Member, Loudoun County Library Board of Trustees; member, Loudoun County Planning Commission 2004-2007; former Member, Loudoun County Commission on Aging; Former President/Board Member, Cascades Community Association; Former Board Member, Loudoun Arts Council; Former Member, Eastern Loudoun Traffic Coalition; Former Loudoun County Republican Committee Chairman; Former Chairman, 33rd Republican Senate Legislative District Committee; Former Chairman, 32nd Republican House Legislative District Committee; Former Loudoun County Republican Women’s Club President. A 17-yearresident of Cascades, Suzanne Volpe is no stranger to Loudoun politics or the inner workings of the county government system. But 2011 marks the first year she is tossing her hat in the ring. For Volpe, the timing is finally right for a run. “I believe that Loudoun could be the best place to live, the best place to have a business, the best place to raise a family,” she said. “We just have to work at it.” Getting involved in local politics was a natural step for Volpe, who was raised on the importance of working to improve the lives of neighbors and to support Republican causes. “I remember as a child standing at the polls, handing out sample Republican ballots,” she said. “We were all raised with a sense of giving back to the community.” As a long-time Republican, Volpe’s priorities sit with the county budget, streamlining the work of government, and improvement economic development in the county. With all her ideas, Volpe is ready to get through the November election and get to work on the board. But she says her bottom line is the same customer service she will demand from county government. She said to represent a district, a supervisor needs to be able to talk to the people, to listen to their issues and to understand what they are

dealing with every day. “I will be like I’ve always been,” she said. “I listen to all people. It’s beyond an open door policy.” 1. How would you support and expand economic development in the county generally and in your district specifically? Loudoun must change its image. Only the Board of Supervisors can begin the process. I advocate the development of a first-class promotion program to market the county. I support the restructuring of the Department of Economic Development with the focus on creating a sales team to partner with the business community. I propose the reinstatement of the Board of Supervisors’ Economic Development Committee as well as partnering with the Loudoun County Chamber of Commerce, the Economic Development Commission and the LCVA to present all that Loudoun offers to potential employers. 2. What are the top transportation needs for constituents in your district and how would you address them? Because the Algonkian District is a stable community, most of our internal road infrastructure is complete. Our transportation woes occur when we leave our community. Rt. 7 in Sterling is a bottleneck, not just in rush hour, but seven days a week. Improvements must be made to move traffic through the Sterling area. Currently, there are improvements scheduled for this area but they have not been implemented. These improvements must be moved forward in an expedited manner. The challenge for commuters in our district is Rt. 7 to the east. I will work proactively with our delegation from Richmond to seek funding to improve Rt. 7 to Tyson’s Corner, which will improve commute times for our residents. Additionally, I will work with the other Board members to expedite the completion of our local road network—the missing links—to improve overall traffic flow. 3. What are your funding priorities in the budget and how would achieve them? The county has basic services, which must be provided, including fire/rescue, public safety, and schools. These items are by their vary nature funding priorities. The first step is a comprehensive management audit that will show where efficiencies can be realized by streamlining processes, eliminating duplicative operations and implementation of technologies, which will yield long-term savings. These savings can then be directed Continued On Page 7




2011 election guide

October 28, 2011

BOARD OF SUPERVISORS — ASHBURN Ralph Buona

Political Party: Republican Occupation: Senior Vice President of Corporate Business Development, Telos Campaign Website: www.ralph2011.com Government/Political Experience: Former U.S. Air Force officer; immediate past chairman, Loudoun County Chamber of Commerce; Board of Directors; Loudoun County Economic Development Commission through 2010; Loudoun County CEO Cabinet through 2010; member, Rt. 7 Task Force; extensive involvement in Loudoun’s nonprofit community. The decision to get involved in local politics was one that came naturally to Ashburn resident and businessman Ralph Buona—he was inspired by his father. His father was chairman of the School Board while he was growing up in Ohio and Buona remembers how “passionate and dedicated he was doing the right thing and trying to better our community. He was a visionary, constantly advocating for bettering the education of the children in the community.” But the tipping point for Buona came after his time working on the Economic Development Commission. “I really saw that the leadership in the county was not going in my mind where I thought the vision of the county should be,” Buona said. “It has nothing to do with current boards or where we were in the past, but I thought we were not unlocking the potential Loudoun has.” A 16-year resident of Loudoun, first in CountrySide, Buona has seen the community grow and change, and has been an active member of the community, including the Boy Scouts and Loudoun Cares. Loudoun means a lot to him personally as well because his family—including two young grandchildren—now lives in the county. A graduate of the Air Force Academy with a bachelor’s in management, Buona received his master’s degree in systems management from the University of Southern California. He left the Air Force in 1983, having reached the rank of captain. He and his wife live in north Ashburn. 1. How would you support and expand economic development in the county generally and in your district specifically?

As the immediate past chairman of the Loudoun County Chamber of Commerce, a former member of the Loudoun County Economic Development Commission, and a former member of the Loudoun County CEO Cabinet, I have considerable experience and insight regarding the inner workings of economic development in Loudoun County. Due to our rampant growth, Loudoun residents pay the highest residential property taxes in the Commonwealth of Virginia with only 18 percent of local revenues coming from businesses taxes and 82 percent coming from residential taxes. We must change this mix if we are to hold the line on taxes while building out our continuing infrastructure needs. I have proposed a detailed five-point plan for jump starting economic development efforts a summary of which can be found on my campaign website. This plan contains elements such as restructuring the Department of Economic Development, better leveraging the Economic Development Commission, moving into new target market sectors and territories to recruit prospects, leveraging key assets such as Dulles Airport and our large internet point-of-presence, and exploring a move towards an Economic Development Authority taking an approach similar to the one Fairfax County has employed. 2. What are the top transportation needs for constituents in your district and how would you address them? The Ashburn District stretches from the Potomac River to the Dulles Greenway. Our biggest challenges are completing Rt. 7 interchanges, significantly reducing congestion on Waxpool Road, and working with the General Assembly, the State Corporation Commission and the Dulles Greenway management to explore new approaches to tolling such as time-based and distance-based tolling. Locally, we can make incremental improvements that are low cost, yet yield substantial results. Accelerating proffers, facilitating bonding requirements, and using low-cost funding to finance cash-in-lieu-of arrangements can all allow us to finish many grid segments such as Gloucester, Loudoun County, Riverside, Claiborne, Tall Cedars, and Russell Branch parkways to name a few. Phase 2 of Metro is key to economic growth and congestion reduction but this must be done at the lowest cost possible to minimize taxes/tolls. Finally, we must complete key segments of biking/walking trails (e.g., to the W&OD Trail), particularly in the Ashburn planning Area. 3. What are your funding priorities in the budget and how would achieve them? Continued On Page 7

Valdis Ronis

For Democrat Valdis Ronis running for office is not about politics. “It’s about community service. I am not a politician, I am a business person,” he said. “I am not trying to achieve a title, not trying to be better than someone.” His time on the Planning Commission has shown him that people with differing opinions can disagree on topics, debate applications and reach a decision without acrimonious discourse, or without allowing politics to outweigh conscious deliberation, and Ronis said he would like to continue that spirit on the Board of Supervisors. During commission meetings Ronis spends a lot of his time weighing the information from staff members and applicants and listening to his fellow commissioners’ opinions on topics before stating his own case and position. That is what first led people in the community to approach him about running for a supervisor seat. “I like to listen to both sides of things before I make up my mind,” he said. Ronis is managing principal for MulvannyG2 Architecture in McLean. Before coming to the McLean office, he worked as a senior project manager for MulvannyG2 in Seattle. He received his bachelor’s degree in architecture from the University of Nebraska in 1982, and did post-baccalaureate studies in linguistics/critical languages at Western Michigan University. He earned his master’s degree in architecture from the University of Nebraska in 1986 followed two years later by a M.B.A. A father of four, Ronis lives with his wife Carolyn and three of his children in Lansdowne.

economic development in the county generally and in your district specifically? As supervisor, I will prioritize expansion of our commercial tax base. I’ll work to keep Loudoun competitive with neighboring jurisdictions by maintaining the quality of our school system, improving our transportation system, and work with state officials to invest locally-generated tax dollars back into Loudoun. I’ll also work to help make Loudoun more business-friendly by reviewing and where possible simplifying approval processes for forward-thinking, environmentally responsible businesses wishing to locate in or expand within Loudoun. In our exuberance to attract new businesses to Loudoun, we must not neglect our efforts to retain viable existing businesses. Over the past year I’ve reached out to many of the business leaders in Ashburn District. I’ve already begun to build the working relationships which will be needed to engage their input in collaboratively developing and implementing successful economic development strategies for our county. 2. What are the top transportation needs for constituents in your district and how would you address them? Northern Virginia continues to be an economic engine for the Commonwealth. As residents, we must demand that a fair share of taxes generated within our region be reinvested locally. An example of this would be state assistance for transportation improvements. While road improvements are needed in critical areas such as the Rt. 7, 15, 28, 50, and 606 corridors, simply adding more pavement is not sustainable. We need a mix of transportation options to reduce our dependence on single-occupant vehicles, including: Metro, express buses, carpools and vanpools, circulator buses, and bicycle and pedestrian paths. As supervisor, I’ll be a strong advocate for integrating new and existing developments, and economic development strategies that create high quality local jobs and reduce the need for long-distance commutes. In the near term, I believe that Ashburn District’s transportation priorities include constructing interchanges on Rt. 7 at Belmont Ridge Road and Ashburn Village Boulevard, completing the missing segment of Gloucester Parkway between Rt. 28 and Loudoun County Parkway, and improving traffic flow along Waxpool Road west of Rt. 28. I would also like to see expansion of bicycle and pedestrian paths to allow safe access to the W&OD trail and across major traffic arteries such as Rt. 7.

1. How would you support and expand

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Political Party: Democrat Occupation: Managing Principal, MulvannyG2 Architecture Campaign Website: www.ronisforloudoun. com Political/Government Experience: Loudoun County Planning Commission, Potomac District; member, American Institute of Architects; member, Urban Land Institute; member, International Council of Shopping Centers; member, American Latvian Association


October 28, 2011

Bouna Continued From Page 6

Schools and transportation are the two most pressing infrastructure needs the county faces and we must build out this infrastructure while maintaining Loudoun’s AAA credit rating to minimize costs of capital. On the schools side we must rethink how we acquire land parcels given the high cost of land, and design schools to unique sites versus the current cookie-cutter approach. We must rethink the operational budget as well, where great efficiencies can be realized in areas such as school transportation fulfillment. Funding priorities for transportation needs must be established based upon measurable effects each project will have on reducing congestion. Finally, we must support our nonprofits

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Assembly members. A review of the functioning of the joint committee and staff liaison would be appropriate. Conducting periodic, local “town hall” meetings with specific HOAs and community associations should give a local perspective. Social networking media, such as Facebook, could be used for Supervisors or staff to interact with HOAs and towns. 5. What new perspective or idea would you bring to county government that does not currently exist? A contact person on county staff or a citizens board (with no developers) that would review proposed development projects and advocate from the homeowners perspective on matters related to zoning, water, adjacent

Volpe Continued From Page 5

to our core functions, such as our children’s classrooms. 4. How would you improve the board’s relationship with the General Assembly, the School Board and the HOAs/towns in your district? I have an established relationship with the members of our delegation in the General Assembly. I will plan on visiting Richmond during the session each year as well as communicating with our delegation on a regular basis throughout the year. Regarding the board’s relationship with the School Board, there is room for improvement. I have stated from the beginning of my campaign that I would hold quarterly community meetings with my counterpart on the School Board. Additionally, I plan to meet with my counterpart on a monthly basis to discuss upcom-

2011 election guide

where tangible savings exist as nonprofits perform services that the county would otherwise have to provide. 4. How would you improve the board’s relationship with the General Assembly, the School Board and the HOAs/towns in your district? In my role as chairman of the Loudoun County Chamber of Commerce, I developed strong, positive, personal relationships with all members of our local delegation to the General Assembly and have advocated many issues on behalf of the County and the business community to the Assembly on numerous trips to Richmond. The Ashburn District has five candidates for School Board and I have sat down with most of them to discuss ideas and plant the seeds for working together in a positive manner if we are development, etc. For example, such a review process could have helped inform the residents of the Wingfoot Community that is at the end of Dunkirk Square off Lowes Island Blvd. near the Trump Golf Course. They might have known that a recently begun, 80+ townhouse construction project adjacent to Bawnox Terrace and Paulsen Square was only going to have one entrance at Bawnox Terrace. All the construction traffic, resident traffic and any emergency vehicles going to the new development would pass through the narrow streets lined with townhouses. The original project was to have two entrances; however, in 2005, with public advocacy from my opponent, then Planning Commissioner Suzanne Volpe, the previous BoS approved the single entrance at Bawnox over the objections of the Loudoun County Zoning Commissioner. n ing items. Regarding homeowner associations, I served on the Cascades Community Association Board of Directors for five years. That experience gave me a clear understanding of the need for communication and collaboration with the HOAs in the Algonkian District. I plan to meet with the HOA board members from throughout the Algonkian District on a regular basis. 5. What new perspective or idea would you bring to county government that does not currently exist? I have devoted much of my adult life to community service by giving my time, talent and treasure over the years to help those less fortunate and to improve our community. Our local government needs to have a spirit of service; it must become “user-friendly” for residents and businesses alike. If elected, I will strive everyday to implement this perspective in our local government. n



elected. There are numerous HOAs in the Ashburn District including several large ones. I have developed relationships with many of their board members and understand their key issues. I would meet with these boards regularly to discuss items of concern and to seek suggestions for improvement. I am an avid supporter of early and inclusive stakeholder processes. 5. What new perspective or idea would you bring to county government that does not currently exist? First and foremost, I would bring leadership, professionalism and civility back to the Board of Supervisors. I have and will advocate for a temporary commission that focuses on the county’s spending where all budget items are on the table for scrutiny with a particular emphasis upon reducing duplica-

tive departments and back-office systems. I will advocate that the commission perform an analysis to determine which non-core government services could be candidates for outsourcing. I will be a staunch advocate for budget transparency, including the Loudoun County Public Schools budget. I will work closely with my School Board counterpart to promote educational choice particularly charter schools and would work towards greatly expanding the Academy of Sciences Science, Technology, Engineering and Mathmatics educational capacity. Finally, I will implement routine town hall meetings in my district with my School Board counterpart to greatly improve communication with our constituents. n

Ronis

None of our problems can be solved without trust and collaboration between stakeholders. My approach has always been to facilitate dialogue between stakeholders, find common ground, identify the root issue(s), build trust and collaboration, and then implement the agreed upon plan. I’ve enjoyed a great deal of success through this process. As Supervisor, I’ll work closely with our State elected leaders, School Board Representatives, Planning Commission, advisory boards, county staff, citizens, and local business leaders to identify solutions to our problems.

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3. What are your funding priorities in the budget and how would achieve them? Our children’s education is our greatest investment and a personal priority. Since day one of my campaign, I’ve advocated for focusing our school budget on enhancing the classroom experience. That means prioritizing curricula and teachers’ compensation. Teachers are our greatest educational resource, and if elected, I will work to ensure that salaries and benefits remain competitive so that we can attract and retain the best teachers and staff. As supervisor, I will be an advocate for fully funding the LCPS budget each year under certain conditions. First, the budget process needs to become much more transparent so that taxpayers can understand and enthusiastically support the proposed expenditures. I view this as a fundamental responsibility of the Superintendent requiring improved dialogue between the School Board, LCPS administration, Board of Supervisors, and PTA’s. Second, the budget must honestly prioritize “needs” versus “desires”. We can’t always afford everything we want, but I believe that we must find a way to fund everything that we truly need. 4. How would you improve the board’s relationship with the General Assembly, the School Board and the HOAs/towns in your district? Bringing constituencies together is a core theme of my campaign. It may seem simplistic, but collaboration begins with dialogue and productive working relationships.

5. What new perspective or idea would you bring to county government that does not currently exist? I have a strong mix of skills, experience, and insight. I’m the only candidate for Supervisor who is simultaneously a licensed Architect, LEED AP, experienced business and civic leader, and Planning Commissioner. As a Planning Commissioner, I’ve gained invaluable knowledge of and experience with our county’s land use policies and practices. I’m proud to have co-authored the Route 28 CPAM, and participated in deliberating several mixed-use development proposals and re-writing the county Sign Ordinance. One idea I’d like to implement is creation of an Ashburn District citizens’ advisory group. This group would consist of 2-3 appointed representatives from each precinct; a bi-partisan cross section of neighborhoods and interests. As Supervisor, I would meet with this group at least 4 times each year to receive feedback and exchange ideas, and encourage the Ashburn District School Board Representative to actively participate. n




2011 election guide

October 28, 2011

BOARD OF SUPERVISORS — BLUE RIDGE Jim Burton

Political Party: Independent Occupation: Retired Air Force Colonel Campaign Website: www.jimburton.org Government/Political Experience: Board of Supervisors 1996-present; chairman of the Board of Supervisors’ Finance, Government Services & Operations Committee 2000-2004, 2008-present; serves on the Joint Board/School Board Committee; represents the Board of Supervisors on the Affordable Dwelling Unit Advisory Board, the Purcellville Urban Growth Area Policy Review Committee and Loudoun County Soil and Water Conservation District (SWC); he previously served on the Metropolitan Washington Council of Governments (COG) Air Quality Committee for eight years, two as chairman; and the Rt. 28 Tax District Committee for eight years, two as chairman. Retired Air Force Col. Jim Burton moved to Aldie in the spring of 1987. “After retiring, I spent a year looking for a place with some history and a slower pace of life, having been through some very intense times in the Pentagon,” Burton said. He ran for the Mercer seat on the Board of Supervisors because “I saw the debt coming and the explosive growth, and what that would cost the county,” he said. Burton was unsuccessful in his first try in 1991. “I didn’t know what I was doing,” he acknowledges. Four years later, he was successful. Burton served as the Mercer supervisor for two terms before re-districting altered the district to Blue Ridge. The diverse district, which had 16 ZIP codes and included rural villages and towns as well as large developments, spurred a “broad sense and perspective for governing,” Burton said. Since 1996, there have been almost 200,000 new people in the county, 46 new schools, 40,000-plus new students and almost 3,500 new teachers. “Trying to guide the county’s finances through all that explosive growth and at the same time keep the tax burden reasonable was my biggest challenge.” “I am really concerned about the future of the county making it through this difficult economy and coming out in a good financial situation.” Burton married Lina Baber of Hillsboro in the fall of 1991. Burton has two children

and five grandchildren by his first wife, who died of cancer. 1. How would you support and expand economic development in the county generally and in your district specifically? Over the past decade, Loudoun doubled the number of business establishments in the County, going from 4,620 in 2000 to 9,115 in 2010; added 46,000 new jobs; maintained approximately 20 percent of our tax base as commercial property; and currently has a 4.4 percent unemployment rate. While some would advocate establishing an Economic Development Authority like Fairfax’s, I would argue there is no compelling reason to do so. Before we establish an appointed (not elected) body with the power to tax landowners, issue long-term bonded debt, and buy and sell real estate, all without Board of Supervisors approval or any accountability to the public, we need solid evidence that the current economic development policies and practices are not working. That evidence does not exist. Fairfax, which has an EDA, was not on the recent CNN Money Magazine list of top 25 jurisdictions with the highest percentage job growth for the 10-year period 2000-2010. Loudoun was No. 2 on that list; Prince William County, which also does not have an EDA, was No. 13 on that list. Clearly the taxing policies, regulatory policies, and business recruitment strategies currently in place have produced outstanding results and I support continuing them without significant change. 2. What are the top transportation needs for constituents in your district and how would you address them? There are many roads and road segments in the eastern part of the Blue Ridge District that have been proffered by developers but have not yet been built because the developers have not reached the proffered trigger points. I have had several meetings with some developers encouraging them to accelerate their plans. I am hopeful those meetings will produce results. I will continue to press the General Assembly to develop an adequate, sustainable source of transportation funding, which it has failed to do thus far. I will resist the Secretary of Transportation’s proposal to shift the responsibility to build and maintain roads from the state to the local government. What little debt capacity we have left at the local level needs to be reserved for building schools and firehouses. 3. What are your funding priorities in the budget and how would you achieve them? Education and public safety are my top funding priorities and have been for many Continued On Page 11

Janet Clarke

Political Party: Republican Occupation: Part-time educator for Loudoun County Public Schools Campaign Website: www.clarkeforloudoun. com Government/Political Experience: Purcellville Town Council 2006-2008; served on the Public Safety, Infrastructure, and Ways and Means Committees; served on the threeperson negotiating team with the county over Woodgrove High School; and held a threeyear appointment to the Loudoun County Community Services Board. Republican candidate Janet Clarke came to Loudoun 13 years ago. She grew up in Fairfax County, where she says she first developed the desire to “give back to the community.” Earning her bachelor’s and master’s degrees in her 30s and 40s, Clarke spent 15 years in the technology field working on contracts and complex bids with federal agencies. F r o m 1998 to present, Clarke has been active in the educational field and community pursuits, focusing on youth. She has worked off and on in the Loudoun County Public School system in the central office as well as in the schools; established the Teen Center in Purcellville, wrote a Youth Teen Activities Directory for western Loudoun teens and worked in substance abuse and violence prevention efforts. A strong supporter of Scouting for more than 20 years, Clarke is a registered Merit Badge Counselor with the NCAC Boy Scouts in the Goose Creek District Council. She is a former member of the Dulles Regional Chamber of Commerce, Loudoun Youth Initiative and the Community Anti-Drug Coalitions of America. She holds a number of memberships: the Purcellville Business & Professional Association, Purcellville Women’s Club and the the Rotary Club of Purcellville. She is a founding member of the Community Builders Network of Virginia. Clarke said living in Loudoun has given her “a feeling of community” that she has not experienced elsewhere. “I am running to advocate for the community,” she said, pledging to improve government and communities through a positive relationship, community involvement and sound fiscal management. Clarke lives with her husband Tom in Purcellville. The couple has three children.

1. How would you support and expand economic development in the county generally and in your district specifically? My district comprises almost two thirds of the county’s geography and is a hybrid of rural, suburban, and towns. I will balance their needs and economic development based upon their differing interests. All three of these segments of the Blue Ridge District should be respected, acknowledged for what their communities want, and should be worked with for appropriate representation to serve them. Additionally, more focus should be on economic development immediately around the airport in order to provide businesses and services that will not only be welcome but will also bring in commercial tax base income. Supporting the expansion of value added development for the agriculture business sector is also of importance for increased business tax income, as well as business development that helps make our county unique in the DC area. These approaches are necessary because our commercial tax income has decreased over the past decade and is substantially behind the residential growth, leaving the county out of balance. Our county needs to be move forward with a vision for the future, to attract and retain business, make it an even better place for people to live and visit and preserve our rich history and agriculture to share with others. 2. What are the top transportation needs for constituents in your district and how would you address them? Constituents in my district say their top transportation needs are to improve Loudoun’s overall transportation infrastructure and make it safer. In the immediate, I will focus on completing missing road segments on Gloucester, Claiborne, and Loudoun County Parkway, and bring needed road improvements to Braddock and the interchange at Rt. 690. I will also focus on safety improvements at a number of intersections, particularly where stop lights are needed, as well as solutions for resolving transportation safety issues around schools and exit ramps. I support the extension of Metrorail to Loudoun, but will oppose any funding options that will result in toll increases. 3. What are your funding priorities in the budget and how would you achieve them? Transportation and schools are the funding priorities, to be achieved by a restructuring and streamlining our government to focus on attracting and retaining businesses for our county. I will apply best-practices business development models, helping the county to have the business friendly reputation it Continued On Page 11


October 28, 2011

2011 election guide



BOARD OF SUPERVISORS — BROAD RUN Cliff Keirce

Political Party: Independent Occupation: Traffic Management Specialist, FAA Campaign Website: http://keirceforsupervisor.com Government/Political Experience: Vice chairman, Loudoun County Planning Commission; member/former president/former vice president, Broadlands HOA Board of Directors since 1999; member, Loudoun County Facility Standards Manual Public Review Committee, 2008-2009; Library Foundation, since 2004. For Cliff Keirce the opportunity to sit on the Board of Supervisors is all about community service—something he has committed himself to for the last decade and a half. “I’ve always been a believer in community

Andrea McGimsey

Political Party: Democrat Occupation: Executive Director, Oatlands Campaign Website: http://mcgimseyforsupervisor.com Government/Political Experience: Potomac District Supervisors since 2008; member, Transportation and Land Use Committee; Board of Directors, Metropolitan Washington Council of Governments; member, COG Climate, Energy, and Environment Policy Committee; Board of Directors, Dulles Area Transportation Association; member, Rt. 28 Transportation Improvement District Commission; Executive Committee, Climate Communities; member, the Environment, Energy and Land Use Steering Committee, National Association of Counties; vice chairman, Transportation Steering Committee, Virginia Association of Counties.

Shawn Williams

Political Party: Republican Occupation: Federal Counsel, Sprint Campaign Website: www.williamsforsupervisor.com Government/Political Experience: Four years active duty in the U.S. Marine Corps, four years in the reserves; Board of Directors, Southern Walk HOA; member, Loudoun County Republican Committee; member, Association of Corporate Counsel; member, National Contracts Management Association; member, Maryland State Bar Association; member, Virginia State Bar Association. A career in politics was never part of Shawn Williams’ original plan, but as he grew more involved in the Loudoun community— both as a board member for his homeowner’s association and a member of the Loudoun

service,” he said. “I am not a passive person. I want to get in there and work on things.” From his work as a long-time member of the Broadlands homeowners association to his seat on the Planning Commission, Keirce sees being a supervisor as the final step in his service to the county. “I really love this county and I want to do my part to making it the best it can be,” he said. “I am not trying to use this office to launch my political career.” Keirce, a father of three, said he would like to work to change Loudoun’s reputation in the business community, by being a super-

visor who looks for solutions—ones that work for both the county and those looking to work with the county. Keirce said all of his experience in serving his community has prepared him for serving on the Board of Supervisors. “I have conferences with people who have diametrically opposed opinions,” he said. “You’re always going to get people angry when you take a position, but you always have to base your decision on the information and the facts.” Keirce graduated in 1983 from the University of Michigan with a B.S. in atmospheric science. He has lived with his wife and family in Broadlands since 1997.

business-friendly. I would convene a workshop of business leaders, similar to what was successfully done with the Sign Ordinance and the Rt. 28 CPAM, to review the county’s planning/zoning processes to see what can be done to streamline the process. I will also ensure our zoning and planning match so that applications do not get caught up in a bureaucratic conflict. For the Broad Run District, ensuring that the Metro is extended to Loudoun on time and on budget is critical for our economic future. I will continue efforts I have already started with local, federal, and MWAA officials to keep this project on track. 2. What are the top transportation needs for constituents in your district and how would you address them? Complete Gloucester Parkway from Loudoun County Parkway to Continued On Next Page

1. How would you support and expand economic development in the county generally and in your district specifically? We need to change the county’s reputation as not being

A native of Northern Virginia, Democrat Andrea McGimsey first decided to run for the Board of Supervisors in 2003 in an attempt to change the direction of the previous pro-development board. “I thought I could be a good vote on the board to vote for the c o m m u n i t y, and not for the interests from outside of the county,” she said. But after four years she says there is still work to be done in transportation, energy efficiency,

public safety and education, which spurred her to run again. “I think Loudoun is an incredibly special place. We are the home of Internet and we are the most gorgeous rural county,” she said. “It is the combination of a 21st century county with the history and agriculture. It’s a truly amazing place to live.” As founder and former director of the Campaign for Loudoun’s Future, a coalition of 17 local groups, McGimsey is committed to smart growth practices and preserving the rural west and its unique economy, as well as prepping the county for the future through energy efficient practices. McGimsey is a former member of the Sterling Volunteer Fire Company and received the 2003 Administrative Member of the Year Award and the 2008 Outstanding Service to Our Community Award.

Born in Alexandria and raised in Springfield, McGimsey earned a Bachelor of Science degree from the Massachusetts Institute of Technology and a master’s degree in interactive telecommunications from New York University. She lives in Dulles Town Center.

County Republican Committee—his interest in local politics grew as well. Right away, Williams’ concern was the county’s fiscal situation, as a number of residents continued to see rising tax bills. But it wasn’t until redistricting that he thought 2011 might be his year to run for office. Williams believes a supervisors should be a steward of their district and constituents. “I am here to represent the district, so I want people to know that I am receptive to them, I am available to them,”

he said. “People should know that they have access to me, and if I don’t know something, I will research and give them a good answer.” A father of three, Williams is a former member of the U.S. Marine Corps—having voluntarily enlisted in 1996. He credits the Marines with giving him his self-discipline and transforming the way he views the world and his own responsibilities. “I definitely came out with a better understanding of what I wanted out of life.” After the Marines, Williams got his MBA from Averett University and his law degree from the University of Baltimore, MD. Since earning his law degree, Williams has held positions with Raytheon, Siemens, and American Systems Corporation. A native of Ocean City, MD, Williams has lived in Broadlands since August 2007.

1. How would you support and expand economic development in the county generally and in your district specifically? In bringing more business to Loudoun we can expand the commercial tax base and lower the amount of property taxes we pay. One of the reasons for the traffic congestion in the East is that most Loudouners commute to places like Reston, Tysons or DC for work, which is another reason why I want to bring jobs to Loudoun. For this to happen, the tone of the County staff needs to change so it can be that of an advocate for new business. We need to set some definitive timetables in the permitting process and make sure there is no unnecessary regulation or red tape that hinders businesses from locating in Loudoun. Loudoun should aspire to be a destination and not just a bedroom community and we Continued On Next Page

1. How would you support and expand economic development in the county generally and in your district specifically? a. We need economic growth to increase our commercial tax base and reduce the residential tax burden. Loudoun County is number two in job growth in the nation. To stay on this strong trajectory, we must: 1) build a high functioning, multimodal transportation network 2) streamline county regulations and processes to be as business- friendly as Continued On Next Page


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Nokes Boulevard; get another east-west Broad Run crossing south of Waxpool Road; complete Claiborne Parkway from Croson Lane to Ryan Road; and get a fourth lane added to Rt. 28. I will do this by: • Working with the state, county and developers to move the tens of millions already proffered for un-built or underfunded projects to complete critical roads. • Utilizing strategic “loans” to build infrastructure before development proffers trigger with the knowledge that the costs will be reimbursed later. • Ensuring “Cash-in-lieu” of for all road development proffers. This will allow the county to receive a monetary contribution if a proffered road is paid for from another source. • Making strategic investments in transportation when no proffers are available. • Partnering with the state to share costs of critical infrastructure. As Planning Commissioner, I have been

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possible while protecting the public good 3) create strong public/private partnerships that maximize the best of both, e.g., the Green Business Challenge and the Route 28 Tax District, which built the much needed interchanges 4) invest in economic development programs such as the business incubator and targeted clusters including international, data center, and federal sectors 5) keep county services excellent - schools, public safety, etc. – critical to attracting, retaining, and growing local businesses 6) reduce utilities cost in the county through integrated energy management and non-potable water distribution 7) support diversified business development, from data centers to new rural strategy, to hedge against possible decline in federal government expenditures. b. The Broad Run District is home to multiple economic engines including the Route 28 corridor and transit-oriented, mixed-use town centers around the planned metro stations. Our district is also the heart of the Internet. We must ensure affordable, reliable, efficient energy to support data centers and other businesses. 2. What are the top transportation needs for constituents in your district and how would you address them? a. The Waxpool corridor and Route 28 are increasingly congested due to irresponsible development decisions by past Boards of Supervisors. We must complete the local road grid, bring metro to Loudoun, increase commuter and local buses, support telecom-

2011 election guide

successful in finding the funding for a critical missing road link in the Dulles District by working with several Developers to move proffered money and provide cash-in-lieu contributions. 3. What are your funding priorities in the budget and how would achieve them? • Prioritized school budget, transportation, and public safety. • Working with the School Board to make sure the focus for spending is on the classroom and unnecessary or duplicative expenditures are eliminated. We need to look closely at combining county/school services to achieve savings. • By creating a vibrant environment that encourages businesses to want to locate in Loudoun. • Establish an Economic Development Authority to promote the county to businesses here and abroad. • By increasing our commercial tax base will ease the taxes on residential properties. 4. How would you improve the board’s relationship with the General Assembly, the School Board and the HOAs/towns in your muting, and provide safe pedestrian and bicycle paths. b.We must stop irresponsible development and sweetheart deals that harm our community. These mismanaged deals force our county to grow faster than our infrastructure can handle. We need commonsense leadership focused on solutions-based, forwardthinking policies that link where and how we build new neighborhoods to existing and planned infrastructure. We must prioritize our transportation dollars towards our communities that already exist, not for opening up even more land for development that our roads cannot handle. This is about our quality of life, about parents getting home to their children at night, our students’ receiving a world-class education in uncrowded schools, and the success of local businesses and their employees. 3. What are your funding priorities in the budget and how would achieve them? a. I have three simple priorities. First, transportation. We must expand our road grid and extend metro into Loudoun. In order to accomplish these goals, developers must pay their fair share for road construction. Second, we must build the schools our growing student population needs. With my leadership, there will be two new elementary schools, a middle school and a high school built by 2015. Third, and applicable to my first two priorities, is holding developers accountable. Too often, Loudoun has allowed sweetheart deals like Open Band. We must prevent these deals going forward and ensure that developers are paying for the Continued On Next Page

district? Simple. Be available and meet with them frequently. This is something I have been successful at as an HOA representative and as Planning Commissioner. Every phone call and email has been returned and every request for a meeting has been granted. I have already committed to meet with my School Board counterpart as frequently as they would like. I already have established relationships with many of the HOA’s in my district, so this is already accomplished. I will use the same approach with our General Assembly members. I will work with them seriously and respectfully and avoid the shrill rhetoric that some of our elected officials tend to use. 5. What new perspective or idea would you bring to county government that does not currently exist? I bring in the perspective of someone who has already spent 12 years of community service to Loudoun County. I currently represent about 30 percent of the Broad Run District today as a Broadlands HOA Board member for the past 12 years, four years as President and three years as Vice President. I serve as Vice Chairman of the Loudoun County Planning Commission. I serve on the

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can make this possible. Just in the Broad Run District alone, there are many development projects in the works including minor league baseball team the Loudoun Hounds, as well as a major commercial/retail complex. Supporting these types of economic growth projects while also working with the developers to ensure we have the road infrastructure to allow for additional traffic will be one of my top priorities. 2. What are the top transportation needs for constituents in your district and how would you address them? There has been no issue I have found more important to my neighbors in Broad Run than traffic. As a commuter who sits on Waxpool Road every day, I share in the frustrations of my neighbors about missing road links and the astronomical cost of the Greenway. I am committed to finding funding solutions to our missing road links like Loudoun County Parkway now. Most of the funding for these links is tied up in developer proffers which we could proactively renegotiate. I will advocate that we have a line item in the county budget for transportation. My other large transportation focus will be pushing for the implementation of distance pricing on the Greenway. Congressman Frank Wolf has endorsed my efforts and I will look to work with all local leaders in pressuring the Greenway to institute more reasonable pricing. Finally, I pledge to be a budget hawk on the Metrorail to Loudoun project. I am supportive of the project, but the costs for Loudoun taxpayers and toll road users must

October 28, 2011

Loudoun Library Foundation Board and was able to keep that organization from folding by working with the county to find a new location for book storage. I bring in the perspective of someone who simply wants to work for the citizens. Not for a political party and not for special interests. I am tired of supervisors whose decisions are made for personal gain or a political party’s interests and who like to sit on the board but are unwilling to do the work required to be effective. I bring in a unique ability to negotiate and work with people, regardless of their affiliations. This ability has gotten me elected four times by Broadlands residents, and selected as Vice Chairman of the Planning Commission unanimously after only one year of service. This ability resulted in two developers, who are in litigation against each other, to work together at my request to find the money needed to complete Tall Cedars Parkway. I bring the perspective of someone who simply believes in community service and wants to give back to a county that it has been a pleasure to call home for the last 14 years. n

be tightly controlled. We should ensure we are getting the most money possible from State and Federal resources. 3. What are your funding priorities in the budget and how would achieve them? I make no bones about the fact that I am a fiscal conservative. The best government is the one you don’t know is there. Ensuring taxpayer dollars are spent wisely across all facets of county government will be one of my chief roles if elected Supervisor. We need to do periodic and targeted program reviews on county agencies to see if there is redundancy or inefficiency. The School Board needs to do their job and dig into their budget. I am confident the next School Board will ask the tough questions and if they don’t I will make the appropriate recommendations. It is time the County be run by business people with a long term outlook on what is in the best interest of the County. 4. How would you improve the board’s relationship with the General Assembly, the School Board and the HOAs/towns in your district? Being elected to the Board of Supervisors represents the trust of the voters to act in their behalf. There is never an excuse for unprofessional behavior between members of the Board and other bodies. I am a problem solver and a consensus builder; it is what I do professionally. My goal as a Supervisor will be to have an open and responsive tenure, working together with all members of the community. We need to improve our communications and community outreach to get the consensus of the HOA’s and the members of the communities they serve. I have already Continued On Next Page


October 28, 2011

Burton Continued From Page 8

years. During the recession (over the past three years) we have held the school budget relatively flat at approximately $750 million per year, even though 9,000 new students have entered the system. We could do that for the short term without causing harm to the school system. However, with over 3,000 new students entering the system each year, we must sooner or later increase the school budget. An under-funded school system will not attract new business to Loudoun.The same situation exists with the fire and rescue system, as we continually need to hire career personnel because many volunteer companies are having trouble meeting an ever-increasing demand for service with a dwindling number of volunteers. As long as there are thousands of new residential units built every year, there will be upwards pressure on the property tax burden to provide infrastructure and services for the new residents who move into these new homes. 4. How would you improve the Board’s relationship with the General Assembly, the School Board, and the HOAs/towns in your district? Much of the relationship between Board members, General Assembly representatives and School Board members depends upon the personalities involved. I fortunately have developed a good personal relationship with those individuals with

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essential services our county needs. 4. How would you improve the board’s relationship with the General Assembly, the School Board and the HOAs/towns in your district? a. I serve as vice chair of the Virginia Association of Counties Transportation Committee, working with fellow local elected leaders to ensure our state leaders understand the transportation priorities of localities. My work with VACo fosters regular communication with state leaders. b. Loudoun’s excellent public schools are a top priority for me, and we must have strong communication between the School Board and Board of Supervisors. I will support a joint committee of the two boards during the next four years to foster strong communication and collaboration with the goal of a high quality, 21st century school system. c. I look forward to working with all residents, many of whom live in neighborhoods with Homeowners Associations. HOA

2011 election guide

whom I share the responsibility to govern. I support continuing the Joint Board of Supervisors/School Board Committee in the next term. The committee achieved much in its first term and is worthy of continuing. I have held community meetings throughout the district, in both small and large communities, on a regular basis. That process has been useful for me and those communities as a means for gaining a better understanding of the issues facing each community and the county as a whole. I would continue holding periodic meetings throughout the district. 5. What new perspective or idea would you bring to county government that does not currently exist? My staff and I have been working with the county staff and the real estate industry for the past year to develop a county website where prospective homebuyers can learn just about everything there is to know about a home or piece of property they are considering for purchase. Too often I hear from homebuyers they did not know something of substantial importance to them about their property before they purchased it. This website is an effort to alleviate that problem. It has recently been tested separately by a real estate focus group and a focus group of recent homebuyers. I hope that the adjustments recommended by the focus groups can be implemented soon so that the site can go live by the end of the year. n

leaders provide important perspectives on county issues, in addition to the feedback from many individual residents who contact the Board directly. I am excited to work with each HOA to address neighborhood issues. 5. What new perspective or idea would you bring to county government that does not currently exist? a. I am leading the effort to implement our nationally acclaimed energy strategy in partnership with the private sector, making Loudoun a leader in the new energy economy. I’m working with local companies in the technology and government contracting sectors to utilize new sources of clean energy. b. In eastern Loudoun, we can use waste energy from data centers to heat and cool nearby residences and office buildings. In rural areas, we can plant native switch grass on marginal land, a source of highly efficient biofuel. I am in exploratory discussions with major end users for this fuel source, including Dulles Airport and Moorefield Station. We are working with the EPA to install major solar projects, including solar trees to shade parking lots. n

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started to mend the Board’s broken relationship with the School Board. 5. What new perspective or idea would you bring to county government that does not currently exist? I will bring a different perspective to the Board given my experience in the private sector as a Corporate Attorney for a large telecommunications firm. For a living I review regulation, negotiate contracts and manage disputes for a multi-billion dollar

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should have and that the Loudoun community wants. Bringing in business and creating models of sustainability will increase our County’s commercial tax base to help fund the residential needs. 4. How would you improve the board’s relationship with the General Assembly, the School Board and the HOAs/towns in your district? Over the past 13 years I have lived in Loudoun County, the many capacities I have worked in have provided me the opportunity to work with our State General Assembly, School Board, HOAs and Town representatives, as well as federal government representatives such as Congressman Frank Wolf and former Senator George Allen. My focus of work with these folks has been on projects for the betterment of the community. This is an example of the professional, respectful relations I have with other government bodies. Being able to have positive, effective relations with other government bodies and entities is necessary to move forward for successful collaborative efforts for solutions and services for our county. 5. What new perspective or idea would you bring to county government that does not currently exist? One unique area that is of critical importance, because it comprises approximately 70 percent of our county’s

Baldwin

corporation. I also have an MBA, which I believe will bring valuable business knowledge to the Board. I have a passion for service. After receiving my undergraduate degree in Business Administration I joined the United States Marine Corps because I wanted to serve my country and did so for eight years honorably. I have continued serving here locally as the Secretary for my HOA. My education, military service and real world business experience give me the right perspective to bring some commonsense business acumen to the Board. n budget, and will need a unique and concentrated effort to plan for the county’s future and help resolve issues—is education. I bring a higher level of understanding to the Board of Supervisors regarding school system operations, in that I have taught in the schools, worked in central office and with school system budgets, and have been a parent with three children who went through the school system. It is clear there needs to be change in the way business is done, from the Board of Supervisors to the School Board, and with both main offices’ staff. We need to think out of the box, be willing to be flexible with school structures and land acquisition and placement. Also, serving our student population has become less effective and will not accommodate our future needs if we continue to conduct business the same old way. I bring public/private business partnership experience, a positive outlook and business friendly attitude to the Board of Supervisors. Having served on one of our seven incorporated Town Councils, on the County’s Community Services Board, and worked with most sectors of the community for youth programs, I have a different understanding and respect for the governance and needs of our community sectors. I will show the respect and support, with an open door policy, that the people of the Loudoun community should have. I bring community-based positive leadership to the Board, willing to listen to be able to serve the people better. n

Catoctin Supervisor

Pragmatic, common-sense solutions that protect our quality of life and our pocketbooks. baldwinforsupervisor.org


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2011 election guide

October 28, 2011

BOARD OF SUPERVISORS — CATOCTIN Geary M. Higgins

Political Party: Republican Occupation: Industry labor negotiator Campaign Website: higgins4catoctin.com Government/Political Experience: Loudoun County School Board member for Catoctin 2000-2004; served on the Personnel Services, Discipline, and the Legislative and Policy committees. Higgins is vice president of labor relations for the National Electrical Contractors Association in Bethesda, MD. He also is an arbitrator for the Council on Industrial Relations. Higgins moved to Loudoun County in 1977. Formerly a resident of Bluemont, where he and his wife were involved in the preservation of the E.E. Lake Store, he now lives outside Waterford with his wife Gail. He has been a board member of the Loudoun Museum since 1998. Hi g g i n s ran for the Catoctin seat in 2003 and 2007 against retiring Supervisor Sally Kurtz (D). He says his reasons for running have to do with his love of the county’s history and beauty. He and his wife have restored two historic homes in the county and “it is a wonderful place to live,” he said. Noting the many changes he has seen in Loudoun during his 30-odd years in the county, Higgins said “I want to preserve what is best about our county, while at the same time working to ensure a healthy economic environment for all of its residents.” Higgins wants to see the county more business friendly, while controlling taxes and government spendinge. Higgins says he is not a profession politician, but just a regular citizen who is “committed to listening to the citizens of Loudoun and not telling them what is best for them.” The Higgins have three daughters, each of whom graduated from Loudoun Valley High School, and two grandsons. 1. How would you support and expand economic development in the county generally and in your district specifically? We should encourage the appropriate economic development in the appropriate places. In the east near Dulles Airport, we need to

encourage the economic development of Class A office space that will bring good jobs and revenues to Loudoun. In the west, we must preserve its beauty and history while at the same time fostering rural business growth (vineyards, B&Bs, country inns, farming and etc.) and encouraging the tourism that will prosper those businesses. Generally speaking, in order to bring business to Loudoun, we must become business friendly; reduce unnecessary regulation and red tape. The regulations that we have must be applied fairly and consistently. I have been told many times that the uncertainty of our regulations and the application process has served to scare business away. 2. What are the top transportation needs for your constituents in your district and how would you address them? The traffic in the district continues to worsen with no end in sight. I commute to work every day just like everyone else. Sitting in traffic is stealing our time, polluting our air and adversely affecting our quality of life. There are some projects in our district that should be priorities and would have an immediate positive affect on our traffic congestion. Recently the state has provided funding for two of these along the Rt. 7 Bypass in Leesburg; the Sycolin Road overpass and a third lane on the Rt. 7 west of Leesburg to Clarks Gap. Additionally, there should be a ramp added at Rt. 690 in Purcellville to provide access to Woodgrove High School and a right turn lane on Rt. 9 west at Rt. 287. I will make it a priority, working with our state delegation, to find funding for these projects. Another serious traffic issue facing our district is the Dulles corridor tolls. I have already been in conversation with Congressman Wolf on this issue and it is going to take a local, state and federal effort to get this issue under control. These tolls are currently $13.50 a day for residents commuting from our district and they are predicted to be over $25.00 a day by 2015. This is becoming unaffordable for many families and will push people onto Rt. 7, a road that is already at capacity. 3. What are your funding priorities in the budget and how would you achieve them? I believe that schools, transportation and public safety should be the funding priorities for the budget. I also think we are going to have a very difficult time next year with the budget process. It will take some long hours and hard work. I intend to sit in on as many school budget sessions as possible, so I will know where 70% of our budget is going. After that, we will have to work very hard at crafting a budget that adequately addresses Continued On Next Page

Malcolm F. Baldwin

Political Party: Democrat Occupation: Sheep farmer, vineyard grower Campaign Website: www.baldwinforsupervisor.org Government/Political Experience: Senior staff member and acting chairman (1981) White House Council On Environmental Quality, 1973-1981 under President Ronald Reagan. Vice president of the International Resources Group Ltd., retired in 2003. Malcolm Baldwin and his wife Pamela after retiring in 2003 have built second careers developing several rural businesses at their WeatherLea Farm just north of Lovettsville, which they bought in 1992. Baldwin, a retired environmental law practitioner and consultant, raises wool sheep and grows wine grapes, while, Pamela, a retired Foreign Service officer with USAID, runs the couple’s wedding and events business. He is a member of the Loudoun Valley Sheep Producers Association and the Loudoun Wine Growers Association. He also served as a board member of the Piedmont Environmental Council. Since becoming active in Loudoun affairs in 2004, Baldwin has fought to support rural zoning and the rural economy. He helped defeat the 40,000 home Greenvest proposal, as well as helping stop the PATH transmission line in northern Loudoun and the School Board’s plan to build a 4,000student-schools complex at Wheatland. Promising a pragmatic and fiscally conservative approach, Baldwin wants to see more long-range planning in Loudoun, as opposed to short-term “catch-up” measures, and to develop better accountability mechanisms so the county can provide top quality services without waste or excess. “We are paying the price of some thoughtless growth decisions; now we have to pay the costs that we didn’t pay at the outset,” he said. “I value the rural economy, amenities of good wine and fresh produce in western Loudoun and Leesburg is a tremendous cultural, artistic center of the county,” he said of the diverse district.” The Baldwins have three children and two grandchildren.

1. How would you support and expand economic development in the county generally and in your district specifically? Loudoun should seek investments from large businesses but cannot rely mainly on these. Near-term commercial growth will largely come from small businesses of 1-50 employees, which already dominate the local economy and provide the highest employment per dollar of revenue. That outcome will require incentives, regulatory relief and tax reductions on small (especially homebased) businesses, and other actions such as broadband extensions to enhance the viability of businesses in both rural and suburban Loudoun. Catoctin’s rural economy—with new and traditional agriculture, equestrian centers, wineries, bed and breakfasts, farmers’ markets and local restaurants—has grown steadily over the past decade and should be encouraged by vigorous support for tourism, which includes eastern Loudoun as well. Fostering the rural economy also requires appropriate land and water policies, incentives and business property tax relief for small businesses, and better public information to publicize the rural economy’s economic benefits. 2. What are the top transportation needs for constituents in your district and how would you address them? We need to focus on the needs of Loudoun residents first, to make commuting easier for residents getting to and from work and in and out of their driveways. We need a roundabout at Route 9 and 287, full funding for the planned “flyover” at Sycolin Road and Rt. 7, and potentially imaginative solutions such as “bow-tie U turns” on Rt. 15 to reduce bottlenecks. I oppose the outer beltway, which we can’t afford and don’t need—eastwest needs taking priority—and Maryland won’t support. 3. What are your funding priorities in the budget and how would you achieve them? First priority must go to the health, education and safety of Loudoun residents, including public health, law enforcement, fire and rescue as well as efficiently run schools. Debt service, arising mostly from school construction, must of course be funded. Next come transportation investments to address critical safety problems and to relieve congestion with as much state support as the county can muster. Parks and recreation needs are also important. We must create a county capacity to improve analyses of the costly impacts of development proposals that increase county outlays for schools and other public services. Given that school operaContinued On Next Page


OCTOBER 28, 2011

Higgins Continued From Page 12

those needs. I am convinced that while we may not get everything that we want, we will be able to put together a budget that addresses our needs. 4. How would you improve the board’s relationship with the General Assembly, the School Board and the HOAs/towns in your district? The key to cooperation is building relationships and respecting the people that you work with. I am fortunate to already have a working relationship with most of our current state delegation and many of the candidates for office. Having been on the school board, I also have a knowledge of and relationship with many members of the current school board and the candidates running for that office. Additionally, I know most of the HOA heads in our district and

Baldwin Continued From Page 12

tions constitute over 60% of the county budget, the Board of Supervisors must work closely with the school board to identify cost savings in school siting, building, and operations. I will seek to establish a small, permanent county Office of Accountability and Oversight, within existing staff levels, to help the Board of Supervisors reduce inefficiencies and redundancies in county regulatory programs, staff organization, and services to communities and businesses. We need that kind of informed oversight to help make regulations more efficient for small as well as large businesses, because Loudoun must increase tax revenue from the commercial sector. 4. How would you improve the board’s relationship with the General Assembly, the School Board and the HOAs/towns in your district? The board must focus on key legislative priorities and work informally with our delegates and senators. Highest priorities remain transportation funding and restoring the state’s contribution to teachers’ pension funds. We cannot allow the state to balance its budget on the backs of Loudoun’s public servants and their financial security. Relations with the school board require a stronger commitment to the Joint Committee of the Board of Supervisors and School Board. The BOS must be fully informed during the development of LCPS’ budget through regular consultations. I look forward to working closely with Catoctin’s School Board member. The incorporated towns of Lovettsville and Hamilton lie

2011 ELECTION GUIDE

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have been endorsed by most of the mayors in our towns. I am committed to taking the time to grow these relationships into productive working partnerships on important issues. 5. What new perspective or idea would you bring to county government that does not currently exist? The current board has a reputation of incivility and angry outbursts at one another. I think this behavior is unprofessional and embarrassing for the county. The unique perspective I bring to the board is one of a problem solver. Professionally, I am a negotiator and mediator that must bring very diverse groups together. I can work with people that I don’t always agree with. In fact, I do it every day. I believe you can disagree without being disagreeable. n

VOTE TUESDAY, NOVEMBER 8 PRISCILLA GODFREY FOR SCHOOL BOARD √ Served as Blue Ridge representative to the school board eight years √ Served as Vice-Chair two years

BUILD NEW SCHOOLS SOONER! LOWER CLASS SIZES! IMPROVE TEACHERS PAY!

within the Catoctin District, along with the villages of Waterford, Taylorstown, Lincoln, Lucketts, Neersville and Paeonian Springs. Newer communities with active HOAs exist all across the district. Using Sally Kurtz’s example, I will meet regularly with representatives of all Catoctin communities and always keep an open door to citizens’ concerns. 5. What new perspective or idea would you bring to county government that does not currently exist? Besides the Office of Accountability and Oversight, I propose a new emphasis on economic and environmental impact analysis of proposed development projects. I spent my career managing impact analyses (both within and outside the government) and establishing impact analysis capacity in developing countries. Loudoun County staff often prepare competent reports on the fiscal costs and benefits of proposed projects, but the scope is generally limited and the jargon and references incomprehensible to most citizens. Past development proposals—residential in fragile areas such as the limestone region, or massive mixeduse commercial projects such as One Loudoun and Kincora—have lacked the kind of analysis that could have prevented costly mistakes, delays, bankruptcies and regrets. We need the county staff to establish a clear and consistent system for analyzing the significant short- and long-term economic and environmental impacts of each proposal coming before the Board of Supervisors. We can make these analyses easily understood and fully public well before public comment time, saving us from costly mistakes. n

www.godfreyforschoolboard.com Godfrey for School Board Paid for and Authorized by Godfrey for School Board campaign

Election Day: November 8 Educate Loudoun endorses:

Algonkian: John Stevens Ashburn: Chris Souther Blue Ridge: Jill Turgeon Dulles: Jeff Morse Leesburg: Bill Fox Loudoun County School Board

www.EducateLoudoun.org EL

Educate Loudoun

Authorized and Paid for by Educate Loudoun Political Action Committee. Not authorized by any candidate or political party.


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2011 election guide

October 28, 2011

BOARD OF SUPERVISORS — DULLES Matt Letourneau

Political Party: Republican Occupation: Director of Communications and Media, Institute for 21st Century Energy, U.S. Chamber of Commerce Campaign Website: http://matt2011.com Political/Government Experience: Communications Director, U.S. Senate Committee on Energy and Natural Resources; Press Secretary, U.S. Senator Pete Domenici; Legislative Clerk, U.S. Senator Jon Kyl/U.S. Senate Committee on the Judiciary; former president, Summerfield at Brambleton Town Center Unit Owners Association; Dulles District Chairman, Loudoun County Republican Committee. As a former president of his homeowners’ association when he lived in Summerfield at Brambleton, Matt Letourneau was spurred to run for the Board of Supervisors after seeing how the board was not listening to the people they were elected to represent. The county and the board, he said, listens to the councils of L o u d o u n’s seven incorporated towns, and it should listen to the will and opinion of the HOA boards the same way. “There are things that affect people’s daily lives, and the HOAs are a big untapped resource for the Board of Supervisors,” he said. The chance to address the issues important to eastern Loudoun residents, and to bring those concerns before the Board of Supervisors from the inside, is where Letourneau’s priorities lie. “The HOAs have already made a priority of working with the Board of Supervisors, but it’s a two-way street. The next supervisors should be focused on those communities,” he said. As a married father of three young children, Letourneau says he is representative of many of the families in the Dulles District, and he understands their needs and priorities. And that they do not have the time to pay attention to the details of county government—so he wants to do it for them. And, he says his work at the U.S. Chamber of Commerce has prepared him for the work he will face on the board. “I have a true understanding of the legislative process,” he said Letourneau lives with his family in Loudoun Valley Estates.

1. How would you support and expand economic development in the county generally and in your district specifically? Eighty-two percent of Loudoun’s revenue comes from residential property taxes, which underscores the urgent need to grow our business base. I will work to establish a full scale Economic Development Authority, which would aggressively seek to recruit businesses to Loudoun. The county’s current economic development efforts are inadequate for the scope of the challenge. We must professionalize economic development using a sales force whose performance is tracked by data and metrics—like a business does—and we should streamline regulations that make it difficult for businesses to thrive. In the Dulles District, our efforts should be focused on two areas: expanding retail development and fostering the growth of the medical industry at StoneSpring Medical Center. Currently, many Dulles South residents must leave Loudoun for shopping and dining. By working with commercial developers to help attract new businesses, we will generate more sales tax revenue to help pay for our needs. With the planned opening of StoneSpring Medical Center, we have the opportunity to grow a medical industry on the Rt. 50 corridor, providing high quality jobs and muchneeded medical services to our residents. 2. What are the top transportation needs for constituents in your district and how would you address them? Fixing our incomplete road network. Specifically, completing Loudoun County, Tall Cedars and Claiborne parkways. The completion of Loudoun County Parkway is essential to connect Dulles South to the rest of Loudoun for future Metro access, healthcare and retail. Tall Cedars would provide a reliever for Rt. 50, which will be particularly important for the next several years while the Rt. 50 widening project is ongoing. Claiborne will help relieve pressure on Belmont Ridge Road. Much of the funding for these projects is available through developer proffers, which will need time and attention from the next supervisor to access. Finally, bringing Metro to Loudoun would provide an economic development opportunity and help take alleviate traffic congestion. However, we must ensure that Phase II costs are reasonable and that toll road users are not be overburdened. We must also reject a mandatory union Project Labor Agreement that will add costs and prevent most Virginia firms from bidding on the project. 3. What are your funding priorities in the budget and how would achieve them? Funding our core government services such as public safety and education. As LouContinued On Next Page

Larry Roeder

Political Party: Democrat Occupation: retired, U.S. State Department Campaign Website: www.loudoun4roeder. org Government/Political Experience: 82nd Airborne, U.S. Army; Policy Adviser on Disaster Management, U.S. State Department; Director for UN Affairs, World Society for the Protection of Animals; vice chairman, Loudoun Community Criminal Justice Board; volunteer, Loudoun Medical Reserve Corps Democrat Larry Roeder believes that being a supervisor should be a 24-7 job because, he said, the people of Loudoun deserve a representative who is “in it for the district, all the time.” And Roeder plans to be a “hands on” supervisor, representing everyone in the Dulles District and the county, regardless of politics. “I’ll be serving everyone, regardless of party. We’re all citizens of the county.” While politics do play a role in local g ove r n m e n t , Roeder says he believes that every supervisor should be seen in a nonpartisan light. “It’s one of the things that attracted me to the job.” A veteran of the U.S. Army and the child of American diplomats, Roeder has an extensive history of working for and with the federal government here and abroad, and he hopes to be able to apply his “unique background” and skill sets to Loudoun’s government, from effective partnering with county law enforcement and rescue bodies to helping communities and the county as a whole address issues associated with growth. “Over the years, living in and out of Virginia, I have seen a lot of issues having to do with infrastructure that is not well planned,” he said. “I can offer something in that area because of a lot of my work was done in looking over the horizon, at possibility and at risk. Because really infrastructure planning is all about risk management.” Roeder lives with his wife Nancy in South Riding. They have one son. 1. How would you support and expand economic development in the county generally and in your district specifically? Small businesses in the HOAs and the district in general need easier access to county services, reformed signage rules to attract customers, and shuttle buses to bring

customers to market. I also want regular meetings linking local businesses with government and private experts and Chambers of Commerce to build jointly agreed innovative solutions – in other words, make citizens and businesses true partners in development. We also need high end commercial development along 606 and to attract laboratories and other science firms that can hire our residents. Properly funding schools is also a part of economic development, because it gives our kids the education the need for tomorrow’s collegees and jobs. Budgets have been too flat, too long. My opponent wants to cut school budgets, which will harm our kids. I plan to find ways to use education to support our economy. That requires investment. 2. What are the top transportation needs for constituents in your district and how would you address them? Dulles district constituents say they want faster east-west traffic (route 50 and Braddock), more long-haul commuter buses, and businesses tell me that they like the idea of short haul shuttles to move seniors, shoppers and commuters to markets, recreational centers and metro. Phase II Expansion of Metro must go through as well, but carefully designed to manage costs. 3. What are your funding priorities in the budget and how would achieve them? My priority is an integrated growth strategy, not just a focus on one part. Any enterprise, whether a county government or factory needs efficiency, quality, speed, flexibility, innovation and responsiveness to the citizens. My opponent’s priorities seem limited to cutting. Instead, I’ll focus on funding effective schools and county services like fire, police, and child protection that are fueled by innovative technology and methods that are flexible to the varied needs of our citizens, whether they face health or economic constraints. Similarly, transportation must suit long-distance commuters as well as shoppers, the physically challenged and seniors. Such a strategy will require working with Richmond on proffer reform, also reducing our dependence on taxing homes; we need to expand economic development and the tax base, seek new jobs and businesses and enhance those that exist. This will allow the Dulles district, and Loudoun County as a whole, to maintain its high standard of living without having to raise taxes. I want a ratio of commercial to residential tax base of around 24-25% (vs. about 19% currently). This will require restraint on residential development and investments in infrastructure such as transportation and the internet, and tax Continued On Next Page


October 28, 2011

2011 election guide

Letourneau Continued From Page 14 doun has grown, so have our needs for law enforcement, fire and EMS personnel. We must ensure that those parts of the budget are adequately funded to meeting growing demands. For education, first and foremost there must be enough seats in the school system for our students. Loudoun County Public Schools are adding over 3,000 students to the system every year, and we have significant overcrowding in several Dulles District schools. We must be less programmatic with our site and design choices, including larger schools to accommodate more students. Our economic development efforts will need to be funded at a higher level, which I believe will result in much greater return. I’d also like to see the board begin setting aside funds for transportation projects that we could accomplish on our own when needed.

4. How would you improve the board’s relationship with the General Assembly, the School Board and the HOAs/towns in your district? Fortunately, the state redistricting process will net Loudoun two new seats in the General Assembly and one new Senate seat, improving our clout in Richmond. The board must work closely with our representatives to coordinate our requests for funds, particularly for transportation. The relationship between the Board of Supervisors and

the School Board has long been strained—to the detriment of our children. I will keep an open line of communication with the Dulles District School Board representative and never let personalities or politics get in the way of what’s best for our students. As a former HOA president myself, I understand the value of HOAs and how underutilized they have been by the current board. I will consider my relationship with HOAs to be a two way street—both to hear concerns from residents and to communicate what’s happening in county government. 5. What would new perspective or idea would you bring to county government that does not currently exist? Unlike my opponent, I do not think one should have to be independently wealthy or retired to serve the community as a supervisor. I believe in the concept of citizen legislators, and I’m fortunate to have the type of job that will allow me to put the time and effort necessary to be an effective supervisor. As the father of three young children, I understand the challenges that families in the Dulles District face every day because my own family faces them as well. The Dulles District is one the youngest areas in the entire country, full of families like mine—and that’s a viewpoint that has been underrepresented on the Board of Supervisors. n

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Roeder Continued From Page 14

incentives to attract firms that hire locally. We also need to restrain bor14rowing, for fear of risking our AAA rating. 4. How would you improve the board’s relationship with the General Assembly, the School Board and the HOAs/towns in your district? My experience in diplomacy (of which I’ve written a text book) documents that the path to break down conflict is through dialogue. That is very time-consuming, which is a reason for my running as a full-time Supervisor. I will meet regularly with our legislative team, the School Board, HOAs and other communities in Dulles to build a partnership. Setting aside party politics will be essential, which is why my experience working with Democratic and Republican congressmen and Senators is essential. The focus will be on seeking practical solutions that take in account citizen wishes and ideas from all stakeholders. This will require an enormous commitment of time, but it will be essential to a healthy government.

5. What new perspective or idea would you bring to county government that does not currently exist? Citizens and businesses persistently complain they don’t get enough attention from government and that policies are often developed without enough public input. My experience teaches me that this kind of top-down management doesn’t work. As a Full-Time Supervisor, my only job will be to serve Loudoun’s citizens, no competing job, no conflict of interest. That way I can meet the citizens and businesses every day and build consensus behind their ideas and a new, healthy partnership with government. My opponent just wants quarterly talks and will work all day in Washington, DC. His stale model of government will fail in Dulles, the fastest growing part of Loudoun A Supervisor must be available to his constituents on their schedule, not that of the Supervisor. A Dulles Supervisor should also work and live in Loudoun. Working full-time will be my commitment. If my opponent’s firm (a lobbyist with much travel requirements) requires his attention, that will take precedence over the county’s needs, even in a crisis. I will have no such conflict. I will be here every day, all day for the people of Loudoun. They also deserve a Supervisor with real-world experience. n

RALPH BUONA

FOR ASHBURN SUPERVISOR LEADERSHIP YOU CAN BELIEVE IN Proven Business Leader

With his extensive business experience as senior sŝĐĞWƌĞƐŝĚĞŶƚĂƚdĞůŽƐŽƌƉŽƌĂƟŽŶ͕ZĂůƉŚ understands the challenges businesses face and will use his corporate background to foster muchneeded economic development and job growth in Loudoun County.

Experienced

in Local Issues

ZĂůƉŚĚŽĞƐŶŽƚŶĞĞĚŽŶͲƚŚĞͲũŽďƚƌĂŝŶŝŶŐĂƐƐŚďƵƌŶ ^ƵƉĞƌǀŝƐŽƌ͘ƐƚŚĞĨŽƌŵĞƌŚĂŝƌŵĂŶŽĨƚŚĞ>ŽƵĚŽƵŶ ŚĂŵďĞƌŽĨŽŵŵĞƌĐĞ͕ŵĞŵďĞƌŽĨƚŚĞ>ŽƵĚŽƵŶ ŽƵŶƚLJĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚŽŵŵŝƐƐŝŽŶ͕ĂŶĚ ƉĂƌƚŽĨƚŚĞ>ŽƵĚŽƵŶKĂďŝŶĞƚ͕ZĂůƉŚŝƐĂƉƌŽǀĞŶ leader ready to hit the ground running on Day 1.

Commitment to Others

ZĂůƉŚŝƐĂŶĂĐƟǀĞ part of community and civic life in Loudoun. He is involved with the Goose Creek District of the Boy ^ĐŽƵƚƐ͕ƉĂƌƟĐŝƉĂƚĞƐ in the Loudoun ŚĂŵďĞƌ͛ƐŶŽŶͲƉƌŽĮƚŝŶŝƟĂƟǀĞĂŶĚǁŽƌŬƐǁŝƚŚĂŶĚ ƐƵƉƉŽƌƚƐŶƵŵĞƌŽƵƐůŽĐĂůĐŚĂƌŝƟĞƐƐƵĐŚĂƐ>ŽƵĚŽƵŶ ĂƌĞƐĂŶĚ>ŽƵĚŽƵŶ/ŶƚĞƌͲ&ĂŝƚŚZĞůŝĞĨ͘

www.ralph2011.com

Paid for and Authorized by Friends of Ralph Buona

AS YOUR SUPERVISOR, RALPH WILL WORK TO: kkk Ensure quality eduction is provided for our children. kkk Improve transportation. kkk Build our community by encouraging economic development.

kkk Create high-tech jobs. kkk Lower the tax burden on our families and businesses.

VOTE NOVEMBER 8TH


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2011 election guide

October 28, 2011

BOARD OF SUPERVISORS — LEESBURG Kelly Burk

Political Party: Democrat Occupation: Special Education Teacher, Loudoun County Public Schools Campaign Website: www.kellyburk2011. com Government/Political Experience: Board of Supervisors 2007-present; Leesburg Town Council 2004-2007; Chairman, Transportation/Land Use Committee; Northern Virginia Transportation Commission; Annexation Area Development Policies Committee; Loudoun County Disability Services Board; Community Action Agency Advisory Board; Governor’s appointee, Advisory Board for Education Business Partnerships; Governor’s Appointee, Virginia Board of Optometry; Chair, Shenandoah University Northern Virginia Advisory Board; Board of Directors, Virginia and Loudoun Education Associations; Former council liaison, Leesburg Environmental Advisory Commission, Public Arts Commission and Thomas Balch Library Advisory Commission; Former member, Leesburg Board of Architectural Review. A 32-year resident of Leesburg, Kelly Burk has long been an active member of the community and was first elected to public office in 2004, as a member of the Leesburg Town Council. “I’d been active for quite a few of those years on different issues as they came forward,” Burk said. “I just felt like I had been on the other side of the dais asking and complaining for things and it was my time to offer my public service.” Although the first-term supervisor was unsuccessful in her bid to oust then-Leesburg Supervisor Jim Clem (R) from office in 2003, four years later the results were reversed and Burk has been an active member of the board ever since. The issues that drive her most are those that deal with development and the impacts it has countywide. “Every other issue comes from that— transportation, libraries, roads, tax rates—it all comes from growth,” she said. “Hopefully I’m continuing to make sure the growth that we have is sustainable and is a positive thing, not a negative.” Burk has used her time as chair of

the Transportation/Land Use Committee to further this goal, working to make sure the Kincora development did not hinder the local environment and helping to create the Limestone Overlay District to ensure smart development an area known for its challenging geology. Overall, Burk’s modus operandi is fairly straightforward. “I think Leesburg and Loudoun County are great places to live and I want to contribute to that,” she says.

1. How would you support and expand economic development in the county generally and in your district specifically? Loudoun County’s proximity to Washington, DC, provides a natural appeal for businesses seeking a prime location. As Leesburg supervisor, I believe that the direction from the Board of Supervisors and the collaborative work between the county’s and Leesburg’s economic development departments have created the high quality of life that Loudoun County residents currently enjoy: excellent schools, a strong rural business environment, safe neighborhoods, a local general aviation airport and a newly identified vibrant arts district where residents live, work and play. My work is ongoing to support and expand economic development. For example, I am a conduit for moving forward the partnership between Leesburg, Loudoun County and George Mason University to create the George Mason Enterprise Center, located in downtown Leesburg. This project works as an “incubator” to assist fledging, small business endeavors. I think we can expect great things from this innovation—perhaps the next AOL, Microsoft or something we have yet to imagine. Some of my work has focused on fostering the relationship building between businesses and the community through the creation of the county’s first Jobs Symposium and my annual Jobs Fair. Both these activities were multi-purpose, with me being an avenue for feedback that comes directly from the pulse of business development. By listening, I can move forward with the best interests of the community I represent and not the best interests of a personal, political agenda. Finally, I continue to support the rural businesses in the western part of the county. These businesses not only provide a service to local residents but also attract tourism money to Leesburg and throughout the county. 2. What are the top transportation needs for constituents in your district and how Continued On Page 18

Ken Reid

Political Party: Republican Occupation: Editor and publisher, Washington Information Source, Co. Campaign Website: www.kenreid.org Government/Political Experience: Leesburg Town Council 2006-present; Town Representative, Virginia Municipal League Transportation Committee; Town Representative, Dulles Area Transportation Association; Town Representative, Northern Virginia Regional Commission; Loudoun Crime Commission 2007-present; Former council representative to Leesburg Economic Development Commission, Board of Architectural Review, Tree Commission and Standing Residential Traffic Committee; Leesburg Environmental Advisory Commission 20042006; Loudoun County Transportation Safety Commission 2004-2006. Ken Reid’s foray into political life began out of a seemingly simple campaign to have speed bumps placed in his neighborhood of Montgomery County, MD, 15 years ago. His citizen activism in transportation only grew from there, working to get Montrose Parkway built and, soon after his move to Leesburg in 2002, helping to form the Coalition to Complete Battlefield Parkway. By the time he was elected to Town Council in 2006, he notes, that project had become Leesburg’s top transportation priority. Reid has involved himself in other transportation projects along the way, from campaigning to have Sycolin Road paved and the recently controversial effort to construct an access road from Linden Hill Way to Country Club Drive, an idea he first broached. He has also championed the use of county commuter buses and the initiative to place a pedestrian bridge at Fort Evans Road near the bypass. “Ever since that effort in Montgomery County I’ve always had a passion for transportation and better land use,” he said. “I’ve sacrificed quite a bit in my business and my family life to do this, but I do it for the greater good.” His efforts have not always been successful, but he is hoping to bring his tenacity to the Board of Supervisors’ dais. “A constituent gives me an idea and I grab the bull by the horns and try to run

with it,” he said. “I don’t always get to make a touchdown, but I try to at least get a field goal.”

1. How would you support and expand economic development in the county generally and in your district specifically? Loudoun’s spending priorities need some reworking. For example, more money is spent on animal control than economic development. This must change. We also must take immediate action to streamline its burdensome regulatory processes and seriously investigate the creation of an Economic Development Authority (EDA), which has helped Fairfax County immeasurably to broaden its tax base and provide high-wage professional jobs for its residents. An EDA can provide incentives to attract jobs to Loudoun, which not only will enable folks to live AND work here, but bring needed business tax revenue to support our schools, roads and other needed services and ensure that residential property taxes are not the primary source of revenue. I also believe the County needs to promote Leesburg Airport and our new business incubator, the latter of which I helped bring to fruition. 2. What are the top transportation needs for constituents in your district and how would you address them? Chairman Scott York, who is supporting my election, obtained state funds for the Sycolin Road overpass and Belmont Ridge Road/Route 7 interchange and I worked with him and VDOT to ensure there would be no local taxes expended on these projects. While these two projects will help alleviate congestion substantially, we still need better traffic signal timing on Route 7 and more capacity on Sycolin and Evergreen Mill Roads. I support the County helping pay for interchanges at Edwards Ferry Road and the Bypass, not only to alleviate congestion, but to enable pedestrians to cross safely. Route 7 needs additional interchanges to give alternatives to the high-priced Greenway and Dulles Toll Road. I also support examining the feasibility of initiating bus service to Chantilly, Reston, Herndon and possibly Alexandria until Metro finally comes to Loudoun. 3. What are your funding priorities in the budget and how would achieve them? Schools, above all, need to be funded, but attracting more jobs and business tax revenue will be critical to ensuring we have quality programs for our children and other needed services. Only 18 percent of County tax revenue comes from businesses, which Continued On Page 18


October 28, 2011

2011 election guide

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BOARD OF SUPERVISORS — STERLING

Eugene Delgaudio

Political Party: Republican Occupation: Executive Director/President, Public Advocate, nonprofit Campaign Website: www.joineugene.com Government/Political Experience: Member Board of Supervisors since 2003; the board’s Finance, Government Services and Operations Committee and Transportation/Land Use Committee; Dulles Area Transportation Association; former member: Virginia Regional Transportation Association, the Northern Virginia Transportation Commission, the Route 28 Transportation Improvement District Commission, and Potomac Watershed Roundtable; former legislative aide to State Senators Warren Anderson, Roy Goodman, Sheldon Farber and campaign assistant to U.S. Senator James Buckley.

Alfonso Nevarez

Political Party: Democrat Occupation: Research Associate, American Federation of Labor and Congress of Industrial Organizations (AFL-CIO) Campaign Website: www.al4sterling.com Government/Political Experience: Board member, Loudoun Literacy Council; member, Sterling Elementary PTA; member, Sterling Library Advisory Board. Democrat Al Nevarez may only have lived in Sterling for a handful of years, but it did not take him long to realize that his community needed a change in leadership. “I was surprised by how things were going in Sterling,” Nevarez said. He was particularly taken aback by what he calls a “lack of action” by the incumbent. “If the person that is supposed to be representing my community isn’t doing it, then it is time to find someone who is willing to.”

Ali Shahriari

Political Party: Independent Occupation: Graduate Student Campaign Website: www.electali.com Twenty-six-year-old Ali Shahriari has been a Loudouner since birth. Born in Leesburg and raised in Sterling gives him a unique perspective on the needs of the community, he says. “I know the people of the community,” he said. “I just want people to know that the voice of the community is much more powerful than the voice of one party or another.” Shahriari is running as an Independent, on a platform of putting the power of the government back more directly into the hands of the people. He has proposed a series

Eugene Delgaudio first came to Sterling in 1977, when he was working with the Young Americans For Freedom, and immediately fell in love with the community. “Everybody has a little bit of Sterling in them,” he said. “It’s an everlasting Brigadoon.” W h i l e a three-term supervisor representing the Sterling District, the political experience of Delgaudio goes back several more decades to his time as a

young child in New York, when his politically active parents first got him involved in campaigning. Since that time, Delgaudio has worked for countless campaigns, working to get Republicans elected, but he always had his eye on elected office. And, he said, being a county supervisor is the best way to have an impact on the community he loves. “Ounce for ounce, pound for pound, a supervisor is the most powerful position,” he said. “It combines every part of community activism into one of nine seats.” He says he believes in being a “full-service supervisor” paying attention to the details of people’s lives, even going so far as to shovel people’s snow and pulling a dead deer from a constituent’s lawn and into the public right of way so it could be picked up.

Known on the board for his often loud and verbose moments, Delgaudio is a hardline conservative who believes in smaller government, and takes strong positions on what he calls quality of life issues like residential overcrowding, crime and illegal immigration. Delguadio lives in Rolling Ridge with his wife of 29 years, Sheila. They have six children.

Nevarez says the diversity of the Sterling District is one of the best things about it and the supervisor for the area should be working to improve relationships between different groups and working to better the quality of life for all. “Rather than focusing on division, we should be focusing on improving things,” he said. “In a lot of ways I feel that Sterling is neglected and the leadership is a real reason for that.” He said small business development and support and crime are some of the biggest issues for the Sterling area, but Nevarez said

the community also needs to focus on better access to public transportation and government services. Having moved to Sterling from Baltimore because of all the community had to offer, Nevarez said his family has found their home. “It’s a beautiful community. It is away from the hustle and bustle of the city, but close enough to be connected,” said. Nevarez, his wife and two daughters live in Sterling Park.

east to west and vice versa. For Sterling, investment in our outdated facilities and infrastructure will enhance the appeal of the community; aging community resources like the Community Center and Sterling Library need renovation, and we need to engage in a program to find responsible owners for empty residential and commercial properties. 2.What are the top transportation needs for constituents in your district and how would you address them? Again, the need for reliable, flexible public transportation is at the top of the list. Completion of the Silver Line will give commuters options and take cars off our roads. We also need to make it easier for vehicles to travel east/west by adding roads and easing congestion.

of People’s Conferences for Sterling, and he hopes other districts, to allow residents to routinely and intimately interact with their representatives. “What comes out of it is a positive way to organize the community in a way that their voices count,” Shahriari said. “I just want to give the political power back to the people.” A graduate of Park View High School, Shahriari received his degree in economic from Strayer University and is working on his master’s

1. How would you support and expand economic development in the county generally and in your district specifically? The key to expanding economic development in Loudoun County is transportation, especially public transportation. Bringing the Silver Line as deep into Loudoun as quickly as possible will be a top priority for me. It will also be critical to increase the number of options commercial vehicles have to travel degree in environmental management at the University of Maryland University College. “I have always taken an interest in public service. Not just in politics, but to really help the community,” he said. “I feel Sterling and other aspects of Loudoun could be improved.” He said Sterling’s diversity should be viewed as one of the district’s most positive attributes. “Sterling is beautiful; the people are beautiful,” he said. “It is very diverse. I want it to be an inclusive community.” 1. How would you support and expand economic development in the county generally and in your district specifically? Economic development must be encouraged through bringing small businesses into the county. Businesses and corporations must be given incentives while simultaneously

1. How would you support and expand economic development in the county generally and in your district specifically? The direction I have led the board on financial management as past Chairman of the Finance Committee in my second term, or as team player with Chairman York and a pro-busiContinued On Next Page

3. What are your funding priorities in Continued On Page 19

paying their fair share through taxes and employment of county residents. A county minimum wage based on the living wage will increase the economic power of Loudoun citizens. County contracts should be given to businesses based within the county. These initiatives, as well as any citizen proposed initiatives will greatly improve the economic strength of the county and Sterling. 2. What are the top transportation needs for constituents in your district and how would you address them? It is a right of everyone to have reasonable access to public transportation. Public transport, including commuter and local bus service must be overhauled and increased 10-fold. Metrorail to Dulles and further into Loudoun will Continued On Page 19


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Burk Continued From Page 16

would you address them? The most important road improvement needs to be the completion of the Rt. 15/Sycolin Road Overpass. However, completion of Crosstrail Blvd. to Rt. 7 will provide Bolen Park an exit to Rt. 7 without using the overly congested Sycolin Road or opening up Kincaid Blvd. to excessive traffic cutting through the neighborhood. This one improvement would help to reduce the traffic demand on Sycolin and Kincaid Blvd. and provide easy access to the 17 ball fields in Bolen Park. Richmond is proposing that Leesburg will have to pay more of the local road maintenance costs. My position is that Richmond must give us back the taxes we pay to the state so we can fund the roads the state wants us to maintain. 3. What are your funding priorities in the budget and how would achieve them? My funding priorities are to keep the tax rate reasonable, providing the services Loudoun residents have come to expect and taking care of those who can’t take care of themselves, providing police and rescue services, and spending our tax dollars efficiently and effectively, supporting excellent schools. 4. How would you improve the board’s relationship with the General Assembly, the School Board and the HOAs/towns in your district? Presently I have an excellent relationship with Leesburg’s representative to the School Board and a positive working relationship

Reid Continued From Page 16

means there is too much pressure each year to raise residential property taxes. Transportation and public safety also are critical funding priorities, too. I support a Government Reform and Restructuring Commission, which will analyze areas that need cutting and change. A possible outgrowth of this will be establishing an Office of the Inspector General, which would ensure tax dollars are spent wisely and programs are working adequately. I also support a target for commercial-residential tax ratios in the county Comprehensive Plan, two year budgeting and projections for the County tax rate, all of which we do in the Town of Leesburg’s budget process. 4. How would you improve the board’s relationship with the General Assembly, the School Board and the HOAs/towns in your district? As a Councilmember in Leesburg since 2006, I have demonstrated the ability to keep HOAs and stakeholders informed of town actions and will continue to do so if elected

2011 election guide

with the town’s management and elected leadership. I meet with town staff on a quarterly basis to discuss issues and concerns; the mayor and I correspond regularly. When the town representatives have asked me to support a town issue I have done so as long as it is in the best interest of the community at large. At the county level I have worked on maintaining the airport tax, bring county funding to Sycolin Road, Battlefield, the Rt. 7 climbing lane, SROs in the schools, the Leesburg Air show, and also forgiving landfill fees for the town and others items identified by the town. 5. What new perspective or idea would you bring to county government that does not currently exist? The improvement of government accountability will be a continued focus. My skills in insightful planning and prudent budgeting will be an asset to driving measurable change in this area. The interests, health, safety and welfare of our residents and businesses must become a higher priority. My goal is to safeguard the county’s current AAA bond credit rating to protect our long-term growth potential. In order to do this, we must maintain a strong, diverse tax base, reasonable debt levels and a record of solid financial performance. We must acknowledge that the success of Loudoun government is evaluated by how well we fulfill the needs of Loudoun citizens and handle the challenges of a rapidly growing county. n

to the Board of Supervisors. I support the election of reform-minded candidates to the School Board, who will see to it that funds are spent in the classroom and athletic fields – not more bureaucracy and technology gimmicks. I support having more regular meetings with General Assembly members and School Board members, especially before the budget process begins. 5. What new perspective or idea would you bring to county government that does not currently exist? An Inspector General’s office and regulatory reform. Under my leadership on the Town Council, Leesburg has streamlined regulations, doubled its commercial tax base and cut homeowner taxes, while maintaining high-quality services. It’s no wonder that Leesburg was recently rated as the 4th best place to live in the U.S. and we boast a business friendly environment. It is my intent as a Supervisor to bring the “Leesburg Renaissance” to County government, which in turn will benefit all County residents with more opportunities for jobs and decreased pressure to raise property taxes. n

Delgaudio Continued From Page 17

ness majority in my third term, is the kind of economic stability business leaders seek. I opposed the destructive Chesapeake Bay Ordinance, which would have saddled Loudoun companies and residents with billions in new costs. I supported streamlined sign ordinances. I defended Chamber and business leaders being involved in government at public forums and in formal partnerships. 2. What are the top transportation needs for constituents in your district and how would you address them? For 12 years I have worked to make sure the planned Rt. 28 Tax District road improvements continue without any slowing down. Over $600 million in improvements including four new massive interchanges for Sterling have been built. Never again should road improvements be set aside to accommodate golf carts. There are $10 million in improvements coming with a new acceleration lane at Sterling Boulevard and Rt. 28 southbound and a new secondary road to ease cut-through by Magnolia Road. For the first time in county history, I proposed selling surplus county land to add dedicated turn lanes at Sterling Boulevard and Rt. 7 and longer turn lanes at two other intersections on Rt. 7. The current board purposely put aside a road improvement benefiting thousands of eastern Loudoun constituents for five years without disclosing this action to the public. They instead directed staff to work on golf carts for a few golf cart owners on public roads. The legislature did it in five minutes. The county board will award a bid to build a fully funded $2 million improvement at Sterling Boulevard and Rt. 7 in November. That’s five years late! I support new methods of funding transportation improvements including general obligation bonds, community development authorities, special commercial tax districts, and proffers. Mass transit like an efficient bus rapid transit, slug lines and HOT lanes should be promoted. I oppose the slow building of a Loudoun commuter bus fleet using “tax” dollars when commuters want new buses faster. If Mega-bus can set low rates of $10 to go to every major American city then we should invite them into Loudoun County to help our commuters. Regarding the proposed toll hikes on the Dulles Toll Road to pay for Metro, I oppose forcing car owners to pay $40 in tolls daily. 3. What are your funding priorities in the budget and how would achieve them? Taxes are too high and there is too much

October 28, 2011

spending in Leesburg. The Loudoun board spends too much on wasteful programs like millions for retrofiting old buildings with “energy efficiency,” when Sterling needs a renovation of the old Sterling Fire and Rescue Station for the safety of its volunteers. Sterling has overcrowded houses that threaten the single family zoning of Sterling. Regulations must be tightened up to “next day zoning inspector visits.” This will save taxpayers millions by reducing crime, health issues and preserving our tax base. I will continue to propose plans that include: eliminate funding for historic preservation; cut public taxpayer-funded building of $2 million horse parks; end $3 million in subsidies to nonprofit multi-billion dollar groups like Howard Hughes Medical Institute; eliminate $30 million in direct subsidies to illegal aliens who lower the standard of life and increase costs as a result; increase auxiliary deputies to 200; and ask parks and recreation to collect fees from out-of-county residents. 4. How would you improve the board’s relationship with the General Assembly, the School Board and the HOAs/towns in your district? For 12 years I worked with the late Warren Geurin, Sterling’s School Board member, to fund renovations and new schools in Sterling Park and in Loudoun. Loudoun has invested $64.5 million in capital improvements to the schools that serve Sterling. Capital improvements include the new Forest Grove Elementary School, four separate renovations to Sterling Middle School, a new lobby at Park View High School and a new gym at Rolling Ridge elementary school. I promise to continue to working for improvements and to raise private money for youth sports as well. I have been the most supportive of capitol programs for school construction of the nine supervisors over the entire 12 years and I promise to continue to be that kind of supervisor. 5. What new perspective or idea would you bring to county government that does not currently exist? One of the greatest attributes is the “total skill level” which includes: Experience. I have learned how to work with elected leaders on the board. When crime threatened three years ago in Sterling and Loudoun, it took every bit of teamwork to summon federal, state and local efforts including various elements of the news media with a partnership with hundreds of citizens. Sterling united and turned it all around. I bring Accessibility, Accountability, Performance to the job and to the county board. n


October 28, 2011

Shahriari Continued From Page 17

significantly reduce the burden on Loudoun residents during their commute throughout the metro area. Roadways and major highway arteries should be expanded and improved. Critical public infrastructure should be designed for hundreds of years into the future. We cannot lose the opportunity to build a wonderful and prosperous future for the next generation of Loudouners. 3. What are your funding priorities in the budget and how would achieve them? A cooperative health care program, transport and infrastructure, education, public safety, and social services are key areas that should be funded and expanded upon. To properly fund these areas, a countywide sales tax should be enacted, an alcohol tax should be pursued (if legally possible), the county should make every effort to reduce wasteful spending, business taxes should be increased or made to fairly distribute economic wealth back to the county and its residents, and every expenditure by the county must be audited to ensure zero fraud and zero corruption. 4. How would you improve the board’s relationship with the General Assembly,

2011 election guide

the School Board and the HOAs/towns in your district? The Board of Supervisors must first ensure that every resident of Loudoun is being heard. Peoples Conferences should be formed in each district and precinct in Loudoun, through these conferences, towns and other residential entities will directly have a say in the county’s political processes. The School Board answers to the same people that the Board of Supervisors does and should have committees that meet with and implement the people’s wishes jointly with the Board of Supervisors. The General Assembly includes members who are elected into office by voters in their respective districts in the county. The people’s wishes will be directly implemented in the General Assembly by cooperation and interaction between the Board of Supervisors and other elected officials at the state level. 5. What new perspective or idea would you bring to county government that does not currently exist? I would bring to the political process the idea of direct citizen participation. Public comments at board meetings are not enough. Every county resident must be given the means to actively participate in the decision-making and political affairs of the county. Through the use of town hall like “People’s Conferences”, the citizens of Loudoun will have their voices and

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wishes heard and implemented by the Board of Supervisors. The direct participation of everyone will make partisan politics disappear and allow true progress for the county. As a Loudoun-born son of an immigrant, I understand the needs and diverse culture of Loudoun County. I would bring a youthful and diverse characteristic to the Board of

Nevarez

Supervisors that is currently absent. Loudoun deserves a diverse a representative Board of Supervisors that understands the needs of the county’s residents and can build a bond among the people. n

the problems facing their community rather than grandstanding on political points.

Continued From Page 17

the budget and how would achieve them? Ensuring the education budget can meet the growing demands of Loudoun’s student population. Investment in updating Sterling’s schools, libraries, and other public facilities. Funding of the Metro Rail Silver Line. 4. How would you improve the board’s relationship with the General Assembly, the School Board and the HOAs/towns in your district? I am always willing to listen to opposing viewpoints and genuinely consider the merit of alternative perspectives. Government is not a place for inflexible ideologues, and local government officials in particular need to be focused on solving

5. What new perspective or idea would you bring to county government that does not currently exist? I believe the unique perspective I can bring to the board is that as an American of Hispanic descent, I am in a position to serve all of Sterling’s residents. And while I wouldn’t say it’s completely new, I will also be a champion of families that struggle day in and day out despite working hard for a living. As someone who comes from a working class family and understands the tough choices that need to be made to get by, I will always be committed to improving the quality of life for working families. n

Jim Plowman’s pattern of mismanagement and abuse of power: Plowman launched a baseless and politically motivated � prosecution of assistant school principal Ting-Yi Oei, a case that was thrown out by the Loudoun County Circuit Court, forcing taxpayers to pay $167,000 for Mr. Oei’s legal expenses. The cost of running the Office of Commonwealth’s Attorney � has gone up 43% under Plowman. Plowman violated County rules by taking County cars for � himself and his top deputies for their personal use and charging taxpayers for their commuting costs. Plowman has repeatedly used his office to help his political � allies and investigate their enemies, including secretly subpoenaing the financial records of a political opponent and leaking that information to the press. To learn more about Plowman’s record, visit

www.ThePlowmanRecord.com

Jennifer Wexton

for Commonwealth’s Attorney A Prosecutor, Not a Politician

� Assistant Commonwealth’s Attorney for Loudoun County (2001 to 2005) � Practicing Criminal Law in Northern Virginia for more than 16 years � Former Substitute Judge in the Loudoun County District Courts � President of the Loudoun County Bar Association (2010-2011)

www.VoteWexton.com Paid for by Friends of Jennifer Wexton. Authorized by Jennifer Wexton.


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2011 election guide

SCHOOL BOARD — AT LARGE Jay Bose

Occupation: Capital Planning Professional, U.S. Department of Treasury Campaign Website: http://boseforlcps.org Government/Political Experience: Vice President, Freedom High School PTSA; representative, Minority Student Academic Advisory Committee (MSAAC); former president of two businesses, Comsol Networks and Ancina HealthCare, Inc. Jay Bose moved from Fairfax to Arcola with his wife and two children more than one year ago. He says one of the first things he noticed was an imbalance of cultural diversity between the student population and the school system’s teachers and administrators. Bose was born and raised in India and moved to Virginia 26 years ago. Hiring qualified, minority employees is one priority Bose

Bob Ohneiser

Occupation: Attorney and Investment Manager Campaign Website: www.facebook.com/#!/ note.php?note_id=273879943635 Government/Political Experience: Member of the school board since 2003; serves on the School Board’s Curriculum and Instruction Committee; Vice Chair, Good Shepherd Alliance; service representative for Loudoun County Crime Commission; elected member of the Loudoun County Bar Association board; founding member of Loudoun Adult Co-ed Soccer League; member of the Potomac Green Investment Club; former board of education-elected representative in New Jersey. Bob Ohneiser was born in New Jersey and has lived in Ashburn since 1994. He and his wife Susan have three sons; two of whom graduated from Broad Run High School and

Thomas Reed

Occupation: Senior Business Process Manager at Science Applications International Corporation Campaign Website: http://www.tomreedatlarge.org Government/Political Experience: Served 12 years on the School Board; serves on the School Board’s Discipline Hearing Committee, Finance and Facilities Committee, joint committee with the Board of Supervisors, Legislative and Policy Committee and Personnel Services Committee; Chairperson, Washington Area Board of Education; Commander of American Legion Post 34; member of the Loudoun Education Foundation Board of Directors; President of the Liberty Crosstalkers Toastmasters Club; Past Chairperson of American Red Cross Loudoun Chapter.

October 28, 2011

has noted for LCPS during his campaign. “Children from diverse communities need to be mentored by teachers and administrators they can relate to,” he said. Bose holds two masters degrees, one in finance and another in sociology and speaks four languages: English, Bengali, Hindi and Urdu. He says he knows how to think outof-the-box to accomplish a goal. The example he points to is his response to being laid off from Nortel Networks in 2002. He took the opportunity

to start a small chain of beauty salons—one in Stafford, Orange and Spotsylvania—and hired 25 employees. He sold the business five years later, and now works as a capital planning professional for the U.S. Department of Treasury. “I know how to work with people, and I know how to manage money,” he said. Bose says he has a lot of stake in LCPS as his wife, Sunila, teaches physics and chemistry at Loudoun Valley High School, his daughter is a junior at Freedom High School and his son is a 7th-grader at Stone Hill Middle School.

projects. I will lower litigation expenses by moving to arbitration and negotiated settlement of lawsuits and claims.

1. What are your funding priorities in the budget and how would you achieve them? My funding priority will be a cost of living adjustment for teachers and support staff. I will freeze all bonuses, awards and salary raises of administrators, and technology upgrades for one year. I will re-negotiate cost of capital

2. How would you improve the board’s relationship with the Board of Supervisors and the HOAs/towns in your district? I will have reciprocal representation in School Board and county budget meetings. It is necessary that both sides get complete understanding and appreciation of income (generated by the county) and expenses (incurred by the school system). The School Board should designate a permanent member who would be its advocate to HOAs. This member would hold periodic town hall meetings to hear citizens’ concerns, and provide clarifications and first-hand information on various issues like transportation/bus routes, bussing of children, school boundaries, etc. Continued On Next Page

the youngest who is a senior at the school. Ohneiser earned a bachelor’s degree in industrial administration and organizational development from General Motors Institute of Technology, also known as Kettering Un i v e r s i t y, an MBA in corporate finance from Pace University and a Juris Doctorate in Law from Pace Law School. He worked for a variety of international firms in

finance, marketing and international business development before practicing law full time. He currently operates his own law firm from his home in Ashburn, primarily handling contract litigation, domestic, torts and estate practice. He is a member of the Judicial Evaluation Committee of the Loudoun County Bar Association and teaches a national continuing legal education course for lawyers in Estate Planning. He was duly admitted as a counselor of the United States Supreme Court this year. Ohneiser recently created and taught a course at Northern Virginia Community College on government contracting. He also writes a weekly “Money” article for the Indie newspaper. Remarking on his decision to run for the School Board ‘s At Large seat, Ohneiser said he often receives inquires related to the school system from residents throughout the county.

He says he does his best to respond to every inquiry and is ready to represent the entire county on the board. 1. What are your funding priorities in the budget and how would you achieve them? Increase starting teacher pay, reduce class sizes, increase ability for teachers to earn extra residual income from content development efforts which help replace textbooks. It is unfair to apply the same percentage increase to all employees as if the contribution was proportional. Does a $20K bus driver really work less effectively by a factor of 7 to a central office administrator? Does a five-year experienced teacher really work half as hard as a 25-year veteran teacher? I‘ve asked the board to approve a fixed amount rather than a fixed percentage to try to mitigate this, but Tom Reed always opposes this to the liking of Continued On Next Page

Thomas Reed was born in Staunton, raised in Europe and throughout the United States. He and his wife, Valarie, live in Leesburg and have four children—two daughters who graduated from Loudoun County High School, a son who graduated from Heritage High School in June and a daughter who is a junior at Tuscarora High School. R e e d , 55, says he’s running for a fourth term on the School Board because there is a lot of unfinished

business in the county’s public schools, and he hopes to continue to lead some of the work. “We’re a county that is in a transition,” Reed said. “I think I have the experience to keep our county headed in the right direction.” Reed works as a senior business process consultant for Scientific Applications International Corporation. He holds a bachelor’s degree in industrial technology, a master’s degree in computer information systems and associate degrees in resource management and liberals arts. He is the Virginia School Board Association delegate for the School Board. He also serves as the liaison on the Loudoun Education Foundation, Minority Student Achievement Advisory Committee and the School Business Partnership Executive Council. He is also the Virginia School Board Association delegate.

1. What are your funding priorities in the budget and how would you achieve them? Instruction is my highest priority. Over 80 percent of the current budget is focused on the classroom and that is where is should be. Labor costs are our single largest item. I would like to see technology used to eliminate non-instructional positions such as secretarial, administrative, or custodial positions. The Foreign Language in Elementary Schools program has been successful, but it needs to be integrated into the curriculum. Loudoun County is now the only School District in the Commonwealth that doesn’t have full-day Kindergarten for all students. I would like to see a program to implement it during our next term. 2. How would you improve the board’s relationship with the Board of Supervisors Continued On Next Page


October 28, 2011

Ohneiser Continued From Page 20

the Loudoun Education Association/Superi ntendent. Frankly, I don’t think teachers get the benefit of the $49 or so monthly dollars taken out of their pay. Loudoun County has incredible technological expertise and its time to turn the teachers onto the mission of replacing textbooks making learning in LCPS much more exciting and certainly more efficient while earning much more for their contribution. Let our teachers excel and get paid for excellence! 2. How would you improve the board’s relationship with the Board of Supervisors and the HOAs/towns in your district? We should have a series of properly advertised social meetings at the beginning of the term so we can share our perspectives instead of making speeches at each other. The press and public are certainly welcome, but the purpose is for building connections not staking out boundaries.   3. How would you improve the process of selecting land for schools? The LCPS referral process which drives

Reed Continued From Page 20

and the HOAs/towns in your district? Good fences make for good neighbors. From the start, we need to get an understanding from the Board of Supervisors that the Code of Virginia requires the School Board to do things like acquire school sites and administrative functions like budgeting for school operations. We have worked with the Board of Supervisors to consolidate operations like transportation and Administrative Information Technology. We also need to collaborate early in the budget process. If we can get an agreement on employee Cost of Living Adjustment (COLA), or support for the cost per student, much of the budget friction will be resolved. Also, the School Board must work actively with the Board of Supervisors to promote economic development; we have the highest residential property taxes in the Commonwealth because our business development has not been greater than residential growth. Unless we can reduce the burden on residential home owners there will be little improvement in the relationship and even less in improving our student’s educational opportunities. 3. How would you improve the process of selecting land for schools? Number one: eliminate the Special Exception requirement for Schools. Loudoun County is the only jurisdiction in the Commonwealth of Virginia that requires a Special Exception for Schools. This was recommended in the

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developer proffers is broken. LCPS is not a developer nor should it be treated like one. Imagine how silly it is for the county to buy land for a school (HS-8) and then hand it to LCPS to then begin a process of asking the county for approval to use it for a school and build about a year or so delay to do so. Building schools should be “by right” zoning. 4. What role should technology play in public education? These are children not robots, so any technology should be geared to making the classroom more effective, not push what should be classroom learning into the home. Technology is for enhancing education in the schools not for increasing homework. LCPS can lead in this endeavor such that other jurisdictions choose to purchase curriculum from Loudoun. What is wrong with revenue flowing to the county? Do textbook companies really have a lock on English or how to teach English or Algebra or a foreign language? LCPS should lead, making education far more exciting plus creating revenue opportunities to ease the taxpayer burden as well.   5. What new perspective or idea would you bring to the School

Board that does not currently exist? 1. LCPS and the county should establish a jointly managed marketing department to insure the proper fees are charged and collected for services, facility rentals etc. 2. FLES must support all languages offered at high school level or changed to a summer immersion program. It’s no longer appropriate to make believe our diverse demographic population is only Spanish nor does it help students who do not have a strong English background to lose time learning English. 3. Bullying should focus on the bully not trying to get short, skinny, oddly dressed or non-athletic kid to change behavior. Adults in every school no matter what role they are in must be accountable for preventing bullying whenever a bully has been identified through a formal complaint. 4. All expulsion appeals must be heard by the entire School Board. Nobody runs on the platform they’re too busy to be involved if a constituent’s child is facing expulsion. 5. School Board must set both target class size and range of high to low that’s acceptable. It’s unacceptable to force 32 student classes while others only have 5.

6.  Superintendent must be given contractual mandate to make employment profile look like the county. 7. School Board members should not receive mileage reimbursement for in-county travel  nor charge $000 ‘s in expense reimbursement like Mr. Reed has done. 8.  The practice of interrogating students without even parental notice nor Miranda warnings must stop.  Expulsion is an extreme penalty. Students need protection from being manipulated into self incrimination and anonymous accusations. 9. All buses must be efficiently loaded or routes canceled. (not referring to buses for disabled children) 10.  Parents should be given greater options to choose the school their children attend if the one they are assigned to are failing or overcrowded providing the destination school has capacity. 11. Allow 9th and 10th grade AOS integrated math and science program to be taken in all LCPS high schools 12. Insert key core courses at Monroe so students who want enrichment classes can justify spending an entire B or A day there . n

2007 MGT Efficiency study and would save taxpayers over $750,000 a year. Additionally, as I stated above, there must be an agreement that the School Board is empowered by the Commonwealth of Virginia to acquire land for schools. During the current term, over $2 million was wasted on properties supported and recommended by the Board of Supervisors who then changed their minds. 4. What role should technology play in public education? Public education began the 20th century with one-room school houses, chalkboards, and textbooks. We began the 21st century with multi-story schools with computers, whiteboards, and textbooks. The next phase will be to replace textbooks with electronic devices. Even if the cost of implementing the new technology will cost less, we should get public approval through a referendum as we did in 1997 when voters overwhelmingly approved installing computers in classrooms. The next step will also include virtual learning at the secondary level and students would not have to attend class on campus every day. 5. What new perspective or idea would you bring to the School Board that does not currently exist? I have several ideas I hope to implement with the next School Board and the Board of Supervisors: Urge the new Board of Supervisors to eliminate the Special Exception requirement for Schools. Loudoun County is the only jurisdiction in the Commonwealth of Virginia that requires a Special Exception for Schools.

This will save taxpayers $750,000 per year. Revise the Discipline Committee to make it a Committee of the Board, so that all members would have knowledge of discipline cases appealed to the Board. We would only need five members to convene a hearing, but all members would be cognizant of the cases the Committee was reviewing. We weren’t successful in implementing staggered terms for School Board members this term, but I will bring it back again. Additionally, I’d like to add two additional elected At-Large representatives to the board beginning in 2014. Add an ombudsman position to the School Board’s staff to assist our parents, citizens and employees.

Continue to urge the Commonwealth’s legislature to approve fiscal autonomy for School Boards. I would like to implement the system used in New Jersey where voters approve the Capital and Operations budgets. Do not allow the School Board Chairperson to succeed themself. Committee Chairs and Board representatives to committees would be changed every year. The Chairperson of the Legislative/ Policy Committee should be the School Board’s delegate to the Virginia School Board Association annual meeting. Increase transparency with the public by posting all expenditures on the LCPS website in a searchable database. n

Bose

4. What role should technology play in public education? To the extent that technology is used as means to an end. For example, to access, analyze, transmit, and store information, not to replace human intelligence or in cognitive thinking.

Continued From Page 20

3. How would you improve the process of selecting land for schools? Set up an independent committee to advise, recommend and short-list land for schools. This committee will comprise of officials from county planning, zoning, and revenue departments, citizens with knowledge of land acquisition, and two School Board members. Recommendation would be binding if two thirds of the committee voted on a specific acquisition.

5. What new perspective or idea would you bring to the School Board that does not currently exist? Term limits for board members to attract new skills and ideas. “Permanent” office holders develop complacency and lose perspective and objectivity—unlike a surgeon whose skills only increase with years. n


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October 28, 2011

SCHOOL BOARD — ALGONKIAN

Eileen Tagg-Murdock

of School Board meetings, often challenging board members to be more transparent with the community. Tagg-Murdock says she has a lifelong love for education that sparked as a child. She grew up in a troubled family in Alexandria, and found refuge at school and inspiration from her teachers. “They really took me under their wing and believed in me,” she said. “I feel I wouldn’t be here if I didn’t have great teachers, and I want students today to at least have the same

opportunities I had.” Tagg-Murdock volunteered in the school division for 10 years while her son and daughter attended Loudoun schools. As a marketing specialist, she worked her way through the ranks of a Northern Virginia marketing firm before she pursued a career in education. Armed with a master’s degree in English with an emphasis in teaching reading and writing, she served as a substitute in Loudoun schools and as a full-time English and Special Education teacher at Loudoun County High School until last year. Tagg-Murdock says she has the experience in education and the drive to address the school system’s communication shortfalls, budget concerns, overcrowding issues, and, one of her top priorities, the need for discipline reform. She and another Loudoun parent recently formed Loudoun School Discipline Reform with a

mission to overhaul the discipline policies of the school division. She and her husband Tim live in Sterling. Their son is a student at George Mason University and their daughter is a student at Virginia Tech University. 1. What are your funding priorities in the budget and how would you achieve them? My top funding priorities include: Making sure the LCPS employment salary/benefit package remains competitive to attract and retain the best teachers and staff; making sure curriculum successfully builds core competencies such as reading, writing, and math to develop critical thinking and analytical skills in students; making sure students are ready to transition to college and/or career right out of high school; making sure overcrowding in our schools gets resolved since overcrowded schools undermine

Debbie Rose

school budget during School Board meetings. Rose says there was one incident in particular that prompted her to enter the race for School Board. Last year, the board voted to give teachers two furlough days to save needed money. Then, prior to the scheduled days off in November 2010, the board received federal dollars to pay teachers for those two days. They still had the two days off and schools were closed. The school system later had a surplus, which the School Board voted to partially spend on interactive white

boards for classrooms. “Those are big chunks of money that can affect everybody’s tax rate and the quality of education in the classroom,” Rose said. “If we manage the budget wisely, we can put more money in the classrooms, pay teachers more and lower our tax burden.” Rose has a bachelor’s degree from UCLA and a law degree from Drake University. She’s worked as counsel to the U.S. House Judiciary Committee for seven years, and is currently an intellectual property fellow for the Association for Competitive Technology. Rose feels her experience in the U.S. House has especially equipped her with a unique skill set to serve on the School Board. “It’s key to be able to listen to many view points on the hill and bring all that together to make a recommendation to your boss and go forward with a plan,” she said. Rose enjoys the outdoors, running and

participating in triathlons. She’s competed in six triathlons, five marathons, several halfmarathons and is currently training for a half Ironman triathlon. 1. What are your funding priorities in the budget and how would you achieve them? The LCPS budget should reflect the priorities of the parents, teachers and taxpayers of Loudoun County. The budget itself needs to be presented to the community in an easy to understand format to allow for meaningful input on what should be funded and at what levels. Most everyone agrees that more money should be focused on the classroom—teacher salaries and educational tools and programs that effectively educate students. In order to do that, we need to scrutinize the entire budget to cut administrative waste and reduce the cost of major projects such as school siting and construction. This will result in more funds being Continued On Page 29

John Stevens Jr.

Board of Supervisors in 1995 and for the U.S. House of Representatives in 2002. Stevens has a long history of service in Loudoun. He has chaired the Community Criminal Justice Board, the Broad Run Farms Civic Association and the Countryside Elementary Parent Teacher Association. He founded the Loudoun Housing Advisory Board, which serves as a source of study and advocacy for the Board of Supervisors on the issues of affordable housing. In 2008, Stevens created a scholarship for the children of LCPS custodial, food service, maintenance, transportation and warehouse employees called the Unsung Educators schol-

arship; the first award was made in 2009. In his first term on the School Board, Stevens says he’s fought library censorship, empowered parents to become more engaged in their schools and lobbied for more local control of schools at the state and local levels. “Now,” Stevens said in a statement. “I am asking to serve Loudoun County for one more term, to reduce class sizes, support teachers, empower parents, and bring management reforms to LCPS.” 1. What are your funding priorities in the budget and how would you achieve them? My top budget priorities are smaller class sizes, better pay for teachers and the lowest-paid support staff such as custodians, and expansion of alternative programs such as the Monroe Technology Center, Academy of Science and Douglass School. We can do this only insofar as we receive the necessary budget support to do so. With that said, there is much we can accomplish without major new funding. We can offer new educational choices. We can implement new teacher evaluation procedures

that incorporate student achievement. We can replace textbooks with digital media at a total cost savings. We can provide benefits on a cost scale relative to incomes. 2. How would you improve the board’s relationship with the Board of Supervisors and the HOAs/towns in your district? I helped form and served on the Joint Committee of the School Board and the Board of Supervisors. In each of the past three years, the School Board submitted budgets to the Board of Supervisors adhering to the budget limits they gave us. The School Board has essentially surrendered the school land acquisition process to the Board of Supervisors. These repeated concessions have done little to improve the relationship. Ultimately, the School Board needs to focus on doing its own job well by setting a small number of specific, measurable, attainable and time-specific goals and then working to achieve them. The relationship between the School Board and the Board of Supervisors and the larger community will improve along with Continued On Page 29

Occupation: Former English teacher, Loudoun County Public Schools Campaign Website: www.eileenmurdock.mynetworksolutions.com Government/Political Experience: Cofounder Loudoun School Discipline Reform; past member, NAACP; past member, American Association of University Women; past board member, Washington Independent Writers Association; past affiliate member, Washington Speakers Association; past member, Toastmasters International; past volunteer, LCPS’ Story Book Lady and Poetry Masters literacy/education programs; past certified trainer and volunteer, special education kids’ fitness program at Gold’s Gym. Eileen Tagg-Murdock is not a new face to the current School Board. She’s a frequent speaker during the public comment portion Occupation: Intellectual Property Fellow, Association for Competitive Technology Campaign Website: http://debbierose.org Government/Political Experience: Longtime member of Lowes Island Elementary School PTO; former District Chair of Loudoun County Republic Committee; volunteers and participates in, along with her family, baseball, soccer, hockey, basketball, flag football, lacrosse, tae kwon do, piano and swim team in Loudoun. Debbie Rose grew up in Southern California and moved to Potomac Falls five years ago. She and her husband Randy have three children, all of whom attend Lowes Island Elementary School. Rose, 41, has been a vocal LCPS parent since her children entered the school system, often speaking about the mismanagement of the

Occupation: Software Engineer at Unisys Federal Systems Campaign Website: www.stevensforschools.org Government/Political Experience: School Board member since 2007; current School Board Chairman; serves on the School Board’s Finance and Facilities Committee, the Special Education Advisory Committee, the Technology Steering Committee, the Health, Safety and Wellness Committee, the joint committee with the Board of Supervisors; liaison for the Economic Development Commission. John Stevens is a 17-year resident of Sterling. He and his wife Lori have five children, all of whom attend Loudoun’s public schools. A software engineer, Stevens owned a Loudoun-based business for 10 years before taking his current position with Unisys Federal Systems. He served as a platoon leader and Company Executive Officer in the U.S. Army Reserve for 10 years. He’s also run as a candidate for the Loudoun County

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October 28, 2011

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SCHOOL BOARD — ASHBURN John Andrews

Occupation: Owns a real estate development and general contracting firm Campaign Website: www.facebook. com/Andrews4SchoolBoard Government/Political Experience: Former two-term School Board Member from 20002007, served as School Board Chairman 2004 and 2005; member, Loudoun County Chamber of Commerce; current Vice Chair Blue Ridge Speech and Hearing Center; prior member, YMCA Board; Loudoun County Foundation for Adequate Housing Board; Assistant Coach for Lower Loudoun Soccer and Softball League; Vice Chairman, Goose Creek District Boy Scouts of America; Loudoun County Citizens Task Force; Shenandoah University Advisory Committee, and Loudoun Kids Health Partnership; founding member, Loudoun County Affordable Dwelling Unit Advisory Board; founding member,

Eric Hornberger

Occupation: Executive Director of the Mustard Seed Foundation based in Falls Church Campaign Website: http://hornberger4ashburn.org Government/Political Experience: President of the Ashburn Farm (HOA) Association Board of Trustees; served two years in the Peace Corps in West Africa; leader in the citizens advocacy group Ashburn Farm Parents United; Assistant Cub Scout Den Leader and assistant volleyball coach. E r i c Ho r n b e r g e r is a familiar face to many in Ashburn. He’s best known for his work with the Ashburn Farm Parents United advocacy group and has spoken at dozens of School Board meetings, often pointing to overcrowding in Ashburn schools and frequent boundary shifts endured by residents of his community. Hornberger, 43, was one of the most

Loudoun County Economic Development Commission. John Andrews grew up in Reston and moved to Loudoun in 1988. He and his wife Nadine and their four children have lived in Lansdowne for five years. Andrews, 50, is one of two School Board candidates this election cycle who have previously served on the School Board. He was elected to represent the Broad Run District in 1999 and reelected to represent the Potomac District in 2003, serving as School Board chairman in 2004 and 2005. Andrews left the School Board in 2007 to run for the Republican nomination for the 33rd District seat in the Virginia Senate. Andrews owns a development firm that has built several residential subdivisions in Loudoun and, most recently, won Board of Supervisors approval to build a natural gasand solar-powered electricity generation plant south of Leesburg. He also has spent much of his time in Loudoun volunteering for several nonprofit organizations, perhaps most noteworthy as a founding board member of the county’s Economic Development Commission and founding member of the county’s Affordable Dwelling Unit Advisory Board. Andrews said his experience creating positive change in the public schools and his focus on fiscal responsibility led him to seek the support of his neighbors to serve on the vocal proponents of locating three new schools in Ashburn. He led a petition drive in 2009 that secured 1,500 signatures from residents to advocate for community-based schools, specifically for the construction of a new high school (HS-8) to serve northern Ashburn. “These schools are desperately needed to relieve overcrowding and reunite kids and communities in schools closer to home,” he said. Hornberger helped write the new school attendance zone policy that was adopted by the School Board in 2010. He was recently appointed by the Board of Supervisors and School Board to a working group that will assess enrollment projections and school facility needs in the county’s fastest growing areas. “I have actively championed real solutions to the chronic overcrowding and frequent attendance boundary battles that have plagued Ashburn for years,” Hornberger said in a statement. Hornberger grew up in San Diego, CA, and moved to Ashburn in 2004. He holds a master’s degree in international affairs and a bachelor’s degree in history/political science. His wife Paula works as a reading specialist at Potowmack Elementary School. The couple has three children who attend LCPS elementary, middle and high schools.

School Board. “I’ve always believed in giving back to my community,” he stated. “I hope to work in the coming years to ensure Loudoun County Public Schools’ financial house is in order to provide an excellent education foundation so our children will have the ability to be leaders of the next generation.” 1. What are your funding priorities in the budget and how would you achieve them? I believe the most effective priority that can have the most impact on our students is lower class size K-5 and quality teachers. I would review class sizes in grades 6-12 and I would work to rebalance the budget to lower class sizes in K-2 as a first step. We must try to build a stronger foundation in order to create the ability to build an even stronger long term, successful education. We must stay competitive on teacher salaries and look to reward teachers that excel in the classroom. I would look to review salary increases on criteria other than the current system of automatic across the board increases due to longevity. 2. How would you improve the board’s relationship with the Board of Supervisors and the HOAs/towns in your district? I have successfully worked with the past five Boards of Supervisors as a School Board member, School Board chairman and in my 1. What are your funding priorities in the budget and how would you achieve them? Unfortunately budget cuts are a reality in this economic environment. The next School Board will likely continue to face tough decisions regarding where to cut while preserving the high quality of our public education system at a funding level that the taxpayers are willing to support. My priorities are to preserve the basics—reduce class sizes, provide a competitive wage to our teachers and ensure we have adequate facilities to relieve overcrowding. Conversely, those areas within the budget that bear further financial scrutiny are transportation, administration and special programs that, while good and enriching at some level, do not directly enhance classroom education. If cuts must be made, that is where I would look to make them in order to protect and prioritize classroom-based instruction. 2. How would you improve the board’s relationship with the Board of Supervisors and the HOAs/towns in your district? Concrete steps should be taken by the School Board to improve their relationship with the Board of Supervisors, the citizens and the communities in which they live. Such steps include more diligently analyzing the Superintendent’s proposed budget, soliciting better preliminary budgetary guidance from the Supervisors, better constructing compli-

business. Communication and mutual respect, even when you disagree is vital to working together in the best interests of the community. I have experience working with individuals, community groups and elected officials in creating new initiatives in Loudoun County. Having served on the School Board for seven years, I was known to be available to meet and discuss issues at almost any time. My business is located in Loudoun and it provides flexibility to meet my constituents’ busy schedules. A School Board member needs to be able to communicate with knowledge, open to new ideas and be able to accept criticism. 3. How would you improve the process of selecting land for schools? I know that my business background provides a unique opportunity to bring valid solutions to improve the process. One route would be to negotiate a LOI (letter of intent) on a parcel instead of a full-blown contract. This would allow for discussions with the community at minimal cost and have a price locked in. I also think that we should be looking at our needs for the next 10 to 20 years. Land can be acquired now at reduced prices due to the current real estate market conditions. In addition, the county is able to borrow at rates not seen in 40 years. The combination of an economic recovery and rising interests Continued On Page 25 ance budgets, as well as increased communication with constituents. My recent endorsement by both sitting Supervisors representing Ashburn and public praise received from the dais by several other Supervisors on both sides of the aisle over the past year is clear testament to my ability to work effectively with the Board of Supervisors to get things done in the interest of those I seek to represent on the School Board. If elected, I will also actively solicit citizen and community input for School Board decisions. I will meet regularly with constituents, hold “town halls” on a regular basis, and reach out through electronic communication to ensure that the public’s perspective is heard. 3. How would you improve the process of selecting land for schools? Now that proffered school sites have largely been exhausted, school sites need to be purchased. Both boards need to recognize their inherent joint responsibility in the school site selection process. Land has become increasingly expensive and the “cookie cutter” approach has become too costly for us to continue to afford. Greater efforts should be made to ensure that new schools are located directly in the areas of greatest need and proximate to the communities they are intended to serve. Building in undeveloped areas far from Continued On Page 25


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2011 election guide

October 28, 2011

SCHOOL BOARD — ASHBURN Deborah D. Piland

Occupation: Former teacher; currently practices bankruptcy, real estate and mortgage banking law Government/Political Experience: President/Director of O’Shaughnessy-Hurst Memorial Foundation, Inc., which supports other Northern Virginia nonprofit organizations; member, Loudoun County Community Healthcare Board of Directors; former member, Loudoun County Housing Advisory Committee and the Reston Planning and Zoning Committee; former Co-Chair Real Estate Section Virginia Bar; former aide to former Fairfax County Supervisor Stuart Mendelson. Lansdowne resident Debbie Piland enters the School Board race with 15 years of experience in the field of education. She taught mar-

John Ryan

Occupation: Worked with the U.S. Department of Education, Council of Graduate Schools and chief executive of several higher education associations. Campaign Website: http://votejohnryan.org Government/Political Experience: Board Chair for Northern Virginia Community College; Board Vice Chair for Inova Loudoun Hospital; trustee on the Inova Health Services Board; Commissioner for the Loudoun Economic Development Commission; Board President for the Belmont Community Association. John Ryan comes to the School Board race with experience in education from the U.S. Department of Education and on the Council of Graduate Schools. He has also

Chris Souther

Occupation: LCPS seventh-grade science teacher Campaign Website: www.chrissouther.com Government/Political Experience: Past member and chairman of the Business Advisory Board of the Lt. Joseph P. Kennedy Institute; Founder of TAP (The Achievement Project), a mentoring program in Sterling for boys; 2010 School Business Partnership Award Winner; board member of the Twin Oaks HOA in Spotsylvania County; former board member, Vice President, Coach and Director of Umpires for Ashburn Girls Softball League; Served on the Crossroads United Methodist Church Board of Directors; coached softball at Stone Bridge High School. Chris Souther is an 18-year resident of Ashburn with several years of business, marketing and teaching experience. Souther worked in management and marketing positions for 21 years at several

keting and alternative education for Fairfax County and Richmond City public schools, and she says she’s eager to continue her involvement in education. H e r motivation to run for the School Board stems from the experience her two grandchildren have had in Loudoun County Public Schools. “ I ’ d like to see a more efficient and a more economical school system,” she said.

As she’s knocked on doors and met with residents throughout the Ashburn District, Piland says she’s heard teachers and parents who are concerned about the overcrowding in schools and a desire for more technology in the classrooms. “You have to balance those needs with what people can afford to pay in taxes,” she said. Other areas Piland says she’s eager to address if elected is inviting more community involvement in school site decisions and alleviating the animosity between the Board of Supervisors and the School Board. From 1997 to 1998, Piland worked for the Fairfax County government, using her legal knowledge to guide land use decisions by the planning commissioners and builders. She currently practices law primarily in the areas of bankruptcy, real estate and mortgage banking. She also takes on cases to help clients in

served as chief executive of several organizations for higher education and a number of colleges and universities. He says his experience as a college professor and in education policy lends itself to understanding the needs of L o u d o u n’s educators and students and negotiating with others to have them met. “I want to bring my years of experience to maintain and promote a learning environment where students of all ages can achieve

and excel in the pursuit of their goals,” he said. Ryan’s priorities for the school system are to bring more long-term planning to the School Board to address swelling enrollment numbers and alleviate overcrowding. He also wants to improve communication between the Board of Supervisors and the School Board. He already has a good start on this, he added, as he’s built relationships with the supervisors in his area through his involvement in the Belmont Community Association. Ryan holds a bachelor’s degree from Saint Anselm College, a master’s degree from Niagra Univesity and a doctorate from St. John’s University. He and his wife Carol have been Loudoun residents for 13 years. The couple has four children and seven grandchildren—two

of whom are currently enrolled in Loudoun schools.

Fortune 500 companies before he started his own small business, a communications consulting firm in Ashburn. In 2003, he began to look for opportunities to get involved in local education. He substitute taught, worked in the county’s summer school program and attended night classes for 18 months to earn his teaching license. He was hired as a science teacher at Seneca Middle School in Sterling, a position he’s held since. “It has been the most rewarding professional experience of my life,” Souther stated. During his time working for the school system, he started TAP (The Achievement

Project), a mentoring program for middle school-age boys. He also coached softball at Stone Bridge High School from 2006 to 2008. Souther considers himself a life-long learner. He holds a bachelors degree in health education and biology from Rhode Island College and is pursuing a masters degree in education through Colorado University’s distance learning program. He and his wife of 27 years, Mary, have three children—two graduated from Loudoun County Public Schools and one is a student at Stone Bridge High School.

that can be electronically sent and stored. First Day papers and special education documents are the leading offenders of this waste. There is no reason why secured documents like releases and student IEP’s can’t be published and stored electronically (Fairfax and Alexandria have done this for years). This is more efficient and also leads to better communication between the parents, teachers and administrators.

1. What are your funding priorities in the budget and how would you achieve them? My first priority relates to what is happening in the classroom. If it doesn’t reduce class size and increase instructional values, it goes to the bottom of the list. My second priority is to cut wasteful practices. I see more waste in my school through paperwork

mental health commitment hearings for a nominal fee. 1. What are the funding priorities in the budget and how would you achieve them? The number one priority for the budget starts in classroom. Staffing classrooms with committed teachers; reduction of classroom size; adaptation of curriculum to technology; vocational training and innovative delivery of educational services. Capital Improvements Projects. The residential real estate tax base cannot continue to be the main source for funding new schools. Funding of new schools may not be as critical if students are able to take some courses on-line, enter into an internship with an education/technical component with approved vendors/businesses or take advanced Continued On Next Page

1. What are your funding priorities in the budget and how would you achieve them? The 2011-12 school operating budget is $747,946,877 and provides approximately 85% of funding for instruction and pupil transportation. The remaining 15% of the budget is allocated to administration, attendance and health, facilities, operation and maintenance and technology. My funding priorities would follow a similar pattern, however I would look very carefully at administrative costs and seek areas where savings could be achieved in the overall budget. 2. How would you improve the board’s relaContinued On Next Page

2. How would you improve the board’s relationship with the Board of Supervisors and the HOAs/towns in your district? I propose the entire Board of Supervisors and School Board meet twice a year in a conference type setting to re-establish goals and requirements. Revise the Capital Improvement Program using enrollment projections, staffing numbers, building and facilities costs and other factors. The Board of Supervisors looks at the current tax rate and assessment Continued On Page 26


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Andrews Continued From Page 23

rates in the future could make site acquisitions substantially more expensive. These properties could be graded at today’s costs and be held in reserve when they are needed for a school. If the population projections were not realized 10 to 20 years from now, the worst case would be parks and sports fields for the community. 4. What role should technology play in public education? As a parent of a 6 and 8 year old I know first hand their ability to operate multiple technology devices. My 8 year old chose an iPod Touch instead of a birthday party. They use our home computer, mom’s cell phone

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classes at the local community college(s). Also, I would encourage the school system to look at profit centers whenever possible. For example, it produces a significant amount of waste and it should be turned into cash if it is not already doing so. The school system may be able to patent innovative teaching methods, curriculum, etc. and reward those who participate by creating a whole new stream of income not to mention the recognition it will receive nationwide. The last suggestion is current School Board member Bob Ohneiser’s and I heartily approve. 2. How would you improve the board’s relationship with the Board of Supervisors and the HOAs/towns in your district? Most HOAs have websites where community information and concerns can be posted so that information can be easily disseminated to homeowners. Further, showing up at HOA and Board of Supervisors meetings can only foster a better understanding of the bigger picture and the relationship the schools play in transportation, taxes, land use, etc. It is not just about the schools. We need to set egos aside to create a more harmonious and effective government for all citizens. 3. How would you improve the process of selecting land for schools? The term, “process transparency” is being used by many candidates. What is missing from the discussion is that we tend to try to acquire critical sites too late in the process for a full and open deliberation. Communities need to feel comfortable with a large change in their neighborhoods. In order to learn of all potential properties, we cannot rush a site selection and tell competing properties that they cannot be considered and are too late. The lead-time on new sites needs to be extended. We also need to make the developers proffer sufficient land, whenever possible, to

2011 election guide

and darn where is Papa’s iPad. This generation will be fully technologically integrated and we must keep pace for their benefit. 5. What new perspective or idea would you bring to the School Board that does not currently exist? I bring proven School Board experience and leadership. I have the ability to work with others to reach consensus to move objectives forward. The School Board is a corporate body responsible for a budget approaching a billion dollars a year. The School Board is also the largest developer of property in the county. I think my experience and professional background would add value and credibility to the board. n ensure that local, neighborhood schools will be available for the anticipated enrollment. The taxpayers of Loudoun County have to suffer the consequences of the failure to make this a mandatory requirement for all subdivisions in the past. Attempting to now place schools in the midst of established subdivisions affects all of the citizens of this county and requires the utmost sensitivity, communication and negotiation with the citizens. There must be a balance between the cost of the land, the impact on the community and the need. 4. What role should technology play in public education? Many years ago, when the first computerized cash registers came on line, I was teaching students how to count back change. They told me that they did not need to learn this skill because the cash register did it for them. Then, when there was a power outage or they needed this skill they were not able to do so. The point being is that technology makes all of our lives easier but fundamental skills are required first so that the technology is integrated successfully into the curriculum. 5. What new perspective or idea would you bring to the School Board that does not currently exist? With general and state funding threatened, land for expansion in shorter supply, energy and maintenance costs rising and technology more expensive, it is now time for new public/private initiatives to enhance our children’s core education. I firmly believe that the businesses and private sector that depend on our educated students for their future should be invited into a new and mutually beneficial partnership with those students. My skill set is unique and varied. I understand that we have a great school system but we suffer from growing pains and need experienced, mature leadership to get to where we want to go in the next four years. And, I want each and every student to be able to reach his/ her potential to the fullest extent possible. n

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students’ homes does not work effectively and ultimately costs taxpayers more. I am proud to have played a critical role in identifying and championing the sites associated with ES-6, MS-6 and HS-8. All three schools incorporate land already owned by the county and use considerably less land than other schools. If elected, I will use the extensive knowledge and experienced gained for the betterment of the entire county. 4. What role should technology play in public education? Technology is an increasingly important component of quality education and serves to prepare students for life-long learning and careers in the 21st Century. It has already become a part of everyday life not only in the work place but also at home. However, the critical question is how best to integrate new technologies into our public school system and under what timeframe. Given our current financial realities and competing demands for scarce resources, we need to be extremely cautious about the pace at which we integrate new technology into our classrooms and understand the long-term financial impact of our doing so. Any technology we introduce should bring optimal value to our kids’ education and not come at the

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tionship with the Board of Supervisors and the HOA/towns in your district? As a former board member and president of a large HOA in my district, I have had extensive experience with the Board of Supervisors. My own experience with the BOS has always been positive. One of the easiest ways to improve the School Board relationship with the Board of Supervisors is to develop a personal relationship with the board members. It is also helpful for School Board members to recognize their role in relation to the Board of Supervisors. While both bodies seek the best outcomes, each body is faced with different challenges. The School Board seeks resources which it considers necessary to fulfill its mission while the Board of Supervisors is faced with the challenge of how much to allocate without raising taxes to an unacceptable level. Much can be accomplished if both bodies recognize the situation, exercise good judgment, and compromise. 3. How would you improve the process of selecting land for schools? The best way to improve the land selection process is to recognize that transparency must be paramount to the process. Land for school construction is slowly vanishing and what land that is available is at a premium. Such a situation will result in new approaches

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expense of other critical components associated with quality education, such as attaining smaller class sizes and retaining quality teachers. 5. What new perspective or idea would you bring to the School Board that does not currently exist? As a parent, I became concerned about the chronic overcrowding and frequent boundary changes experienced in Ashburn and the destabilizing effects it has on our kids and communities. I began working intensely with other concerned parents to finally do something about it. The three schools solution for Ashburn and a revised school boundary policy are the fruit of our efforts. As a member of the School Board, I will bring the extensive knowledge, experience, and relationships gained over the last few years working intensely to resolve one of Ashburn’s greatest challenges. It is one thing to recognize a problem. It is another to be able to work diligently to come up with a solution to the problem and convince others to support it. That is exactly what I have demonstrated over the past few years in my role as parent activist and community leader. My pragmatic approach to confronting challenges will prove invaluable in a whole host of areas within our education system. I believe these skills are needed now more than ever on the School Board. n to development. Citizen input into the land acquisition process is critical and must be fostered. Past land acquisition practices have led to much public skepticism about the process. By adhering to a set of standards that the School Board and Board of Supervisors can agree upon, the process can proceed with a higher degree of public confidence that best meet community needs. 4. What role should technology play in public education? Technology is with us and is imbedded in every aspect of our lives. As we move forward we will see significant changes in the way students learn. The availability of e-learning, iPads, white boards etc. has already made its way into the learning process. In the years ahead, new technologies will emerge that will render existing technology obsolete. Technology is a useful tool in the learning process however it should not displace the human connection which is the most essential element in the total education of our children. 5. What new perspective or idea would you bring to the School Board that does not currently exist? Accountability—I would focus my attention on setting expectations and goals for Loudoun County school administrators and hold said administrators accountable for those goals. n


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2011 election guide

October 28, 2011

SCHOOL BOARD — BLUE RIDGE Priscilla Godfrey Campaign Website: www. godfreyforschoolboard.com Government/Political Experience: Blue Ridge Representative on LCPS School Board for eight years; School Board Vice Chair for past two years; Chairman of the School Board’s Curriculum and Instruction Committee and the Health, Safety and Wellness Committee; Serves on the Discipline Hearing Committee, the Legislative and Policy Committee and the Personnel Services Committee; Member of Virginia School Board Association Board of Directors for six years; Current Chairman of VSBA Finance and Audit Committees; Former school volunteer and PTA officer over a period of 10 years. Priscilla Godfrey has called Philomont home since 1979. She and her husband Dennis have three children who graduated from LCPS; one is now a LCPS teacher, another a doctor in Kentucky and their youngest is a pilot with the United States Air Force. She lent a hand in her children’s classroom as a volunteer and went on to serve as a PTA president. Her involvement in local education expanded when she was elected to the School Board in 2004. She’s also served on the Virginia School Board Association Board of Directors for six years. Most recently, Godfrey was nominated to serve as president

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values, the School Board looks at costs per pupil, and a compromise is set. Then the information is presented to the public for comment and adjusted for the future budget process. Regarding towns and HOAs, I believe it is the individual district representative’s duty to meet with their constituents once a month at a local school to inform them on new information and listen for feedback. I will do this if elected. Why have local representation if this responsibility is not utilized? 3. How would you improve the process of selecting land for schools? I don’t believe the school system should be in the land business at all. The county government selects land all the time for roads and facilities such as offices, firehouses and parks.

of the VSBA, a voluntary, nonpartisan organization that provides school boards across the commonwealth with services, training and advocacy. If Godfrey is chosen, she will take the role as president-elect for one year before she becomes president the following year. The president-elect is chosen during the VSBA’s annual convention in November. Godfrey has been heavily involved in the arts community of Loudoun, volunteering with the Odyssey of the Mind, the Waterford Quilters Guild and The Growing Stage Children’s Theatre Company in Purcellville. In 2003 she was awarded Most Outstanding Woman in the Arts by the Loudoun Commission on Women for her leadership in The Growing Stage, a nonprofit children’s theatre group. She is also a nationally certified quilt judge, certified by the National Quilting Association in 1986. If re-elected, Godfrey says her goals are to continue to address the growing student population by opening John Champ High School, build new schools in the Brambleton area and north of Rt. 9. 1. What are your funding priorities in the budget and how would you achieve them? My funding priorities will directly affect classroom instruction as I would like to lower class size and improve teacher pay. I would achieve this by dedicating the additional funding from the state which is based in part on student growth to these two priorities. Overcrowded classrooms and a pay structure that is three years old is a prescription for trouble. Teachers are constantly being asked to do more for the same pay they got several years ago. Surrounding districts will be raising their pay and making it more likely that teachers will leave. Starting pay for teachers Continued On Page 28

We should allow them to take over this process, save LCPS money on a redundant office, and let us concentrate on our business at hand, the instruction of our students. 4. What role should technology play in public education? We must enhance and embrace the technology students are using today to make valued education a part of their world. We have to incorporate new data about how this generation’s brain functions and learns, which is very different from past generations. States and counties across the U.S. have been adopting digital textbooks, mobile learning devices and online lessons to improve tests scores and graduation rates, while also providing cost savings to the school system. I’ll work to establish partnerships with companies like Microsoft, Apple and others to bring in the

Jill Turgeon

Occupation: Teacher at Cool Springs Elementary School Campaign Website: www.jill4schoolboard. com Government/Political Experience: Preschool Teacher for Loudoun County Parks and Recreation; Church Youth Leader and Teacher; Volunteer Cheerleader Coach for the Upper Loudoun Youth Football; Classroom Volunteer; Member of the Library Advisory Board for the Ashburn Library; Founder of the Women for a Constitutional America. Every one in Jill Turgeon’s immediate family has spent a lot of time in Loudoun public schools. Both Turgeon and her husband Bill teach in county schools, their oldest daughter graduated from Loudoun Valley High School last year and their two youngest children attend Woodgrove High School. Turgeon has spoken on several occasions at School Board and Board of Supervisors meetings throughout the past two years. She decided to vie for a spot on the School Board when she saw the impact of budget cuts in her classroom at Cool Springs Elementary School, where she teaches second grade. She said she had plenty of expensive gadgets such as interactive white boards, but lacked everyday classroom supplies. “It seemed silly that we had things that gave our school district a great replatest technology advancements and offset costs. The new technology plan put forth by LCPS and before the current School Board is a major leap in the right direction. I applaud them for this initiative and I ask board members to embrace the future for one simple reason—our students are already there! 5. What new perspective or idea would you bring to the School Board that does not currently exist? There are two initiatives I will immediately start work on if elected to the School Board. First, because of overcrowding and new student populations, I will increase alternative learning choices and bring more vocational opportunities to our high school students. Monroe Tech is a fantastic facility, but we need more opportunities for students who are not planning on college. We need more IT and STEM programs

utation, but were cutting in areas that directly impacted students,” Turgeon, 40, said. “There’s a disconnect between what’s funded and what really benefits the kids.” Turgeon’s taught for 10 years. She holds a bachelors of science from Brigham Young University and a Masters of Education from Shenandoah University. She and her husband have spent much of their time in Loudoun volunteering. They’ve lent a hand in their children’s classrooms, helped to organize the Grad Night celebration at Loudoun Valley as well as served in various capacities in their church. If elected, Turgeon would not be allowed to teach for LCPS. She says she’d miss working with students full time, but plans to tutor students and substitute in a neighboring district. 1. What are your funding priorities in the budget and how would you achieve them? For too long, our schools have been funding programs that rarely, if ever, reach the classroom. The school system, which is funded almost exclusively by taxpayer funds, has a responsibility to ensure that the funding is focused on the classroom. We need to take a closer look at how determinations are made with regards to capital improvements, program implementation, technology needs, and training. Currently, these decisions are being made from the top (LCPS Administration) down. I would suggest that we take a more bottom-up approach. For example, schools that are overcrowded and in need of books are being provided with brand-new (and un-needed) desks. Computers that are in full working order are being “refreshed,” while the school copy machine is unusable. Classrooms are being fitted for interactive white-boards while teachers need to Continued On Page 28

in our county. Much like my technology plan, we will need to initiate discussions with major corporations and others to partner with LCPS and help offset the costs of providing schools that focus on skills that will be needed in the future. Secondly, I’ll be proactive in attracting and retaining great teachers. Teachers are the foundation of our schools and I will initiate a new compensation model that is fair and competitive. Performance pay is in virtually every other industry in America and it’s time LCPS and the LEA move forward and have meaningful discussions on how this can work in our school system. It won’t be easy to establish the measuring criteria. I will use Professional Learning Communities, an established peer collaborative system, to help solve this issue. If we are to compete for the best and brightest teachers with other jurisdictions, this program will be necessary. n


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2011 election guide

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SCHOOL BOARD — CATOCTIN

Pablo “Paul” Arias

Occupation: Registered Nurse/Director of Integrated Care Management At St. Joseph Medical Center in Maryland Campaign Website: www.ariasforschoolboard.com Government/Political Experience: Former Chief Nurse Executive and Director of Case Management; published author of Prevent Denials and Win Appeals; The Hospital Case Manager’s Guide to Revenue Integrity; served on New York Nursing Home Governing Board; coached youth hockey for 11 years; currently coaching at the Ashburn Ice House. Paul Arias moved from New York to Virginia in 2009 when he was offered a job in Maryland. He says he and his wife Natalie chose to live in Lovettsville because of the excellent education Loudoun public schools had to offer. Arias says he’s running for the School Board to preserve—and to work to improve— the county’s education system. “We need to place a high priority on quality educational standards and not on over-priced high-end facilities and wasted real estate that do not contribute to the overall goals of education,” he said. Arias, 49, has worked as a registered nurse for 17 years, and currently serves as the Director of Integrated Care Management at St. Joseph Medical Center in Towson, MD. He’s authored a book on how to maximize reimbursement in a hospital by preventing denials of payment and also lectured around the nation on various health care topics. Arias points to his experience managing millions of dollars, reducing waste and improving processes within medical centers and hiring and retaining quality employees as a background that has equipped him to help lead a school system. “I have a lot of background in leadership, in finance, in building consensus with people, and there’s not much difference in the schools,” he said. Arias moved from Cuba to the United States with his mother when he was two years old. She later taught in Long Beach, CA, for 30 years. His wife’s family also comes from a background in education as his mother-inlaw served as a School Board member in New York. Arias and Natalie have four children; three who are college graduates and one who

is a freshman at Woodgrove High School.

1. What are your funding priorities in the budget and how would you achieve them? Funding priorities need to be centered on the curriculum to achieve success for learning, which means teacher retention and recruitment. Salaries need to be at fair market value to be able to attract quality teachers. Eliminating waste in the land acquisition process to free up money will pay for the salaries as well as freeing up money for creating a better span of control for the principals and vice principals to create meaningful reviews and assessments of the teachers. 2. How would you improve the board’s relationship with the Board of Supervisors and the HOAs/towns in your district? Relationship building starts with creating a strategic plan and goals from that plan that is measurable and visible and achievable. Having common goals will go a long way to mending the relationships and working to meet the needs of the stakeholders be it the towns, HOA, parents, taxpayers and the supervisors it all comes down to engaging in meaningful conversation and setting achievable goals and finding common ground. 3. How would you improve the process of selecting land for schools? Building transparency in the selection process by having open comment periods for the people to participate and provide their insight and an RFP process that is also transparent will assist in getting the buy in from the community as well as selecting sites that have infrastructure in place to decrease cost and provide year long access to the community for use during off hours. 4. What role should technology play in public education? Technology can and should be a role in education since it is pervasive in today’s business world. Leveraging our current technology is important to be able to realize the return on investment. We need to ensure that our educators have training on how to maximize the technology and a long term plan for use needs to be developed including the creation of a CIO. We have recently been told that the current board will vote this term on the acquisition of more technology. The plan does not seem to address the ongoing life cycle for replacement and repair, the need for a help desk, security, cost of e-books, training and so on. 5. What new perspective or idea would you bring to the School Board that does not currently exist? We hear a lot about transparency but see little of it. A dashboard that is updated monthly with vital financial and outcome data would assist the county in understanding how the board is working to meet the needs of the Continued On Next Page

Jennifer Bergel

Occupation: English Teacher for Fairfax County Public Schools Campaign Website: www.bergel4schoolboard.org Government/Political Experience: Four years on the LCPS School Board, representing Catoctin District; Chair of School Board’s Finance and Facilities Committee; Serves on the School Board’s Curriculum and Instruction Committee and the Joint Committee with the Loudoun Board of Supervisors; Coach for Loudoun Soccer; Stroke and Turn Judge for the Old Dominion Swim League; Sunday School teacher. Jennifer Bergel is a lifelong resident of Lovettsville. She and her husband Noah have four children, living in the same house in which Bergel was raised. She feels her longtime experience in Loudoun public schools has helped her to maintain a well-rounded perspective while serving on the School Board. “It is very important that a historical knowledge of our district remain on the School Board,” Bergel states on her campaign website. “Not only have I attended our schools, I have taught in and have volunteered in them… I will continue to put our local community (Catoctin) alongside the greater community (Loudoun) in my decision making.” After earning her bachelor’s degree in English and master’s degree in English literature, Bergel returned to Loudoun to teach in January 1995. She first worked as a long-term and daily substitute teacher and homebound instructor and later was hired to teach English at Loudoun County High School, where she taught for 11 years. She has also taught as an adjunct instructor at the Loudoun campus of Northern Virginia Community College. She currently teaches high school in a neighboring public school system. Bergel says her hope is to continue to support transparency for Loudoun citizens, fiscal responsibility and support LCPS staff and students. Her two oldest children attend Harmony Middle School, and her two youngest children attend Lovettsville Elementary, the school she attended. 1. What are your funding priorities in the budget and how would you achieve

them? Reducing class sizes without cutting programs; adding full-day kindergarten to schools where there is space; continuing to find efficiencies /document the savings; expanding programs so the academy at Tuscarora High School can become a reality, the Monroe Technology Center program can offer more student seats, and the alternative school at the current Monroe can “be born.” Funding sources must be sustainable: The school system works diligently to find grants, and then there is federal, state, and local funding, as well as “volunteerism”/funding, which is found in our business partnerships, the Loudoun Education Foundation, parent groups, etc. We also need our voters to approve capital facilities because schools are not solely used by students: they are community hubs. Money is tight—if the community wants full-day kindergarten, I can help by finding space that currently exists. During this term we took this step but had to step back due to the recession. There is already a grassroots group working on this program. Through this type of collaboration, we can get “buy in” more quickly. Furthermore, as boundary changes are done, we could use that as one of the requirements for the process: build in full-day kindergarten where possible during the boundary change. A commitment must be made to the academy at Tuscarora once HS-8 is built. The community has tried to locate a new home for Monroe in already existing space: this effort needs to continue. Because all students do not go to college, we need to continue to teach all of our students the skills that will allow them post-K-12 success. This same argument applies to an alternative school – we need a better space for these students. 2. How would you improve the board’s relationship with the Board of Supervisors and the HOAs/towns in your district? Sally Kurtz and I communicate with one another. At times we disagree with one another’s actions, but we still work together for our district thus Loudoun as a whole. The historical knowledge of the District/County is critical in its representation. Just as Sally could speak to me about the past, I will be able to do so in the future with the new Supervisor. Thankfully the challenges of Tuscarora, Woodgrove, and Douglass have been resolved this term: I attribute these successes to Sally and I working together as a unit and with our respective boards to get these buildings on the ground. I also extend gratitude to the towns of Leesburg and Purcellville for their role in these projects. I will continue to work collaboratively with the next board member from Catoctin. The towns/HOAs have also been engaged with me, especially the Town of Lovettsville. The council there has worked with me as both an activist (before I was on the School Board) and Continued On Next Page


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Godfrey Continued From Page 26 is already a big issue for Loudoun as they can go to Fairfax and make more. 2. How would you improve the board’s relationship with the Board of Supervisors and the HOAs/towns in your district? There are jurisdictions which have close ties and operate as one between the supervisors and school board (Falls Church City). I think the new boards will need to get to know each other and establish some common goals or shared vision for the schools. I believe we may need to have more joint planning exercises where board members can feel free to share their vision of the County in 10 years or 20 years. In western Loudoun, we have been rebuilding our relationship with the towns now that the new high school is open and operating. I feel we do have a good working relationship with the towns of western Loudoun. Western Loudoun will need one more elementary, middle and high school and I will be sure to work with any and all interested in this project. With the HOAs now a part of the Blue Ridge District, I hope to be proactive in building relationships with them. 3. How would you improve the process of selecting land for schools? I want to study how school construction and acquisition is handled in other districts such as Fairfax and strive to replicate that here in Loudoun. Finding land is and always will be a sensitive subject when you are putting schools in on the backside of rampant residential development. Unlike other counties, land was not purchased before development occurred. Although the County’s general plan calls for schools to be located near the students being served, that is impossible to do if there is no undeveloped land within the residential area. Over the last

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during this term. Hamilton is now a town in my district, and the village of Lincoln has been added to the previous list of Waterford and Lucketts. 3. How would you improve the process of selecting land for schools? I have found that even with the process being changed with citizen input, the process is not used consistently. Improvement lies in being consistent. One improvement has been that the School Board sends a representative to land discussions with the Board of Supervisors so the message is taken to and from by staff and board members. As noted in the MGT study, the special exception process should be removed in order to save taxpayers money: community concerns can still be mitigated in the process with this change. 4. What role should technology play in public education? Today’s children are digital natives. Teachers have a responsibility to use the technology that is available to them via the

2011 election guide

four years, we have been able to work as a small joint body on studies of land availability and the prevailing costs of land which I think has been very helpful to both Boards. 4. What role should technology play in public education? Technology should be one of the important tools but not the only one we use to enhance the education of our diverse student population. It has and will continue to be one way to remove barriers to teaching our at risk student population who do not have the same learning opportunities as other students. We are already using iPads with great strides in academic success for our special education population; Belmont Station Elementary School just received the federal Blue Ribbon School designation due in large measure to the use of whiteboards and iPads to lower the achievement gap and attain passing grades on the SOLs. Upon high school graduation, students are not using desktops or laptops but are using tablets to do research and writing. 5. What new perspective or idea would you bring to the School Board that does not currently exist? I want to study not only our pass rate on the SOLs but also the advanced proficient category of student to see if advanced proficiency can be tied to the way we teach reading or writing in the early grades. If re-elected, I will also work on the full day kindergarten issue which will require capital funds to duplicate all kindergarten classrooms throughout the county. I feel this kind of public input has made us a better school system as in the case of the grading scale issue. But my first priority will be the continuation and expansion of programs such as Safe School Ambassador and Positive Behavior Intervention System because both have been proven to be low cost with high results in improving school climate at our schools. n school system. Technology is a valuable tool in leveling the playing field for student learning. A teacher can model something in a way for all students to see quickly; get immediate feedback without putting a student on the spot; archive class materials in a readily available format; can differentiate my instruction very quickly; etc. As a School Board member, I can put in place the tools that will accommodate the students’ needs, and I will make the best decision for the students’ education, the teachers’ effectiveness, and the taxpayers’ wallet. 5. What new perspective or idea would you bring to the School Board that does not currently exist? The number of middle/high school students riding the bus together is a cause of concern for many parents, especially on longer routes. I got report data a year ago, but I want to look at the system-wide cost of separating these age groups. I believe there will be a time savings in some areas of the county that may translate to efficiencies in the end. Some schools already separate these populations: it would be nice if it were possible for all. n

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bring paper from home to copy assignments for the students. There is a huge disconnect between what is needed in the classroom and what the administration is providing. With a bottom-up approach, the schools can determine their individual budgetary needs, thereby eliminating wasteful spending, and ensuring the things that are needed in the classrooms are indeed being provided. 2. How would you improve the board’s relationship with the Board of Supervisors and the HOAs/towns in your district? As a School Board representative, I will make a point of keeping abreast of happenings within the Board of Supervisors. It is important that each board is aware of the issues facing both the SB and the BOS, since most all issues ultimately affect both boards in some way. We should be working together, not independently, to improve the lives of Loudoun County residents. Local neighborhood and town leaders should also feel that their voices are important to the work being done at both the BOS and SB levels. As a School Board Representative, it is my job to listen to the voices of the residents. Often, the voices of the residents are shared through the HOA and town leaders. These are important voices to recognize. I plan to hold quarterly town hall meetings within my communities to hear the concerns of the residents. 3. How would you improve the process of selecting land for schools? Schools are the backbone of a community. They need to be built where the students and their families reside. They should not be built in a field several miles away from neighborhoods in the middle of farmland, or where roads and other infrastructure are not in place. If the process of school site selection and purchasing were to be done at the same time as the zoning for developers, perhaps the process would be more productive. The process of land acquisition is a power that needs to be returned to the Board of Supervisors, who oversees the residential development of the county. The schools should be focusing on educating our children…not land development.

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students. Using lean six-sigma to review current processes to eliminate waste is another area that I bring experience in. We use it in healthcare and have been successful in saving tens of millions of dollars by improving processes using lean six-sigma. Assisting with the creation of charter schools to address the voids of the current program in areas of math, IT and art is another area that needs focus.

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4. What role should technology play in public education? Technology is a wonderful tool, that when utilized properly, can be a wonderful asset to a classroom. However, we need to be careful that we do not let the gadgetry of technology overshadow the unique essence of the classroom experience. One of the great advantages of a classroom education is the social aspect of the learning process. Interaction, group problem solving and learning to work together is a valuable characteristic that we need to instill in our students. One concern that I have, both as a parent and an educator, is the lack of productive social skills that our students possess. For many students, a classroom environment will be one of the few social experiences that child has a youth. We should be taking advantage of this resource. Learning to work together, interacting appropriately, and expressing oneself in a positive manner are all valuable tools our children need to succeed in life. With that being said, I do want to state that I definitely feel that technology should be a part of the educational experience within the LCPS system. Students need to be prepared to work in a technologically savvy environment. Technology definitely has a place in education. However, it should not be at the sacrifice of productive, interactive learning. 5. What new perspective or idea would you bring to the School Board that does not currently exist? Currently, the schools utilize educational programs on a district-wide basis. Reading, math, and other programs are adopted for use by all schools and are expected to be fully implemented in all of the classrooms across the county. From my experience as an educator, however, this idea seems to contradict one of the primary tenets of a good education…providing differentiation in teaching. While many of the programs implemented by LCPS utilize sound, research-based educational practices, not all programs serve the needs of all of the students. The schools service a variety of populations, each with their own individual needs. Local administrators (school principals) should have the authority to implement programs as they see fit for their own schools. n

Building in flexibility and choice of education modalities is important to stay competitive and provide opportunities for all students. Better use of vocational studies for those who do not wish to pursue a college education but would prefer a trade or craft has to be part of our educational choice. Using businesses in partnership for internships would assist many to make choices about their future in a real world environment. n


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Tagg-Murdock Continued From Page 22 the academic success of students, burden teachers, and often reduce opportunities; and making sure the school setting is supportive of students’ rights and needs. I would achieve all these funding goals by partnering with the Board of Supervisors to stimulate commercial growth in Loudoun so homeowners aren’t saddled with additional expense. I would also scrutinize the budget to cut waste and to look for greater savings without reducing quality of education. 2. How would you improve the board’s relationship with the Board of Supervisors and the HOAs/towns in your district? I would increase outreach to both the Board of Supervisors and local HOAs to build rapport and create consensus. Establishing common ground and agreement would lay the foundation for dealing with difficult issues in the future. Relationship building is the key to handling challenges and diffusing contention. I would also encourage the School Board to keep an open mind and to research issues thoroughly from every angle to develop a good sense of all perspectives before jumping to any conclusions or predetermining solutions. I would also push

Rose Continued From Page 22

available for the classrooms and a lower overall budget which will benefit Loudoun taxpayers. 2. How would you improve the board’s relationship with the Board of Supervisors and the HOAs/towns in your district? For too long this relationship has been a power struggle between the two bodies. Developing good-faith budgets and sharing certain responsibilities, such as land acquisition, will foster a positive working relationship that will be a social and economic benefit of Loudoun County. The citizens of Loudoun County do not care about preserving certain governmental functions with certain boards. Results are what matters. There are many important issues facing Loudoun County today. It is imperative that our county leaders work cooperatively to see that best interests of the citizens are served. Holding regular

Stevens Continued From Page 22 the School Board’s ability to set and accomplish these goals. 3. How would you improve the process of selecting land for schools? I will advocate for different school models that do not require a full complement of athletic facilities, and enable the use of existing commercial facilities. This will require and enable increases in the educational choices available to Loudoun families. I will advocate for the Board of Supervisors to follow the recommendations of the Joint Committee and the 2007 MGT efficiency study to save hundreds of thousands of dollars and months of time on every school building by allowing school construction without the cumbersome review process currently required

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for greater information sharing and interaction throughout the year, instead of just when problems crop up or during budget cycles. 3. How would you improve the process of selecting land for schools? First and foremost, I would always consider the best interests of all community members. I’ve studied the many School Board lawsuits with regard to eminent domain actions, and I don’t like the idea of our public school system seizing and condemning the private property of citizens simply to build schools. There must be a better way. Second, I would explore the possibility of expanding current facilities to accommodate enrollment growth rather than breaking new ground somewhere else. Third, when purchasing land for new schools, I would consider many factors such as the safety of the site in terms of student travel, traffic patterns, boundary issues, and ease of construction. In the past, many sites required a great deal of expensive dynamite blasting, which actually damaged nearby properties. That’s not good. Fourth, with respect to school construction, I would ensure the bidding process is fair, impartial, and cost-effective. Sometimes, inexplicably, LCPS chooses contractors who put forth higher bids. Also, lawsuits have been filed as a result of district meetings with both the School Board and Board of Supervisors will help focus the boards on the needs of the community. 3. How would you improve the process of selecting land for schools? This process must be open and transparent. The community must be involved earlier and more often. It is ridiculous that Loudoun citizens have to use FOIA requests to get information about school siting and construction plans. This process needs to be approached with a clear understanding that the School Board and the school system serve the community. Therefore, it is the community that needs to be an essential partner in identifying sites and developing construction plans. I support collaborating with county agencies to maximize the efficiency of the land acquisition process. 4. What role should technology play in public education? My background is in intellectual property and technology. I work part-time for a technology association that rep-

perceived bidding impropriety. I would work to eliminate these issues and problems. 4. What role should technology play in public education? I am a bit conflicted about technology. As a teacher, I experienced and I witnessed many teachers enduring numerous technology problems with the white boards. They break down easily, parts get lost (the remote control), bulbs are extremely costly to replace, and kids often tune-out white board instruction because it’s a passive way to teach since kids are just staring at a screen. Students don’t have control pads at their desks to interact with the white board. Looking back at the greatest minds and brightest innovators who created math, science, language, and literature as we know it today, they did not have all the bells and whistles we do now to impart learning. And yet, students still learned. I think technology is fine and wonderful as a supplemental resource to assist teachers and students alike, but it is no substitute for a well-thought-out learning plan and curriculum. And it certainly cannot take the place of a great teacher who successfully inspires and motivates students. Technology is only as good as the lesson plan it supports. We can’t lose sight of this fact. Having said this, I am excited to learn more about resents software developers and entrepreneurs. I understand the value of technological innovation in today’s global economy. However, the use of technology in an educational setting should be that of a tool that is proven effective in educating students. Most parents and teachers would agree that simply putting a smart board in every classroom didn’t necessarily enhance teaching or student learning. Use and competence with new technologies varies from teacher to teacher. Therefore, in many cases, these products are underutilized. And, because new and cheaper technologies with more capabilities are constantly available, it is imperative that the cost of maintaining outdated technologies be determined prior to making a major investment. This applies to the proposal to purchase tablets for all students. What are the downstream maintenance costs? Software licenses? Can Internet access be limited to age appropriate material? What legal liabilities will arise—such as for student activity on email,

the new tablets the school system is proposing to see how they can facilitate learning and improve the lives of students. 5. What new perspective or idea would you bring to the School Board that does not currently exist? I have so many new ideas. It is hard to narrow them down to just one. However, the most urgent idea and likely the easiest to implement is my idea of developing some kind of accountability and response system to address the public comments made at each School Board meeting. Delegations speak before the board on an array of pressing topics. Yet, no mechanism currently exists to follow up on these comments or to evaluate the information shared. People speak, and then that’s the end of the story. I would implement a formal method to track and respond to public comments, which would also include a way to measure how many times the same issues resurface. Listening to the citizenry offers an excellent tool for the School Board to gauge how its doing in terms of meeting the needs of the community. The School Board should document all comments and follow up with the citizens to ensure the School Board always remains engaged, responsive, and in touch with the community. n chat and websites? Does every student get one regardless of economic need? What happens to lost, stolen or damaged tablets? There are way too many unanswered questions to simply plunge ahead. I support using technology products and services that effectively educate students when the cost does not outweigh that of proven methods already being used. Also, I think it is imperative that where technology can enhance student learning, we need to be creative in finding ways to ensure that all students have access to the teachers in the classroom or online, who are using those technologies effectively. 5. What new perspective or idea would you bring to the School Board that does not currently exist? I would like to engage the community through rotating School Board meetings around the districts and using tele-town halls to discuss issues. We need to make it easier for people to be informed and get involved. n

for every school. Loudoun is the only community that requires its schools to submit to the same cumbersome review process as a for-profit developer. We have witnessed millions of dollars wasted because western-Loudoun leaders from the Board of Supervisors, town councils and civic activists cannot agree on the appropriate placement of new schools. Until western Loudoun community leaders can agree on where new schools should be placed, no school sites should be purchased west of Rt. 15. Nevertheless, the current Board of Supervisors has taken over the process of selecting land for schools. If the next Board of Supervisors does the same then the School Board will not play a significant role in this process during the next term. 4. What role should technology play in public education? Technology in the classroom

should be what the military refers to as a “force multiplier,” enabling teachers to reach students in more ways, enabling students to progress more rapidly according to their individual abilities, and enabling precise tracking of student progress. Current classroom technologies reach students’ different learning styles, bring fascinating new materials to the classroom and enable more students to participate in activities simultaneously. Technology also prepares students for a workplace world full of technology. 5. What new perspective or idea would you bring to the School Board that does not currently exist? The School Board currently has 35 goals. None of these are specific, measurable or time-bound. The Board cannot use these goals to evaluate the Superintendent’s performance, and the voters cannot use them to evaluate the Board’s performance. I propose

that the new School Board, after taking public input, set no more than five specific goals for measurable accomplishments within specific time frames. Our first goal should be to implement public school choice programs within key areas of the county. Some schools should be able to offer different learning atmospheres and emphasis, such as full-day kindergarten, a year-round calendar, school uniforms and arts or STEM-focused curriculum. Parents should be able to choose those schools, or traditional schools, as best for their child. By offering this choice, schools can offer different facilities. Offering enhanced facilities and school choice in high-poverty areas give can nearby students advantages while attracting children of wealthier families by choice to balance the population. n


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SCHOOL BOARD — BROAD RUN Kevin Kuesters

Occupation: Senior Accountant with the U.S. Department of Homeland Security; Owner of a private tax practice Campaign Website: www.kevinservesloudoun.com Government/Political Experience: Volunteer coach for Loudoun Soccer, Ashburn Soccer Club and CYO Basketball; referee for Washington Area Girls Soccer League; member of Knights of Columbus; advanced level tax preparer for the Volunteer Income Tax Assistance program through the Loudoun County Department of Family Services. Kevin Kuesters and his family have called Ashburn home since 1991. He grew up in Fairfax County and attended Fairfax County Public Schools. After graduating from Herndon High School, he attended Virginia Tech where he received separate bachelor degrees in accounting and in management science. Kuesters, 45, entered the School Board race with experience as an auditor, tax preparer and licensed Certified Public Accountant. He began his 16-year career with the federal government when he took a job with the U.S. Department of Commerce. He was then offered management positions with the U.S. Department of Health and Human Services and the U.S. Department of Defense, before a three-year stint with local consulting firm AOC Solutions. Kuesters currently works as a senior accountant with the U.S. Department of Homeland Security, and, since 1998, has operated his own private tax practice. Kuesters feels his background in financing could enhance the various experiences that are already represented on the School Board. Currently, the board is made up primarily of former teachers, attorneys and individuals with business experience. “There are a lot of facets to a school system, so it’s good to have different perspectives on the board,” he said. Kuesters and his wife have three children—the oldest daughter attends Briar Woods High School and two youngest children attend St. Theresa School in Ashburn.

Personnel costs drive the budget, but the current pressure and most serious issue facing LCPS right now is swelling enrollment and building the schools to catch up to the number kids that need to be educated. My first priority is to address the short term and long term construction needs, which means possibly using current funds for more land acquisition and putting off major spending initiatives (such as the implementation of mobile devices) until we take care of dirt, bricks and mortar. See my comment about technology below regarding my position on mobile devices. 2. How would you improve the board’s relationship with the Board of Supervisors and the HOAs/towns in your district? First, develop a strong working relationship with my counterpart on the Board of Supervisors. Second, communicate and collaborate with the Board of Supervisors on the vision and goals of the school system to build a consensus between both boards of what is considered a successful school system. Third, work with the Board of Supervisors on long-term solutions for land acquisition and construction, utilizing the ideas and resources of the Supervisors. Fourth, be transparent and open with the Supervisors instead of maintaining the current adversarial relationship. I would apply these steps in reaching out to not only HOAs, but also other groups that are interested in LCPS such as the Loudoun Educators Association, Loudoun Education Alliance of Parents (LEAP), Educate Loudoun, Western Loudoun Schools, and PTA/PTO organizations at all of the schools within the Broad Run district.

3. How would you improve the process of selecting land for schools? The current process is deficient because is relies too heavily on the Capital Improvement Plan, (CIP) which is a 5 year document, versus the Capital Needs Assessment (CNA), which is a 10 year document. For FY 2011 the Board of Supervisors directed LCPS to lower the CIP by over $400 million, which was done simply by moving out proposed projects beyond the 5 year CIP timeframe. This was an accounting gimmick employed to make it look like LCPS was coming in with lower projected construction costs over the short term. This action did nothing to change the actual enrollment of students or address where to put them, it simply kicked the can down the road – leaving it for another School Board to address. If elected I will push to have LCPS make school acquisition decisions based on the 10 year CNA projections. I will also work together with the Board of 1. What are your funding priorities in the Supervisors to develop a joint CNA plan for budget and how would you achieve them? Continued On Page 34

Joy Maloney

Occupation: Software developer for a government contractor Campaign Website: www.writeinjoy.com Government/Political Experience: Volunteer for daughter’s Girl Scout troop, Big Brothers/Big Sisters, the Sterling Playmakers and the Loudoun Summer Music Fest. Joy Maloney entered the race for School Board as a write-in candidate in recent weeks. Maloney, 40, was a high school mathematics teacher for five years in the Frederick County, MD, public school system. She then entered the information technology field, where she works as a software developer for a government contractor. She holds a master’s degree in educational leadership from Hood College, and a bachelor’s in secondary education from University of Maryland. She says she decided to run for the School Board to give voters a choice. The only Broad Run District candidate for months has been Kevin Kuesters. “I am passionate about our public school system and proud of the outstanding education it p r o v i d e s ,” Maloney said in a statement. “I want to ensure that excellence continues in the face of the challenges of the economy and our county’s growth.” Maloney’s daughter with her husband of 19 years Joe is in sixth grade at Eagle Ridge Middle School. She has lived in the Broadlands for the past 10 years, and the Washington, DC, metro area for the past 35 years. 1. What are your funding priorities in the budget and how would you achieve them? My top funding priority is maintaining and improving the quality of our children’s education. Everything else is secondary. Of course, this priority encompasses a lot—providing the total compensation and support to recruit and retain excellent teachers, developing a long-term plan to provide capacity for our students, and exceeding national and state standards for education. To accomplish this, we must practice process improvement and work to find efficiencies to spend taxpayer dollars more wisely. 2. How would you improve the board’s relationship with the Board of Supervisors and the HOAs/towns in your district? Unfortunately, some of the friction

between the two boards is the nature of the relationship. The Board of Supervisors controls the amount of money spent, but the School Board decides how the money is spent. There seems to be a lack of trust that a sufficient amount of money will be provided and that it will be spent wisely. I think both relationships would be greatly improved by increased transparency. The school system hasn’t made a strong case for some of their biggest expenditures. Spending surplus money on more whiteboards may have some reasonable explanation, but even someone like me, who is engaged, doesn’t know what that is. As a School Board member, I plan to be accessible in person, through email, Facebook, and Twitter. 3. How would you improve the process of selecting land for schools? Certainly, this is another case where more transparency is needed. The public should be involved much sooner in the siteselection process than it is now. Virginia law allows for closed meetings for land acquisition discussions where “an open meeting would adversely affect the bargaining position or negotiating strategy of the public body.” I understand keeping negotiations private, but are we really that concerned that when we announce interest in a site another party will swoop in and grab it away from our children? Once public, I would think it would appear shameful for anyone to attempt to wrestle a site from the school system. The National Conference Center vs. the Lexington-7 site for HS-8 is a good example of a case where two possible sites became public before the deal was finalized, and both site owners were strongly lobbying the county to buy their land. Besides informing the public of possible land acquisitions earlier in the process, I also think we need to better explain the prices we are paying for land purchases. If someone wants to buy a house, their real estate agent will work up some comps for them to judge if the asking price is fair. Every potential land acquisition must have this kind of analysis accompanying it. The appearance of impropriety in land selection must be avoided at all times. 4. What role should technology play in public education? We should be considering technology that enhances public education, helps school staff or students more easily accomplish their goals, or saves taxpayer dollars. When considering new technology, we need to have independent research to back up its supposed benefits, and we need to provide training for its usage. When dealing with radical or costly change, we should have a pilot program before committing to it long-term. Whether Continued On Page 34


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SCHOOL BOARD — DULLES Anjan Chimaladinne

Occupation: Senior IT Manager at SAIC Campaign Website: www.anjan4loudounschools.org Government/Political Experience: Member of Liberty Elementary School PTA; block captain for South Riding HOA; sits on the Executive Committee of the Indian American Association in Washington, DC Originally from India, Anjan Chimaladinne has lived in the Washington, DC, area for 18 years and in South Riding for 10 years. Shortly after Chimaladinne made Loudoun his home, he and his wife Shri got involved in his children’s schools, attending PTA meetings and volunteering wherever. Last year, he helped run a successful online signature campaign to collect hundreds of

Jeff Morse

Occupation: Former U.S. Navy Commander; Currently a consultant for Booz Allen Hamilton Campaign Website: www.electjeffmorse.com Government/Political Experience: Youth sports volunteer; PTA volunteer; lector and hospitality minister at Corpus Christi Church; appointed to the Joint County School Citizen Committee studying student enrollment by the School Board; former President of South Riding Homeowners Association (20082010); former board member of South Riding Homeowners Association (2006-2010); Director of Dulles South Neighbors for Education (2006-2011) Jeff Morse, a 10-year South Riding resident and former Naval officer, has been spotted at School Board meetings for the past six years. His involvement sparked when a

Margaret Michaud

Occupation: Teacher Campaign Website: none Government/Political Experience: Community, Red Cross and local library volunteer. Served in leadership positions at several U.S. military bases both in-country and abroad. Margaret Michaud is a teacher of over 30 years experience who has excelled in every endeavor. She has continually contributed to her community as a significant part of military command teams, a Red Cross volunteer, and other leadership positions at various locations in the United States and U.S. military locations overseas. An Army wife of 22 years, Michaud received many awards for Outstanding Community Service. A small business owner in Loudoun County, Michaud con-

signatures from Loudoun residents urging Gov. Bob McDonnell to unfreeze the Local Composite Index (LCI) biennial adjustment for the 2011 fiscal budget. McDonnell’s decision to unfreeze the LCI meant about $34 million more in state funding for LCPS. “I didn’t do it alone,” Chimaladinne said. “Everybody came together to fight for that.” Chimaladinne, 45, has worked in the information technology field for most of his career,

making contributions on major IT initiatives for several government agencies through government contractors SAIC, CGI-AMS and Booz Allen Hamilton. Even with his background in technology, Chimaladinne wants to see the school system begin the move from textbooks to digital devices with a pilot program. “Let’s test it out first and see how it’s going in other states as opposed to bring in technology with one shot,” he said. Another of Chimaladinne’s priorities is to build a partnership between the school system and the local business community. Loudoun is home to many corporations that are willing to provide sponsorships, volunteers, guest lecturers and resources, if the school system only asked, Chimaladinne said. Chimaladinne has been known as the front-runner in fundraising in the School

Board election, bringing in nearly $30,000 so far this season. He and his wife have two sons, one who is in sixth grade at Mercer Middle School and another in third grade at Liberty Elementary School.

boundary proposal would mean his son would change elementary schools for the third time. Morse put together a boundary plan that would keep the students who had felt the most impact by past boundary changes in their current school. The School Board ultimately approved Morse’s plan. “The plan they had just didn’t make sense,” Morse said, adding that he was impressed with the response of his current re p re s e n t a t i v e Robert Dupree, who is not running for re-election. “He’s always responsive, and that’s the kind of representative I want to

be.” His involvement with the public schools expanded from offering input on boundary changes to budgets, curriculum and overcrowding. Addressing the perpetual rise in enrollment will be Morse’s priority if elected. “If we don’t have seats for the children, that sets us back to square one,” he said. Options to address the issue of overcrowding could be charter schools or other alternative school options, he added. Morse served in the military for 20 years, retiring as a U.S. Navy commander. For the past five years, he’s worked as a consultant for Booz Allen Hamilton, a position he feels has offered him experience with contracts, acquisitions and procurements that will be necessary as a School Board member. Morse’s wife Karen is an assistant kindergarten teacher at Hutchinson Elementary School. They have three children, who attend

Hutchinson, J. Michael Lunsford Middle School and Freedom High School.

tinued her goal of improving education by providing local students with private individualized instruction. She lives and works in South Riding. Michaud’s son is a product of Virginia schools and a George Mason graduate. She has taught at a variety of academic institutions ranging from pre-school to college, in both public and private school environments. It comes as no surprise that she is involved in library programs that promote reading, to include being a supporter of the Friends of Gum Springs Library in the Dulles District. Michaud’s entire life has revolved around edu-

cation; her father is a retired superintendent of schools, her mother is a retired teacher and her sister and brother-in law are both school administrators. 1. What are your funding priorities in the budget and how would you achieve them? The first priority is for appropriate pay and benefits for LCPS employees in daily direct contact with students. These employees are the ones that actually have the greatest daily impact on our students. The next priority would be to properly fund continuing education for teachers to allow teachers to maintain high competency in needed areas, then teaching supplies and equipment needed for the day-to-day teaching needs. I would follow this with buildings and grounds needs. I would achieve this through a detailed lineby-line discussion and review of the budget.

2. How would you improve the board’s relationship with the Board of Supervisors and the HOAs/towns in your district? Frequent communication with Board of Supervisors members and HOA/towns would improve relationships. I would accomplish this through personal visits, phone calls and email. In addition, I would establish a website for this purpose. 3. How would you improve the process of selecting land for schools? I will make use of existing law, but add the following considerations to the equation: - An environmentally safe parcel of land; - The potential cost of needed busing for students; - The projected fuel and maintenance cost for buses; - The best possible location so as not to cause

1. What are your funding priorities in the budget and how would you achieve them? In order to maintain the high quality of our schools, we must compensate teachers and staff members with competitive salaries, and we must also deliver constructive solutions to ending overcrowding so that we do not end up with numerous trailers as classrooms. Achievement of such priorities can occur only when the Board of Supervisors works collectively with the School Board to determine the budget for our school system. On the board, Continued On Page 33

1. What are your funding priorities in the budget and how would you achieve them? Number one: teacher pay. No amount of technology can make a mediocre teacher into an outstanding educator. We must be competitive with the other jurisdictions to ensure we attract and retain the best teachers. Number two: facilities and alternative sources of education. We are quickly falling behind in preparing room for the students that are already here. School construction is a part of the solution. Other parts include investigating how to support alternative facilities such as private schools, public/private charter schools, alternative curriculum schools, integration with local community colleges and distance education. Continued On Page 34

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SCHOOL BOARD — LEESBURG Bill Fox

Occupation: Owner, Fox Installs Campaign Website: www.fox4loudounschools.com Government/Political Experience: Leader, Boy Scouts; Sunday School teacher; Eagle Scout. A former Loudoun County Public Schools teacher, Bill Fox is hoping to bring his experience to the Loudoun School Board as its Leesburg District representative. The eight-year Leesburg resident said he was encouraged to run for the School Board by Jill Turgeon, a candidate in the Blue Ridge District, when current Leesburg board representative Tom Marshall was still running unopposed. “As nice of a guy as he is I have some

Tom Marshall

Occupation: Realtor at McEnearney Associates, Inc. Campaign Website: www.friendsoftommarshall.com Government/Political Experience: Loudoun School Board 2007-present; Chairman, School Board Personnel Services Committee; first PTA president, Smarts Mill Middle School; former member, Loudoun Education Alliance of Parents; former member, Loudoun County Advisory Commission on Youth. Tom Marshall has studied the school system from all sides. A 30-year veteran of the Fairfax County Public School system, Marshall served in several capacities while he worked for Loudoun’s neighbor—as a teacher, counselor and administrator. He was also stationed in the Philippines, during his stint in the Peace Corps where he was charged

Mark Nuzzaco

Occupation: Attorney Campaign Website: www.nuzzacolcps.org Government/Political Experience: Loudoun School Board Catoctin District Representative 2004-2007; Founding President, Stone Bridge High School PTSO; Goose Creek Unit Commissioner; Past Board Member, Loudoun Chapter of the American Red Cross; Member, Loudoun County Republican Committee. A 30-year Loudoun County resident, Mark Nuzzaco is ready to get back into the political arena four years after a failed re-election bid to the School Board. This time, though, some things have changed. Thanks to redistricting, Nuzzaco will be fighting to represent the Leesburg District, not the Catoctin District he represented as a board member in his first School Board term.

issues with the direction the School Board has been going,” he said. Fox said there are numerous school issues he is passionate about, namely the growing importance of Standards of Learning tests following the passage of the federal No Child Left Behind Act. Fox said he believes teachers are beginning to “teach to the test” and would like to see these tests “de-emphasized.”

He said he would like to see more critical thinking skills integrated into the classroom as opposed to the current practice of a contentbased curriculum “where students spend most of their time memorizing facts and figures.” In addition to his experience as a teacher and small business owner, Fox also practiced law, something he believes would serve the School Board well. “I feel that I have the ability to really advocate on behalf of my constituents and I can be persuasive with other School Board members and, when necessary, with our representatives in Richmond to get the state law changes we need in order to really have positive education reforms here in Loudoun,” he said.

with instructing teachers how to bring more inductive teaching into the classroom. Now, he plays the role of involved parent—his daughter is a recent Loudoun County High School graduate and his son is a sophomore at Tuscarora High School—and School Board member. It is his past experience, which Marshall believes is one of his biggest assets. “It’s a natural fit for me to be on the School Board,” he said. “I have experienced a lot of things; I know a lot of the

questions to ask.” Marshall said he had long wanted to be involved in local politics while still employed by FCPS, but was unable to because of his position. Now, with almost four years on the School Board under his belt, Marshall is ready to sign up for another term. “I enjoy the policy aspect,” of being a board member, he said. “I can bring a perspective to the deliberations on the School Board based on my experience.” Marshall is ebullient when asked about his love of taking an active role in shaping public education policy and instruction. “It’s a great experience; I just love doing it,” he said.

“I feel like I’m still interested in these issues,” Nuzzaco said. “I’ve been a regular speaker at School Board meetings the last four years. I feel like I have knowledge of the system. I think I’m the best qualified candidate in terms of experience and k n ow l e d g e , and I have the ability to be a leader on some of the issues I don’t feel we’re being led on.” Nuzzaco points to a salary scale for teachers, one that is not being cut every

budget cycle; building a better relationship between the School Board and Board of Supervisors; and finding consensus amongst School Board members as some of his top priorities. “I have the temperament to listen to ideas and craft consensus solutions to things,” he said. Nuzzaco said he is proud of the past work he was behind while on the School Board previously, including a policy for rising juniors and how they would be affected by school boundary decisions, as well as putting the wheels in motion for the opening of Woodgrove High School. He hopes to put more good ideas into action if elected Nov. 8. 1. What are your funding priorities in the budget and how would you achieve them? My top funding priority in the next school budget is a new pay scale for LCPS

1. What are your funding priorities

1. What are your funding priorities in the budget and how would you achieve them? My funding priorities for the operating budget are based on what students need

in the budget and how would you achieve them? We need to focus resources on the programs, personnel, and products that we can tie directly to the long-term success of our children. Every expenditure in the budget needs to be evaluated by this standard. Expenditures cannot be justified simply because they are useful, convenient, or impressive. 2. How would you improve the board’s relationship with the Board of Supervisors and the HOAs/towns in your district? The two boards are elected by and represent identical constituencies. As long as each board member from each of the two respective boards maintain fidelity to their constituencies, their goals and objectives should naturally be aligned, and conflicts will be minimized. Continued On Page 34 to be successful. That starts with good teachers and a good learning environment. Therefore, competitive salaries and class sizes that allow teachers to recognize and to appreciate the individual differences of each student is of paramount concern in preparing students for their future. Secondly, incorporating technology in an intelligent and cost-conscious way with particular emphasis on teacher training, mentoring and monitoring teacher acceptance and utilization of technology and tying their progress to teacher evaluations will be necessary. The Capital Improvement Program budget will have to be funded to meet the very real challenges of growth. We must continue to use proto-typical building plans, deal with smaller parcels of land and consider shared athletic fields. Trailers and charter schools will not meet these needs. Continued On Page 35

teachers and staff that: is economically realistic and sustainable; is the first thing funded in every year’s budget, and stays funded; recognizes high quality teachers as most important factor in educating children, after nurturing families; raises starting teacher pay to be competitive and attract the best teachers; and appropriately measures and compensates performance. With 20 percent of Loudoun’s population in its public schools and a commercial tax base of less than 20 percent, the vast majority of the responsibility for funding public education falls to residential taxpayers. Therefore, I would work to reduce taxes on households by promoting greater economic development in Loudoun County, and reduce costs with a zero-based budget and Citizens Budget Advisory Committee.

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2011 election guide

SCHOOL BOARD — STERLING Brenda Sheridan

Occupation: Former Substitute in Loudoun County Public Schools Campaign Website: www.BrendaSheridan. org Government/Political Experience: School Board member representing Sterling since June, 2011; serves on the School Board’s Health, Safety and Wellness Committee, the Legislative and Policy Committee, and the Personnel Services Committee; substitute in Loudoun County Public Schools (20042011); held several positions within the Virginia PTA, including Hunt District Director (2006-2008), Membership Chair (20082009) and Vice President (2009-2011). Born and raised in Rochester, NY, Brenda Sheridan has lived in Sterling for 13 years. She was appointed to represent the Sterling District after the death of longtime School Board m e m b e r J. Warren Geurin. The School Board voted unanimously to appoint her to the position. Sheridan is known for her work in various PTAs, including the Virginia PTA. Before taking the position on the School Board, she served as the Forest Grove Elementary School’s PTA vice president. She also worked as a substitute in the school system for seven years. During the June 1 interviews for the candidates, Sheridan told the eight remaining School Board members she “has a passion for ensuring children have opportunities inside and outside of school.” Sheridan often speaks out about the need for families to get more involved in local schools. As part of this effort Sheridan created Parents for Change, a community effort by parents and seven principals to determine what positive and negative things are taking place in schools. In addition to her work in the school system, she has served organizations such as the Boy and Girl Scouts, the Sterling Golf and Swim Club and the Lower Loudoun Boys Football League. Sheridan and her husband of 18 years Keith have two children—their daughter is in seventh grade at Sterling Middle School and their son is a freshman at Park View High School.

1. What are your funding priorities in the budget and how would you achieve them? My funding priorities are keeping class sizes small, while also attracting and maintaining high quality teachers.  Our budget process provides for public input, open discussion, and thoughtful consideration of the needs of the school system.  It is my hope that the Board of Supervisors will do what is required to fully fund a very efficient school budget. 2. How would you improve the board’s relationship with the Board of Supervisors and the HOAs/towns in your district? I think open and clear communication is key to a healthy relationship between the two boards, as well as other community groups.  It is very important to be respectful of both groups, the interests they serve and the individuals. 3. How would you improve the process of selecting land for schools? I think an open line of communication between the Board of Supervisors, who purchases the land, and the School Board who uses the land purchased, needs to exist.  Thoughtful consideration of the usefulness of any land needs to happen before a purchase is made. 4. What role should technology play in public education? I fully support the proposed Technology Plan.  Our children are digital learners, and comfortable with technology.  The Tech Plan in its entirety will provide students with a tool to guide their learning, assist the teachers, and open the students up to a vast array of knowledge they may not currently have access to.  I think the biggest misconception is that the computer will replace the teacher, when in fact, the 1:1 devices will enhance the learning potential and serve as a tool for the teachers and students. 5. What new perspective or idea would you bring to the School Board that does not currently exist? The campaign process has made me increasingly aware that the average citizen, parent, and even staff, are not as informed as they need or want to be.  There is always opportunity to better communicate with the people the School Board serves.  While the School Board’s contact information is publicly available, as well as Facebook pages and blogs, we can always strive to find better and farther reaching modes of communication. n

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I would promote creative ways to make this budget easier to understand for everyone in my district and in Loudoun County. And, I would also look to incorporate the views of fellow parents into the budgetary process; because, after all, it is our tax dollars we are talking about. How would you improve the board’s relationship with the Board of Supervisors and the HOAs/towns in your district? I strongly believe the common goal that the Board of Supervisors and the HOAs/ towns in my district should be “to make Loudoun County the best place to work, live, and go to school.” In order for a partnership process to work well between these groups, there must be a common-goal attitude and unified approach; this has been lacking and this vital relationship must be mended. As an experienced professional who has worked on multimillion dollar projects with multiple vendors in an integrated team environment, I believe that I can serve as the facilitator for opening the lines of communication and work to foster better relations between the Board of Supervisors and the HOAs/towns in my district. I firmly believe that undertaking unique outreach efforts to bring these groups together will result in more cooperative agreements for the betterment of not just our schools, but of our overall community, as well.  How would you improve the process of selecting land for schools? I will work tirelessly to make the land selection process more transparent and less political. At present, there has been a great deal of personal interest involved in this selection process. Parties—who have the potential to make personal gains—must be held accountable and be subject to public questioning by citizens on their reasoning. There is a dire necessity to create a more open forum for citizens to engage and be involved; this must happen in order for objective and

Baldwin

economic reasons to play a major role and prevail in this crucial process. What role should technology play in public education? I could not be more passionate about the fact that we must train our students to excel in the 21st century competitive global environment by incorporating tools and technologies which reinforce traditional classroom teaching methods. Although the debate over tablets versus textbooks is contentious, we must utilize new and innovative academic advancements to measure and inform students of performance deficiencies earlier on—at a point where they can actually work to correct a problem—instead of waiting until a grade card is sent home. I am a strong supporter of leveraging any and all technology which would help teachers, students, and all other key stakeholders. What new perspective or idea would you bring to the School Board that does not currently exist? I will work diligently to forge partnerships between Loudoun County schools and higher educational institutions and local industries. I would also like to establish summer internship programs for high school students and externship programs for our schools’ teachers and guidance counselors. Funding streams and industry outreach programs will be tapped with the goal of introducing innovative initiatives which will benefit community as a whole. Partnerships between Loudoun county schools and universities will pave the way for a “two-way street” flow of information between Loudoun County school teachers and university personnel. University faculty and staff can provide valuable insights into new and evolving areas of research so that our teachers can best prepare their students to brace for such challenges. When it comes to partnerships between our schools and local industries, prominent industry figures can serve as role models and mentors to the students, teachers, guidance counselors and even to parents.  n

Catoctin Supervisor

Pragmatic, common-sense solutions that protect our quality of life and our pocketbooks. baldwinforsupervisor.org


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Number three: technology. I will seek technology to improve the quality of education for our students, and to provide efficiencies in the processes associated with either the central offices or a single school administration. In order to achieve these funding priorities, we must take advantage of those economic factors that are favorable (land procurement, for example) and seek alternative sources to mitigate new school construction (reduced footprint facilities; alternatives school facilities; focused curriculum academies created with private funds, distance education, etc.). 2. How would you improve the Board’s relationship with the Board of Supervisors and the HOAs/towns in your district? Elected officials must respect other members of his or her own board, members of the other board, LCPS staff and the citizens for whom they all work. When debating issues, board members must ensure their interactions are professional—even when parties are in complete disagreement. Successful board members are cooperative, not combative. I have served as president of one of the largest HOAs in the state: South Riding (25,000 residents). I fully understand their responsibilities and limitations, and will work with all residents of the district whether or not they live in an HOA. 3. How would you improve the process of selecting land for schools? First, I would include the Board of Supervisors early in the process. Because the cost of assessing a property for suitability for a school site is expensive (up to $1 million for studies, surveys and assessments) and time consuming (6-12 months), I believe it is critical to have an “80 percent solution” with agreement from the Board of Supervisors prior to investing county funds in a site. Next, I would publicly seek inputs on potential sites, allowing for the possibility that property owners may compete to sell their land. I support placing options on potential school sites in certain circumstances. Finally, I support a change in land use and zoning

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our students are given traditional textbooks or tablets, interactive whiteboards or chalkboards, technology is just a tool. Well-trained, successful teachers are needed to integrate it into their teaching, or it will be ineffective. 5. What new perspective or idea would you bring to the School Board that does not currently exist? I have five years experience as a high school mathematics teacher followed by 14

2011 election guide

policy that permits public facilities to be developed “by right.” This could reduce the timeline that drives away many interested landowners. 4. What role should technology play in public education? Technology has two roles in public education: first, it can provide efficiencies in centralized functions previously performed manually at the LCPS administration level or down at the school administration level. LCPS will never be a “bleeding edge” technology user. I would require technology be proven in design and reliability as well as performing in an environment similar to that in which it will operate for LCPS. Secondly, technology can be used to enhance the education of the students. However, training must be provided to maximize the advantages of the equipment. Teachers without adequate training (first time, annual, refresher, etc.) will not be able to take advantage of the technology. Likewise, if the curriculum is not updated to reflect the capability of the technology, again we will not be able to take full advantage of the technology. Technology is a tool to supplement a good teacher. In 20 years, when my children are looking back at their education in LCPS, they will remember not the Dell/HP that they worked on at school but instead will remember fondly the teachers that instilled a lifelong desire to learn. 5. What perspective or idea would you bring to the School Board that does not currently exist? I bring to the board a holistic ability to understand and relate programs from a cost, schedule, performance and risk mitigation perspective. I bring the ability to execute value chain analysis and Six Sigma assessments. I have evaluated complex missile systems, satellite ground stations and computer displays and processors through their entire lifecycle, capturing operations and maintenance cost, manning and scheduling. Lastly, I will bring with me the analytic assessment matrix that has analyzed over 50 boundary plans spanning four different boundary shifts in the Dulles South area. n

years of experience in information technology. I have a Master’s Degree in Educational Leadership. I am a full-time working mother with a child in public school. I am a product of public schools myself. I am polite, patient, and open-minded, which will allow me to foster positive working relationships with fellow Board members, the Board of Supervisors, and my neighbors. Taking these elements together, I believe I can bring a distinct perspective to the School Board that does not currently exist. n

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One way to facilitate this type of cooperation would be for the supervisor, the School Board member, and in some cases other relevant municipal officials from each district to work more closely together, perhaps holding regular townhall-style meetings to stay connected to the issues of their constituents. 3. How would you improve the process of selecting land for schools? The first thing we need to do is change our current mindset that every school needs to be on a 60-100 acre lot. We need to consider alternative school models, which are more closely tailored to actual needs, as opposed to our current one-size-fits-all approach. In addition, the process of selecting school sites needs to be more open and transparent, before, during and after the transaction. Although there are some legitimate reasons to withhold certain details during negotiations, complete transaction details should be available once the purchase is complete. Finally, I support the suggestion that the land acquisition function might be better handled by the county instead of the school district. Let’s let the School Board and LCPS focus on educating children, rather than being land developers. 4. What role should technology play in public education? There are several legitimate purposes for investing in new technology. First, technology has the potential to improve education by facilitating innovative activities and approaches, which develop higher order thinking skills. Second, as we try to focus more on 21st century skills and develop a more robust science, technology, math and

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all county construction plans that would prioritize schools and other county facilities, and would allow the county to more effectively manage future debt levels and maintain the county’s AAA bond rating. This would benefit taxpayers through lower borrowing costs. 4. What role should technology play in public education? Technology is a tool to deliver curriculum, it is not a magic wand that infuses knowledge. Before approving major technology investments I want to see the clear benefits to be expected from any new technology, along with the full cost required to buy and implement the new technology. 5. What new perspective or idea would you bring to the School Board that does not currently exist? I do not see the current school board

October 28, 2011

engineering (STEM) curriculum, it will be important for students to have hands-experience with the relevant equipment rather than simply learn about technology in a textbook. Finally, there may be some instances where implementing new technologies can actually save money by creating efficiencies. We cannot afford to invest in technology for its own sake, for mere convenience, or to be impressive. Advocating for a 21st century education does not necessarily require filling all of our classrooms with 21st century gadgets. 5. What new perspective or idea would you bring to the School Board that does not currently exist? I have a deep commitment to teaching logic, critical thinking and problem-solving skills in the classroom. I see these higherorder cognitive skills as being fundamental for success, in the same way as reading, writing, and basic math skills are fundamental for success. Accordingly, I will advocate for making this type of learning a more integral part of our core curriculum. In order to do this, we need to de-emphasize, reform or eliminate the Virginia Standards of Learning tests, which focus primarily on memorization and regurgitation of facts and figures rather than the cognitive skills discussed above. Because of the high stakes and emphasis placed on these tests, teachers’ hands have been largely tied, unable to accomplish anything in the classroom other than teach directly to the tests. We need to back off of these tests and develop assessments that measure the type of learning that we actually care about. We cannot afford to wait for this problem to be resolved in Richmond or Washington. As one of the most influential counties in one of the most influential states in the country, Loudoun County should be taking the lead in reforming education. n members questioning the costs and benefits of major initiatives proposed by the school administration (other than Bob Ohneiser). As a CPA, I understand budgets and strategic plans and how to measure performance and assign costs to what is being measured. I will bring a focus on developing clearly defined mission, goals, and objectives for LCPS, as well as assigning costs to each mission, goal, and objective. In this way, LCPS stakeholders (parents, voters, taxpayers) will be able to see what it costs to run a school system, and how well we are doing in running the school system. This is the type of information needed by the School Board to make strategic decisions for the school system as a whole. It is also the type of information that would allow voters and taxpayers to assess how well their elected officials are doing in running the school system and to hold them accountable at the ballot box. n


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2. How would you improve the board’s relationship with the Board of Supervisors and the HOAs/towns in your district? School Board members and county supervisors need to meet with their counterparts on a regular basis with a tacit recognition and appreciation of their different roles. The current JointCommittee has evolved into a good working group and those committee members need to formally report to their full boards on their deliberations. HOAs usually get involved in boundary decisions and they come to the table with an agenda or a specific goal. In the past they can be divisive and at other times they can present important data and perspectives that are deserving of consideration. School Board members should be willing to meet with HOAs to garner whatever insights they can offer, but they must retain their objectivity, as they do not represent HOAs; they are to represent what is best for all the children involved. 3. How would you improve the process of selecting land for schools? Selecting land for schools is becoming increasingly more difficult. The proffer system is less than ideal and the county has not always got what is needed in dealing with the impact of approved development. Buying land out west is a “not in my back yard” problem. Trying to find land near towns is often met with little enthusiasm or cooperation, even though many consider that desirable. Reliance only on our Planning Department for selection of land has come under criticism. We had a builder/Realtor put together an assemblage of land listings that he acquired on his own initiative that was presented to the school system. I detected a resistance prior to any discussion on the merits of the assemblage by staff that I thought was unfortunate. If land is scarce for schools, we need to rely more on the efforts of private individuals to find it for us. 4. What role should technology play

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undue travel time for students; and - Use “best value” for the purchase of land parcels. 4. What role should technology play in public education? I am always open to newer and better ways to teach LCPS students. Technology will play a very new and ever-changing role in public education. We must use technology in the teaching/learning process without hindering each student’s learning capacity. We need to consider the budgetary limitations of the next decade and how to best leverage new technology with the entire system cost to include the necessary technology support system. Plans are already in place for expan-

2011 election guide

in public education? LCPS has embraced technology and consideration is being given to a Technology Plan to be implemented over a five-year period. We are striving to provide up-to-date technology to provide 24/7 student access to learning. It will not, and should not, replace the critical role of the teacher, but in the hands of skillful teachers that technology will enrich students’ learning in its ability to integrate the curriculum. Technology should not override the need for students to learn to write better and provide effective oral communication. 5. What would new perspective or idea would you bring to the School Board that does not currently exist? I have made several recent proposals in how to address certain ongoing concerns we have as educators. LCPS has about 100 specially trained teachers, who receive a stipend in addition to their salary for the National Board Certification designation. I have suggested that we should staff at one or more grade levels the new Frederick Douglass ES with these NCBT certified teachers. My premise is that we have teachers that would be presumed to be of the highest caliber, which in working together could foster a synergy that could lead to some amazing results if allowed to do whatever it takes to bring up scores on standardized tests and then compare these results for the particular grade levels to similar schools in Leesburg. Would FDES do better with their staffing of exemplary teachers or would selected test results show no significant difference in student achievement or growth? This is a study worth doing. Should we assign our best teachers where they can make the most impact? I have also called for the reintroduction of fifth grade, end-of-the year, nationally-normed reference testing, such as the on-line Standard 10 Achievement Test, as a counter to any faulty assumptions politicians or others might make when our schools don’t make AYP as we will score better, as we did in the past, in Loudoun County than did Virginia or the nation. n sion of the use of devices; however, without a full support system for students and parents, this technology could be of minimal gain to students, teachers and parents. The LCPS should implement mature technological improvements, which are cost efficient and will produce educated children. 5. What new perspective or idea would you bring to the School Board that does not currently exist?  I will bring the perspective of a seasoned teacher to all proceedings. My experiences allow me to bring into discussion considerations of multi-cultural families, handicapped and special needs students and the impact of decisions from a teacher’s point of view. I also bring the perspective of the impact of decisions on small business owners. n

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2. How would you improve the board’s relationship with the Board of Supervisors and the HOAs/towns in your district? The governance and management of the Loudoun County Public Schools is a complex and vital process, with the School Board and the Board of Supervisors having different and distinct responsibilities that must be correlated to achieve the goal of excellent public education in Loudoun County. Towns and HOAs play an important role in this process as well. School boards have a broad and important charge under the constitution of Virginia to provide quality education for the citizens of Virginia. At the same time, county boards of supervisors have responsibility for the overall management of the county government, a large component of which is the school system of the county. These two key governmental bodies must work together closely to achieve success for the students and residents of the county. Specifically, the members of each board should be people of good will who work hard at maintaining a personally cordial relationship, even in the face of policy disagreements. The individual members of each board should strive to attain the qualities set forth on page 14 of Virginia School Boards, The Virginia School Boards Association, Charlottesville, VA, 1993. Additionally, members of both the School Board and the county Board of Supervisors must work together in establishing a school budget that meets the educational needs of the students of the county without overwhelming its taxpayers. Each board should refrain from setting the other up for undue criticism by understanding and respecting the duties and priorities of each other’s responsibilities, and working together for mutual success. I believe that during my term of office on the School Board, from 2004-2007, I met the standards mentioned above, and that I had a very respectful, cordial, cooperative and productive relationship with my supervisor counterpart on the Board of Supervisors, and I would work to achieve the same relationship with the members of the next Board of Supervisors.

3. How would you improve the process of selecting land for schools? School site selection and acquisition should be a process that balances public transparency and participation with the School Board’s ability to maximize its bargaining position to obtain land for schools at the lowest practicable cost to taxpayers. Also, the county’s legislative approval process should be streamlined to avoid undue delays in obtaining the necessary zoning approvals for new schools. With continued growth of nearly 3,000 more students every year in Loudoun’s public schools, it is imperative that the School Board plan for the future by seeking and obtaining land for future schools well in advance of the time new schools need to be built. And while online learning, charter schools and other options should be welcomed, practically speaking, they will not replace the need for more future schools in Loudoun. 4. What role should technology play in public education? Technology should be a tool to be used by high quality teachers, not a substitute for them, and should be adopted and adapted with a specific purpose in mind, with appropriate training for its use. Additionally, parity and equal access issues should be addressed in considering employing technology. Technology refresh cycles may be just as challenging and expensive as those for more traditional media. Hence, technology should be carefully integrated into the mix of other traditional media. With this in mind, I would want to carefully examine the current proposal for providing tablet computers for students. 5. What new perspective or idea would you bring to the School Board that does not currently exist? I believe that my best attributes are the ability to be open-minded, taking into account all sides of an issue, and my desire and ability to work to achieve a consensus among people who hold differing points of view. I believe that these skills are the most important things I can bring to the next term of the Loudoun County School Board, and are my primary reason for seeking elected public office once again. n

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2011 election guide

Mike Chapman

October 28, 2011

LOUDOUN COUNTY SHERIFF the recognition that the face of crime fighting in Loudoun was changing that spurred Chapman into running. “The nature of the complex crime is growing in this county. The things that were not necessarily impacting Loudoun before now are,” Chapman said. “You have these things that were around the edges, but now they are a part of Loudoun County.” Chapman hopes to bring the agency into the 21st Century, and said he hopes to “apply

the lessons I have learned from across the globe to Loudoun County.” “Loudoun County is moving forward fast into the 21st Century, and our chief law enforcement executive here has to be capable to lead in these changing times,” Chapman said, opining his wide range of law enforcement skills will help him to blend local and federal law enforcement, senior leadership and private sector experience into “what Loudoun needs now.” Chapman has a master’s degree from Troy State University, a B.S. in business management from the University of Maryland, and an A.A. in criminal justice and law enforcement from Montgomery College. Chapman lives in Leesburg with his wife, Ann. The couple has six children. 1. If required by the Board of Supervisors, how would you cut your department’s budget? By delivering a more effective and

efficiently run Sheriff’s Office—no loss of jobs, pay or benefits. I will conduct a top to bottom review of structure, personnel, and service deliveries; ensure that our department’s priorities reflect the needs of our community, and identify excess expenditures and/or overlaps in service and supervision. Next, I will enhance funding through grants and criminal asset seizures by engaging in task force operations with other state, local and federal agencies. Integrating assets will augment human resources, enhance expertise, improve capabilities and facilitate progress. 2. Today, what does the Loudoun County Sheriff ’s Office do best? What most needs improvement? The Loudoun County Sheriff’s Office has fine deputies servicing the needs of our community. They are terrific crime fighters, polite and professional. They are restrained, however, by top leadership in Continued On Next Page

Stephen O. Simpson

Commission. Being a cop was a childhood dream for Steve Simpson, and the Andy Griffith show gave him the goal of being a sheriff. But it took 17 years in law enforcement—eight with the Loudoun County Sheriff ’s Office—for it to be realized. “I liked the department, I liked working for the county, but there were a lot of issues that I felt needed to be fixed,” Simpson said of the

impetus for his first run. “I felt it was time for a change. The county was beginning to grow and we were not growing as a department with it.” Sheriff since 1996, Simpson is proud of the work he has done, but would like to accomplish more, including seeing the remaining community substations opened, the second phase of the jail in operation and the administrative staff housed in one location. He tracks as some his accomplishments the implementation of the 287(g) program with Immigration and Customs Enforcement, the Reverse 911 system to alert residents of emergencies, and creating the Auxiliary Deputy program. He brings local experience to the campaign, something neither challenger does, he says. “How does someone who has lived in

the county for three years know it,” he asked. “I know what our community needs area, because I have been engaged in the community for years. I know what our department capabilities are. I know the areas we need to focus, where we should put our limited resources.” He and his wife Glenda have four children and four grandchildren. 1. If required by the Board of Supervisors, how would you cut your department’s budget? This is not a new challenge for me. We have had to freeze new hires, filling positions only as vacancies have become available. Overtime has been curtailed. We are keeping our vehicles longer. We have had to slow staffing of the new section of the jail. Despite these challenges, we have concentrated on mainContinued On Next Page

Ron Speakman

also said he believes Loudoun has grown too much, and seen too many changes for the long-term sheriff to keep up with the demands of the job. Speakman originally sought the Republican nomination for sheriff, but after losing at the convention in July, he continued his bid as an Independent saying he still felt he was the best person for the job. “This is a position above party lines,” he said, adding that “there is nothing I do not know about Virginia law and the administration of justice in Virginia. There can be no

learning curve because you are dealing with life and death.” Speakman said the sheriff’s budget needs to see more money out of the state, and that the second wing of the county jail needs to be opened so the county can stop sending prisoners down state at a high cost. “But it takes a sheriff who is willing to follow through to make it happen,” he said 1. If required by the Board of Supervisors, how would you cut your department’s budget? We are fortunate to have extremely dedicated men and woman in our Sheriff’s Office and our human resources are sufficient to meet our needs for some time. However, any organization that experiences the rapid growth we’ve seen in recent years tends to institutionalize inefficiency and, drawing on my experience as the CEO of a successful high-growth business, I would examine the budget line by line to find savings that don’t reduce service or public safety.

2. Today, what does the Loudoun County Sheriff ’s Office do best? What most needs improvement? The Sheriff’s Office has done a reasonably good job of maintaining public confidence. But there are leadership issues and complacency in upper management that must be addressed and resolved. I will give my officers job security, which they don’t currently enjoy, and then I will demand from them a commitment to make this office a world-class law-enforcement organization. We have the resources to accomplish that. We only need the determination and the leadership. 3. How can the sheriff ’s office better work with communities and other law enforcement agencies serving the county? We need to become much more proactive. Sheriff’s deputies should be recognized figures in the community who are seen as friends and protectors. We need to stop crime where

Political Party: Republican Occupation: Law Enforcement Consultant Campaign Website: www.chapman4sheriff. com Government/Political Experience: 7 years, Howard County, MD, Police Department in patrol, SWAT and investigations; 23 years, Special Agent, DEA; member, Loudoun County Crime Commission, Vice Chairman, Advisory Commission on Youth; member, Bull Run Alcohol Safety Action Program. A 30-year-veteran of law enforcement on both the local and federal levels, Republican Mike Chapman believes it is time for a change. The large population growth in Loudoun over the last 20 years, ands its parallel increase in crime, also has brought an increase in “complex and sophisticated crime” such as terrorism and large-scale fraud, he said. It was Political Party: Independent Occupation: Loudoun County Sheriff Campaign Website: www.sheriffstevesimpson.com Government/Political Experience: Loudoun County Sheriff since 1996; deputy/investigator/Sergeant, Loudoun County Sheriff ’s Office; Vienna Police Department, 19801985; Fairfax County Sheriff’s Office, 19791980; second vice president/Board of Directors, Virginia Sheriff ’s Association; executive committee, Northern Virginia Criminal Justice Academy; member of the Highway Safety Committee, National Sheriff’s Association; past chairman, Council of Governments, Corrections Chiefs Committee; Board of Directors, Northern Virginia Regional Gang Task Force; member, Loudoun Crime

Political Party: Independent Occupation: Business owner Campaign Website: www.ronspeakmanforsheriff.com Government/Political Experience: former military police, U.S. Army; City of Alexandria Police; Leesburg Police Department. The first candidate to challenge incumbent Steve Simpson, more than 13 months before the election, Ron Speakman jumped into the race early because, he said, the county is headed in the wrong direction. Speakman points to crime statistics from the Department of Justice that show violent crime increased in Loudoun between 2006 and 2009 as evidence that new leadership is needed. “Due to the alarming increase in violence and my belief in public service, I felt it necessary to run for public office,” he said. He

Continued On Next Page


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Chapman Continued From Page 36

expanding their effectiveness in 21st century law enforcement. Deputies have limited involvement in terrorism, complex financial fraud, or significant drug investigations. The current sheriff has failed at leadership by example. He has not been proactive, employed best practices, or demonstrated integrity or a solid work ethic. The Washington Post, Leesburg Today and the Loudoun Times-Mirror have been critical of the sheriff’s activities, including his receipt of tens of thousands of dollars in questionable contributions from Osama El Atari, a convicted felon, and his part-time work for full-time pay, noting that his on-duty county time is consumed by selling a sports energy drink. 3. How can the sheriff ’s office better work with communities and other law enforcement agencies serving the county? Leadership. I will set an example by engaging daily with our community and expand deputy-citizen contact in neighborhood watch programs through technology. By breaking our neighborhoods into grids, we can transmit real-time crime information to our neighborhood watch teams in affected areas so they literally become the eyes and ears of our law enforcement team. This takes neighborhood watch to a new level, engages citi-

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taining staffing levels in patrol and investigations, while proceeding as quickly as we can in getting the new jail section operational. 2. Today, what does the Loudoun County Sheriff’s Office do best? What most needs improvement? Our office has done a good job of keeping ahead of the trends in criminal justice, working on issues such as gang activity, identity theft and other financial crimes which increase during hard financial times and the challenge of Internet crimes, especially those predators who target our children. Despite our economic challenges, I will continue to work with the Board of Supervisors and our state officials to improve the salary and benefits package so we may recruit and retain the most professional deputies and staff. 3. How can the sheriff ’s office better work with communities and other law enforcement agencies serving the county? I am very proud to have established the community policing program and introduced school resource officers into our schools, both of which have brought deputies out of the cars and into the communities. It has paid great dividends for public safety. We have opened up local substations across the county, which increases our presence in the community and reduces response times. We have also taken a regional approach to many of the problems already mentioned. I have worked with Con-

2011 election guide

zens directly with our deputies, and provides mutual accountability. I will also enhance our auxiliary deputy program by providing additional training and increasing their level of responsibility. 4. What new perspective or idea would you bring to the sheriff’s office that does not currently exist? Vision. The Loudoun County Sheriff’s Office currently has no vision for the future. This county is rapidly changing. It is the fastest growing county in the state of Virginia; it is considered one of the wealthiest counties in the nation; and it is in the top 5 percent of the most educated counties in the nation. Its population continues to become more diversified. The citizens of this county need a sheriff’s department that reflects the community, has a vision with a plan, and is ready for what is next. Fighting crime and providing community service must be proactive. Throughout this campaign, I have discussed my Step Up plan to improve service, technology, efficiency and professionalism. I discussed aligning more patrol officers to cover the streets and reduce response times; how to apply existing technology—and the importance of cooperating with others to use their technology and expertise to improve service delivery; ways to improve efficiency—from an organizational structure review to on-line reporting for property crimes; and how to improve professionalism by providing incentives for training and education. n gressman Frank Wolf to establish the gang task force in Northern Virginia, which has done great work here in Loudoun County. The Congressman was also instrumental in funding our truck safety program. We have a great partnership with federal law enforcement. Loudoun deputies work with the FBI on the Internet safety task force and with the Secret Service on white collar crimes. We work with DHS and ICE on the 287g program and we also brought to the attention of our federal partners a hole in the Secured Communities program, which resulted in legislation (also sponsored by Congressman Wolf) to close the loophole. These partnerships remain a top priority for my office. 4. What new perspective or idea would you bring to the sheriff’s office that does not currently exist? I bring the perspective of an experienced leader in local law enforcement. We have been proactive and aggressive in dealing with the changing landscape of public safety in the face of a county which has more than doubled its population during my tenure. As technology has made us better able to fight crime, it has also made many crimes easier to commit. Unlike my early days as a deputy, many of the challenges we face today—gangs, identity theft, Internet crimes—cross the borders of our county and so the partnerships we have with the police departments in Leesburg, Purcellville and Middleburg, and our strong relationship with our federal partners, will become even more important. n

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TREASURER

H. Roger Zurn, Jr.

Poltical Party: Republican Occupation: Loudoun County Treasurer Campaign Website: www.rogerzurn.com Government/Political Experience: Loudoun County Treasurer since 1996; Sterling District Supervisor/Vice Chairman 19911996; member, Loudoun County Republican Committee. As Loudoun’s longest serving elected official, Roger Zurn is a familiar face around the county government center. Since leaving the Board of Super visors, Zurn has overseen the county’s coffers for the last 15 years. He is running unopposed for his fifth term as treasurer. He first ran for the board because he did not like where the county was heading with the budget. Then in 1996 the treasurer announced he was retiring. “With my background in banking and as finance committee chair, I felt it lent me to the office,” he said. “An the reason I keep doing it is I enjoy having the opportunity have a say in the financial health of the county.” Among his initiatives over that time is Project Fairness, a program that seeks out people who evade their taxes. The project brought in more than $800,000 in new revenue this past fiscal year and more than $10 million since its inception. In addition, under Zurn, the Loudoun Treasurer’s Office became the first to offer online tax payments to residents, and to assist in the collection of court fines. In its first full year, the program will

Speakman Continued From Page 36 it starts by using more aggressive tactics in high-crime neighborhoods. There should be no such thing as a “bad neighborhood” where lawless behavior is expected and tolerated. All citizens deserve the right to be safe in their homes and on their streets. The Sheriff’s Office should also do a much better job of integrating its efforts with the police departments in the county. Right now, it’s a turf war. But that can be easily resolved by simply coming to the table and agreeing on procedures and the division of responsibility. 4. What new perspective or idea would you bring to the sheriff ’s office that does

bring in more than $200,000 in new revenue for the county. Zurn also worked to set up a program that eliminates the checks previously generated by online payments. “The biggest compliment is other jurisdictions calling us asking us how we set up certain programs and online components that we utilize,” he said, noting that “We have to figure out a way to make ourselves more efficient with what we have.” Zurn and his wife Linda have lived in Loudoun since 1982. They are the parents of two grown children and one grandchild. 1. If required by the Board of Supervisors, how would you cut your department’s budget? Given the growing population, frequent tax code changes and needs of the County, it would be difficult to cut the budget of the Treasurer’s Office. We have not added staffing over the last few years and managed through the use of technology. We are not seeking an increase in our budget this or the next fiscal year of any type. 2. What aspects of your department have the biggest impacts on Loudoun residents? Ensuring that tax bills are mailed, collected and invested properly affect the citizens of Loudoun each and every day whether they realize it or not. In fact, every dollar collected comes through our office and that helps to pay for the schools, Fire and Rescue and the Sheriff’s Office. Citizens know that there is absolute safety that Loudoun’s bills will be met and that the Bond Rating is safe during my tenure. 3. What does your office do best? Where would you like to see improvement during your next term? I take great pride in the customer service provided to the citizens of Loudoun. While no one likes to pay taxes, at least they can be provided with a prompt and pleasant answer to any question they may have. In the future, we will continue to innovate and use technology to serve the taxpayers to the best of our abilities. I appreciate the opportunity to serve Loudoun County’s citizens. n not currently exist? Advanced training. There are law enforcement tools we simply are not using at this time. If deputies get advanced training, they’ll be able to apply for search warrants and wire taps on their own instead of relying on others for those critical investigative tools. State law, tax law, immigration law, code enforcement and probation/parole statutes can be leveraged much more effectively to reverse the rise of violent crime we’ve experienced in this county. Our deputies want to do more than simply respond to criminal behavior. They want to learn how to investigate crime at its source and stop it before it escalates. Under my administration, the Sheriff’s Office will do that. n


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October 28, 2011

LOUDOUN COMMONWEALTH’S ATTORNEY James Plowman

Political Party: Republican Occupation: Commonwealth’s Attorney Campaign Website: www.jimplowman.org Government/Political Experience: 11 years as a prosecutor, elected in Loudoun in 2003; member/former president, Loudoun County Bar Association; president, Virginia Association of Local Elected Constitutional Officers; appointed to Advisory Committee on Computer Crime, the Legislative Task Force on Computer Crime, and the Privacy Advisory Committee by General Assembly; member, Loudoun Crime Commission; member, Virginia State Crime Commission; member, Loudoun County Community Criminal Justice Board. Commonwealth’s Attorney Jim Plowman first decided to become a lawyer because it gave him a number of areas of interest in which he could work. But it was in being a prosecutor that the two-term incumbent found his niche. After graduating from Virginia Tech, Plowman worked and went to the National Law Center at George Washington University at night, and once he passed the bar, went into private practice. Then he joined theFairfax County Commonwealth’s A t t o r n e y’s Office under Bob Horan, “an opportunity you just don’t pass up.” After two years away from the prosecutor’s office, Plowman was elected in Loudoun in 2003. While Plowman calls the best part of his job “the thrill of the courtroom,” as Commonwealth’s Attorney he must deal with the administrative side of the office. “It is not a 9-to-5 job,” he said. “If someone has a question, you’ve got to answer.” Plowman has worked to make his staff of 33, including 18 attorneys, as efficient as possible, including his use of law student interns instead of hiring paralegals, while adding many new programs to increase revenue. Declining resources are a continuing challenge for Plowman, especially as the caseload has increased around 40 percent since he first took office, but the job can be rewarding as well. “It’s about helping people. You can’t a lot of the time make things right because you can’t undo what’s been done. But you can help the victim achieve some justice,” he said 1. If required by the Board of Supervisors, how would you cut your department’s budget? If required by the board, I would have little choice but to eliminate staff. Since elected in 2003, I’ve made significant strides in trimming the office budget and generating new revenue. The office’s operating budget, the funds dedicated to daily operation, is 48 percent lower today than it was under the prior administration

for fiscal year 2003 and unnecessary bureaucratic positions have been eliminated. Office staff has only increased by one person in eight years. That position was a funded by a grant to obtain a dedicated gang prosecutor. Administrative contracts have been established generating approximately $250,000 in new annual revenue to the county. I also initiated an asset forfeiture program wherein the lawful seizure of criminal assets and money, primarily from narcotics trafficking, can be used to enhance law enforcement efforts thus relieving burden on the taxpayer. 2. Today, what does the Commonwealth’s Attorney’s Office do best? What most needs improvement? The office has been extremely successful holding offenders accountable and answering the needs of victims. This is largely due to the increase in prosecutorial experience in the office, a major objective of mine. I’ve personally tried nearly 50 jury trials and over 1,000 bench trials. These range from first degree murder, rape, armed burglary and child sexual abuse all the way down to simple traffic, misdemeanor and juvenile offenses. In addition, it is also important to recruit and retain experienced prosecutors to serve the community. In eight years, I have increased the experience among the prosecutors from 60 years, to in excess of 140 years. In addition to my experience, the staff consists of seven attorneys with over 10 years experience and five attorneys with over four years experience. This equates to 13 attorneys on staff that presently have the same amount, or vastly more, experience prosecuting than my opponent. One area that I would like to enhance is community outreach. However, this can only be done in a manner that does not require additional taxpayer funding, as resources are extremely limited. 3. What new perspective or idea would you bring to the Commonwealth’s Attorney’s Office that does not currently exist? One perspective I bring to the Commonwealth’s Attorney’s Office is that of a prosecutor who served in the largest jurisdiction in Virginia for many years, and one that has practiced in at least 10 regional jurisdictions. I’ve seen how many other offices operate and I strive to take the best practices from other areas and apply them in Loudoun if appropriate. Since elected, I’ve been instrumental in implementing many new ideas, such as the development of the Child Advocacy Center, the TRIAD initiative to assist senior citizens, the Check Enforcement Program to assist small businesses, the Domestic Violence prosecution team, and a system for referring criminal illegal aliens to federal authorities for deportation. The establishment of these and other efforts have enhanced public safety and quality of life issues for Loudoun County families and businesses. One must always strive for improvement and I have several ideas involving efforts to solve “cold” cases, expanding asset forfeiture, outreach initiatives and increased law enforcement training. With limited resources, it’s important to find ways to implement these without additional burden to the taxpayer. n

Jennifer Wexton

Political Party: Democrat Occupation: Attorney, Ritenour Paice & Mougin-Boal Campaign Website: http://votewexton.com Government/Political Experience: Assistant Commonwealth’s Attorney for Loudoun County, 2001-2005; president, Loudoun County Bar Association, 2010-2011; Loudoun County Community Services Board, 20102011; Special Justice for Loudoun County, 2007-2009; Substitute Judge, Loudoun District Courts, 2010. Jennifer Wexton is no stranger to both sides of a courtroom, having spent time as both a prosecutor and a defense attorney in Loudoun, and she hopes to bring that experience to the Commonwealth’s Attorney’s Office to take it in a new direction. “I think the time has come for new leadership,” Wexton said. “Decisions need to be made based on experience and good judgment, not politics and public relations.” While she has not worked in the prosecutor’s office since 2005, when she went into private practice, Wexton has always believed in the importance of the Commonwealth’s Attorney to the community. “The duty of a prosecutor is to see that justice is done,” she said. “Doing the right thing is what this job comes down to, along with trust. You have to have the trust of the public and the people.” Much of her interest in community issues and providing assistance for those who might not otherwise have a voice came from her time in law school at William and Mary, Wexton said. “They stressed the importance of being a citizen lawyer—using the legal profession to help the cause of justice, to help improve the quality of justice. I knew I wanted to be in public service.” A Leesburg resident, and Bethesda, MD, native, Wexton graduated from the University of Maryland, and earned her law degree in 1995 from the College of William and Mary. She previously taught legal research and writing at the George Mason University School of Law. 1. If required by the Board of Supervisors, how would you cut your department’s budget? I would eliminate excess attorney positions and unnecessary bureaucracy that have been created by Jim Plowman. During his tenure, the number of attorneys has ballooned from 12 to 19, and the office’s budget

has grown 43 percent, despite only a 15 percent increase in caseload. In comparison, Fairfax County’s Commonwealth’s Attorney’s Office handles four times as many cases, yet has a budget that is 19 percent smaller than Loudoun’s. The number of attorneys considered “supervisors” has likewise increased; there is now one supervisor for every two staff attorneys. Streamlining the office would ensure that all attorneys handle an appropriate caseload and spend their time more productively, including more time prosecuting cases in court. 2. Today, what does the Commonwealth’s Attorney’s Office do best? What most needs improvement? For the most part, the staff attorneys in the office do a good job with the daily grind of moving cases through the courts. However, in an effort to secure convictions at any cost, there are often major lapses in communication. It is not uncommon for the victims of serious offenses and the law enforcement officers who have worked long and hard investigating the crime to arrive at court to find that their cases have been the subject of plea bargains, or even dropped, without any explanation given. This should not happen. As Commonwealth’s Attorney, I will ensure that there is open communication and accountability between the prosecutors, crime victims and law enforcement officers. 3. What new perspective or idea would you bring to the Commonwealth’s Attorney’s Office that does not currently exist? As the only candidate with experience as a prosecutor, a judge, a special justice, a guardian ad litem and a defense attorney, I have a unique and well-informed perspective on the criminal justice system in Loudoun. I understand the responsibilities of the prosecution better than someone who has never presided over court or played these other key roles. One idea I would implement is to overhaul the system of juvenile prosecution in Loudoun, which has largely been ignored under Jim Plowman’s administration. Prosecutors rotate in and out of juvenile court with no real understanding of the process or the parties involved. The general attitude is to do whatever is necessary to end the case and get out. It is not unusual for repeat juvenile offenders to receive an offer from the Commonwealth that they plead guilty, in exchange for which they receive no additional penalty. This creates a lack of accountability that causes many juvenile offenders to believe they can continue to break the law without consequences. The end result is a juvenile system that creates offenders who commit new, sometimes violent, offenses when they become adults. As Commonwealth’s Attorney, I would assign a team of prosecutors to focus on matters in juvenile court. These prosecutors would work closely with the judges, probation officers, and school resource officers to increase accountability and thereby reduce recidivism. n


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2011 election guide

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COMMISSIONER OF THE REVENUE Robert Wertz

Political Party: Republican Occupation: Loudoun Commissioner of the Revenue Campaign Website: www.bobwertz.org Political/Government Experience: Loudoun Commissioner of the Revenue since 2003. While he has been serving as Commissioner of the Revenue since his 2003 election, Robert Wertz’s experience in the office he now runs stretches back a decade earlier. Wertz came to local government in 1992, after working in mortgage banking. He started in the Commissioner of Revenue’s office working with the compliance staff.. He became manager of the division in the mid-1990s, and then ran for office when his predecessor decide to retire. “I thought it was a great opportunity,” Wertz said. “I had a good handle on the office operations by that time and I thought I could make a positive impact.” From the beginning, Wertz has been focused on bringing more efficiency and technology to the office, and finding a way to offer DMV services remotely. “Over the years I really felt the frustration of our customers,” he said. Around 2005, Wertz brought the services into the Leesburg office and now it sees around 14,000 transactions per year. His office was also the first to allow business license renewal online, to let people report changes online and for businesses to report their tangible property online. Wertz is a native of Loudoun County, and a graduate of Loudoun County High School, so he sees his work as a way to give back to the community that gave him so much. “I am trying to take the perspective of the taxpayers and what is the position of that person and what is their perception of what we’re doing,” he said. 1. If required by the Board of Supervisors, how would you cut your department’s budget? I would reduce personnel, which comprises 88% of my office’s budget. Non-mandated proactive activities, such as auditing businesses to ensure compliance with tax laws and field work to discover unregistered businesses, would be eliminated. I would also terminate my DMV Select contract with the Virginia Department of Motor Vehicles. My operations and maintenance budget, which

consists largely of mailing expenses, and assessment publications and services, has risen only 4% since I took office in 2004, even though the County’s population grew by approximately 100,000, a 44% increase, over the same time period. My staffing levels are also the same as when I initially took office. I am opposed to the use of a uniform across-the-board percentage reduction in departmental budgets. Such arbitrary techniques to reduce overall County expenditures fail to take into consideration the current operating efficiency or inefficiency of any particular agency, ignore workloads and staffing levels, and totally disregard statutorily mandated duties. This method also assumes that all governmental functions or services have an equal value to the community, which they do not. Flat percentage reductions also create disincentives to frugality, since departments that are cost conscious are only asked to save more while those with padded budgets are relatively unaffected. 2. What aspects of your department have the biggest impacts on Loudoun residents? My office provides direct service to nearly every household and business in the County on an annual basis. As the chief tax assessing officer for Loudoun, I am responsible for ensuring that assessments are complete, fair, equitable and uniform. The most readily apparent impact on residents is the excellent quality of the service they receive when interacting with the office. I have assembled a top-notch team of professionals who understand the true meaning of public service and understand that as an elected official, I am directly accountable to our customers, the voters. I establish the assessment methodology, within statutory framework, that is used in the county. My office classifies property and business receipts, and assigns values and proper tax rates. The office also administers the County’s tax relief program for persons 65 years of age or older or those with disabilities. Since 2005, I have contracted with DMV to provide state vehicle registration, titling and license plate services in both my Leesburg and Sterling offices. Citizens should also know that staff fervently protect the confidential personal and business information entrusted to the office. 3. What does your office do best? Where would you like to see improvement during your next term? My office utilizes technology to more efficiently serve citizens while ensuring a positive experience. We were first in Virginia with online vehicle tax account maintenance, first with online business license renewal and first with online business property reporting. With the implementation of new tax assessment software, I hope to increase the office’s efficiency even more. However, technology will never replace my office’s personal service that Loudoun citizens deserve. n

EXPERIENCE as an educator in Loudoun County

INTEGRITY

to represent YOU, the taxpayer

COMMITMENT to common-sense solutions that work 

www.jill4schoolboard.com

Vast Knowledge of the Educational System

A TRUE Voice of the People

Conservative Fiscal Management

Authorized and paid for by Jill Turgeon for School Board

Baldwin

Catoctin Supervisor

Pragmatic, common-sense solutions that protect our quality of life and our pocketbooks. baldwinforsupervisor.org

Andrea McGimsey for Board of Supervisors Broad Run District

� Fighting School Overcrowding � Stopping Out-of-Control Development � Extending Metro into Loudoun www.McGimseyforSupervisor.com Paid for by Friends of Andrea McGimsey.


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2011 election guide

October 28, 2011

VIRGINIA SENATE — 13TH DISTRICT Richard H. Black

Political Party: Republican Occupation: Retired Campaign Website: www.dickblack4senate. com Political/Government Experience: Member, Virginia House of Delegates, 1998-2006; captain, U.S. Marine Corps; U.S. Army Judge Advocate General’s Corps; head, U.S. Army Criminal Law Division, the Pentagon; member, Law Enforcement Alliance of America; member, Virginia Society for Human Life; member, National Federation of Independent Business; member, VFW; member, American Legion; member, Virginia Right to Life Richard Black is no stranger to politics or the General Assembly. Six years after losing his bid for a fifth term in the House of Delegates, Black is seeking to represent Loudoun in the Senate. He was drawn back to politics, he said, after watching how the current legislators are handling the economy and the recent budget crisis. Black is known best as a strict social conservative, and his flair for the dramatic in advocating for his position, but he said it is transportation and the economy that will be his focus if he goes back to the General Assembly. “I am running for state Senate to restore fiscal prudence—the philosophy that you don’t spend what you don’t have,” he said recently. Black is an advocate of off shore drilling and stopping the regulatory burden on businesses, which he says is the key to opening up the job market. “I think Democrats have placed enormous regulatory burdens on businesses who are already afraid of hiring,” he said. But, he is not giving up on social conservative issues, most notably his pro-life platform. Black served as a colonel in the U.S. Marine Corps, receiving a Purple Heart for wounds received in Vietnam. An attorney, he headed the Army’s Criminal Law Division, and in 1994 retired from the military and became a partner at a Fairfax law firm. After moving from their long-time Lowes Island home, Black and his wife Barbara moved to a home in the Red Cedars neighborhood of Leesburg. 1. At one time the state government

was going to pay for 25 percent of the Dulles Rail project. Now Dulles Toll Road users will cover that share. What should the state’s role be in funding the project? We should not provide state money as long as Dulles Rail comes under a Project Labor Agreement. Such union rules deny Virginia firms the opportunity to bid on projects. They also make costs balloon. Virginia could lose hundreds of millions to out-of-state firms willing to pay the outrageous wages mandated by the Davis Bacon Act. The PLA is the unions’ tool for circumventing Virginia’s Right to Work Law. If Congressman Wolf is successful in restructuring MWAA’s Board of Directors by giving Virginia a voting majority on the Board, we can rectify the labor provisions and restore some fiscal prudence to the project. Until that is done, I would be reluctant to provide additional state support. 2. The authority for a private toll road and the toll rates for the Dulles Greenway come from Richmond, what should the General Assembly do to address local concerns about the high cost of using the road? The Greenway has become outrageously expensive, and Virginia should avoid similar monopoly highways in the future. My reading of the Code of Virginia suggests that the State Corporation Commission has authority to alter the tolls charged by the operator, upon complaint and investigation, if it determines that the tolls are not reasonable. I believe the Loudoun County Board of Supervisors should utilize staff to research the current toll charges. Afterwards, the board should file a complaint with the State Corporation Commission, asking them to reset the existing tolls. Adjoining counties should be invited to join the effort, and the complaint could be structured in a fashion that permits affected legislators to sign, lending their support to the complaint. 3. What is your approach to funding the commonwealth’s transportation maintenance and construction needs? First, we must amend the Virginia Constitution to bar raids on the Transportation Trust Funds. Next, we should modify the formula for distributing surplus year-end funds so that almost all surplus funds go to road building and maintenance. We also need to use General Fund Revenues. No one has ever adequately explained why Virginia should not use its General Funds for transportation—our top priority. 4. What are your budget priorities and how would you achieve them, and will additional fiscal responsibilities continue to be passed down to local governments? My top priorities are improving transportation, cutting unnecessary regulations and promoting energy. Virginia should concenContinued On Page 45

Shawn Mitchell

Political Party: Democrat Occupation: President and CEO, Modern Mechanical, Ashburn Campaign Website: http://shawnforsenator. com Government/Political Experience: Army Engineer, Virginia Army National Guard; director/president elect, Ashburn Rotary Club; legislative committee, Plumbing Heating Cooling Contractors of Virginia; member, Loudoun County Chamber of Commerce Shawn Mitchell hopes to bring a strong voice to the state Senate, calling upon his background as a small business owner and parent to bring action on the issues that impact Loudouners most. “The district needed a strong business person. It needed a person who lives here, drives on the roads, goes to the grocery store here to represent us.” Mitchell is a life-long Virginian, who now lives in Broadlands with his wife and young children. All of his time spent in the commonwealth, Mitchell says, gives him an understanding of the needs of rural communities and residents of the growing populations of Loudoun and Prince William counties. Mitchell attended Emory & Henry College, before transferring to Virginia Tech in 1999. Then he decided to join the National Guard. In 2001, Mitchell was deployed to Bosnia with the 29th Infantry Division. In 2004, Mitchell was deployed to Iraq, where he served as a combat engineer in a frontline mission supporting the Stryker brigade. Mitchell said it is his military experience that taught him what it was to be a leader, and how to stand up for what is right. “I know I’ll be able to do what I believe is right, regardless of if it goes with the party, regardless if it goes with the majority in Richmond,” he said. Mitchell is looking to make an impact on the concerns he is hearing from residents should be the priorities of the General Assembly: transportation, public education and economic development. 1. At one time the state government was going to pay for 25 percent of the Dulles Rail project. Now Dulles Toll Road users will cover that share. What should the state’s role be in funding the project? In

order to keep costs down, both the state and the federal government are going to need to contribute a significant amount to the share of the cost for Phase II. Since this project will benefit everyone—the federal government, Virginia, and Loudoun and Fairfax counties—everyone should share in the costs. But this also gets to a deeper issue of transportation funding in Virginia and the lack of a comprehensive long-term transportation plan that would allow the state to contribute funding to this project and others that will relieve the most congestion. 2. The authority for a private toll road and the toll rates for the Dulles Greenway come from Richmond, what should the General Assembly do to address local concerns about the high cost of using the road? In order to keep costs down, its imperative that we develop a long-term sustainable transportation solution that gives the state the resources to contribute to projects like the Rail to Loudoun project. The state should also encourage local government to complete secondary and auxiliary roads such as Claiborne Parkway and others that help divert traffic away from Waxpool Road and Rt. 7. 3. What is your approach to funding the commonwealth’s transportation maintenance and construction needs? We need strong leadership from the Governor, Speaker and Senate Majority Leader to develop and make a reality a comprehensive, long-term solution to our transportation problem. We need to prioritize projects that will relieve the most congestion, first. For too long, career politicians and members of the ‘NO’ caucus that populate the General Assembly have passed the buck on developing a plan that will get us moving and increase our quality of life in Northern Virginia. Most of our construction money is being diverted to maintenance, which doesn’t allow us to address fixing congestion choke points. We have to get past politics and do what is right for all Virginians. The entire Northern Virginia delegation needs to come together and work on a plan that can pass and provide us relief. 4. What are your budget priorities and how would you achieve them, and will additional fiscal responsibilities continue to be passed down to local governments? We need to protect public education funding—both K12 and higher education. Our public schools are one of the leading reasons why businesses locate in Virginia and we can’t afford to hurt them. Virginia is the Best State to Do Business in because of our excellent schools and the quality, trained workforce we have. I do not support passing unfunded mandates to local governments – such as turning over control of roads to local government. It is just like career politicians to pass the hard decisions Continued On Page 45


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VIRGINIA SENATE — 27TH DISTRICT Donald Marro

Political Party: Independent Occupation: former software entrepreneur Campaign Website: http://marrofortomorrow.com Political/Government Experience: Founder, Virginians for Animal Welfare; Founder, Virginia Voters for Animal Welfare; founder, Crooked Run Valley Association After running in the 27th District Senate race in 2007, Donald Marro admits that his 2011 candidacy might seem unexpected, but he said he was compelled to run when he believed he saw no viable challenger to the incumbent. “I believe there are a lot of issues that ought to be discussed, and if there were no competition they wouldn’t be,” he said. “You have to give everyone a choice; that is why I am running. The only way that people make a choice is if they are given the opportunity to do so.” Marro said he would like to see the General Assembly address the true problems of Virginia, especially in the areas of transportation, education and supporting businesses that will be Virginia’s economic future. “They’re there to solve the problem. They’re not there to kick the can down the road. They’re not there to get reelected,” Marro said. And he said there is only one way to see it change. “By electing people like me who don’t think that is right.” Marro believes the state’s focus has been too much on issues like illegal immigration and social issues, and not the important topics. “I have to try to illuminate some of these follies,” he said, adding later, “I will propose the scenarios that will say if you want a first-rate state, you have to make first-rate

Shaun D. Broy Political Party: Democrat Occupation: Box Office Manager, Shenandoah University Campaign Website: www.shaunbroy.com Government/Political Experience: None Winchester native Shaun Broy lives in Stephens City. Broy studied political science and public administration at Shenandoah University and is a former athletics coach and retail store manager. His campaign platforms

investments.” Marro received a degree in economics and an MBA in quantitative analysis from Rutgers University. He lives in The Plains. 1. At one time the state government was going to pay for 25 percent of the Dulles Rail project. Now Dulles Toll Road users will cover that share. What should the state’s role be in funding the project? The Dulles Toll Road is not, strictly speaking, a state project­—the operating public/private partnership shouldn’t rely on state funds for anything. Said differently, if someone wants to use the tollway instead of a public road, they should be free to do so with the operating entity whose road this is free to charge whatever they like. Either attract traffic or drive it away. One result of a state run by cheapskates is putting such projects in the hands of businesses that exploit the monopolies created. It’s silly to expect the state to create than subsidize a road, power or oil monopoly or, indeed, anything where the overweening purpose of that monopoly is to turn a profit. Because the marketplace will soon determine whether the entity can make money or whether the electorate needing roads or mass transit or both is willing to pay for them through taxes every bit as much as they would pay through the private road entity. Taxpayer subsidies for private entities ought to come to a screeching halt immediately. 2. The authority for a private toll road and the toll rates for the Dulles Greenway come from Richmond, what should the General Assembly do to address local concerns about the high cost of using the road? Hide from the derisive laughter that will come from our esteemed colleagues from other parts of the state that do not have the same economic benefits of Northern Virginia or its traffic problems. It isn’t the place of Virginia or Northern Virginia taxpayers to ameliorate the impact of greedy for-profit operators. Transportation is something you must be prepared to pay for, not through partnerships with private companies that want to make a profit and use the state as willing partner in doing so, but through expenditures that give the taxpaying public the conveniences they’re Continued On Page 51 include: reducing tax loopholes and sharing the tax burden equally; penalizing businesses that employ illegal immigrants; term limits and campaign finance reform; and strong state funding for education. He is an advocate of women’s freedom of choice on reproductive rights; clean, renewable energy; and protecting Virginia’s open space, forests and streams. Broy is the only candidate on the Nov. 8 ballot who did not respond to the Leesburg Today questionnaire. n

Jill Holtzman Vogel

Political Party: Republican Occupation: lawyer Campaign Website: www.votejill.com Government/Political Experience: First term Virginia Senator, 27th District; serves on General Laws & Technology, Privileges and Elections, and Rehabilitation and Social Services committees. Jill Holtzman Vogel represents a diverse district that covers all of Clarke and Frederick counties, the City of Winchester and part of Loudoun and Fauquier counties. It was her experience in public policy when in private practice, focusing closely on ethics/campaign financing and energy issues, that influenced her decision to run for the Senate. “I loved the policy part.” Moving from the local scene to state government was a change, she said: “Far more political and more of a contact sport,” but an arena that allowed her to tackle complex issues and the legislative process as well as pursuing a commitment to service, which she finds “incredibly satisfying.” She’s proud of her achievements during her first term, one being higher education. “We made headway” in the last session, she said, noting Virginia has great schools but “it’s too hard to get in” and she lauds the administration’s effort to “shine a bright light” on education by proposing “100,000 new degrees” in the state. Improving access and raising well educated graduates will be key in improving the jobs situation, she said. In the next legislative session the administration hopes to extend the policy to K-12, an important issue as she has three small boys and two older step-children. Energy issues, clean air and open space are strong objectives, as is a focus on the state’s agriculture and working on the state’s retirement system. “We have to lock that down,” she said. Vogel and her husband Alex live in Upperville. 1. At one time the state government was going to pay for 25 percent of the Dulles Rail project. Now Dulles Toll Road users will cover that share. What should the state’s role be in funding the project? The state should play a role, though I am reluctant to endorse allocating substantial state funds to

a project that is currently shaky on its budget and has ongoing issues with governance and Project Labor Agreements. That said, I think it is a high priority in the region and critical that we address those issues and do our part. 2. The authority for a private toll road and the toll rates for the Dulles Greenway come from Richmond, what should the General Assembly do to address local concerns about the high cost of using the road? In the past, I partnered with Congressman Wolf in an effort to combat the significant burden of increased toll costs. For some, use of the road had became totally cost prohibitive and it was a major issue in our district. I generally support public-private partnerships; however our approach was to consider options for the commonwealth to step in and, at a minimum, improve the rate setting process. I still advocate for measures in Richmond to mitigate the high cost and hope for an opportunity to consider legislation in the next session. 3. What is your approach to funding the commonwealth’s transportation maintenance and construction needs? The legislature faces a tough budgeting session in 2012 where regional transportation issues will play a significant part in the disputes over funding. I think it is a mistake to foreclose any funding options until a comprehensive package is proposed. I am aware that regional approaches have been very effective in certain road projects in our area and I appreciate the desperate need for new revenue for construction. I am not prepared to lock down that menu now. However, I have participated in the Governor’s Transportation Workgroup and am aware of the substantial number of options on the table. I think it is critical to support a package that generates meaningful transportation improvements, with resources directed in a regional manner at the highest ranked priority projects. 4. What are your budget priorities and how would you achieve them, and will additional fiscal responsibilities continue to be passed down to local governments? My constituents are currently hyper-focused on issues affecting jobs and the economy and it is critical that our budget reflect that priority. There is a significant opportunity in this next budget cycle to focus resources around education and workforce re-training, technology infrastructure, transportation, tax incentives, regulatory reform and tax reform. It is an ambitious plan to rework the budget on a broad structural scale, but I hope that the momentum is on our side and more legislators will be motivated to make major changes. I am committed not Continued On Page 51


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VIRGINIA SENATE — 31ST DISTRICT Barbara Favola

Political Party: Democrat Occupation: part-time employee at Marymount University Campaign Website: www.barbarafavola.org Government/Political Experience: President Elect of the Virginia Association of Counties; chair of the Metropolitan Washington Council of Governments Chesapeake Bay Committee; appointed to Virginia State Health Board by Tim Kaine; Chairman of the Northern Virginia Regional Commission; member, Board of the Ballston Science & Technology Alliance; member, Board of Directors for the Child and Family Network Centers; member, League of Women Voters; member, Arlington Committee of 100; member, Arlington YMCA; policy advisor for U.S. Department of Health and Human Services under President Clinton Barbara Favola and her husband, Doug Weik, have lived in Northern Virginia for nearly 30 years. Their son Donald Patrick is a senior at George Mason University. He attended and graduated from Virginia public schools, where Barbara volunteered and was active in the PTA.  Favola has served as Chairman and a member of the Arlington County Board since 1997.  She served as Chairman of the Board in 2000, 2004 and 2009; and Vice Chairman in 1999, 2003 and 2008.   During her service with the county, Favola has been the board’s leading advocate for children, youth and families. She supported the creation of teen lounges for young people, established mental health services in the public schools, provided a permanent home for the Head Start program and forged a community partnership for children, youth and families. Favola has championed numerous pieces of legislation that have attributed to smart growth in Arlington. She has encouraged new development and transportation enhancements along the Rosslyn-Ballston corridor while maintaining Arlington’s neighborhoods and protecting the community. 1. At one time the state government was going to pay for 25 percent of the Dulles Rail project. Now Dulles Toll Road users will cover that share. What should the state’s role be in funding the project?

The state should pay 25 percent of the project costs, as originally planned. The Dulles Rail project will be a huge economic generator for the region and the state, it does not seem fair to rely so heavily on fees from toll road users to fund this project. I also believe the federal government should fund a portion of this project. 2. The authority for a private toll road and the toll rates for the Dulles Greenway come from Richmond, what should the General Assembly do to address local concerns about the high cost of using the road? The state needs to establish a new and dedicated source of revenue to fund transportation needs. If such a revenue stream were in place, the state would not be forced to rely so heavily on tolls to pay for road construction and repairs. Providing an adequate and safe transportation infrastructure is a necessary part of a healthy and vibrant economy and something that is worthy of investment 3. What is your approach to funding the commonwealth’s transportation maintenance and construction needs? I would support a percentage increase in the gasoline tax to fund the state’s transportation needs. The gasoline tax has not increased since 1986 and it is lower than the gasoline tax in any of the states surrounding Virginia. 4. What are your budget priorities and how would you achieve them, and will additional fiscal responsibilities continue to be passed down to local governments? My state budget priorities include more fully funding K-12 education, investing in the Community College system and providing core services in a way that reduces the burden on local governments. I am not in favor of unfunded mandates for local governments. 5. What new perspective or idea would you bring to the General Assembly that does not currently exist? I feel very strongly that the Community College system should have enough resources and capacity to accept every eligible student. This is a commitment to improve the workforce of the future and to create a higher equality of life for Virginia’s families.

Caren Merrick

Political Party: Republican Occupation: partner, Bibury Partners, an early stage investment and advisory firm Campaign Website: www.carenmerrick.com Government/Political Experience: commissioner, Governor’s Economic Development and Jobs Creation Commission, 2010; Board of Trustees, Inova Healthcare Services; advisory committee, Inova Health System Foundation; Board of Trustees, Northern Virginia Technology Council; Board of Trustees, Independent School; Board of Trustees, Greater DC Cares; advisory board, Charity Works; Board of Trustees, Fairfax Symphony; member, Women’s Forum of Washington, DC; member, National Association of Corporate Directors; member, Women Corporate Directors; member, Northern Virginia Transportation Alliance. Caren Merrick has lived and worked in Northern Virginia for 23 years. She and her husband, Phillip, have been married for nearly 18 years and have two sons in the fourth and seventh grades. Both the Merricks are part of a growing community and their family activities include church and teaching Sunday school, Cub Scouts, Boy Scouts, soccer, basketball, hiking, fishing, volunteering and many school activities. Merrick was the first woman in her family to earn a college degree—working her way through college. As Merrick grew up, she went to college at night on the GI Bill and eventually became a conservation engineer. Merrick has worked in the private sector and the nonprofit arena. Early in her career, she managed national recruitment marketing campaigns to recruit primary care physicians and advanced practice nurses into the National Health Service Corps and Indian Health Service. Later, Merrick co-founded webMethods, a company started in her basement that eventually went public on the NASDAQ, creating hundreds of Northern Virginia jobs and employing over 1,100 people worldwide. webMethods became a leading enterprise software company providing businessto-business integration and business process management solutions.

Merrick understands in these challenging and uncertain economic times, elected public servants who have created jobs, balanced budgets and tackled tough problems are greatly needed. 1. At one time the state government was going to pay for 25 percent of the Dulles Rail project. Now Dulles Toll Road users will cover that share. What should the state’s role be in funding the project? Dulles Rail and the Dulles Greenway are vital to the transportation problems facing the region; we need to find ways to complete this project in a cost-effective manner. First, we must eliminate costly Project Labor Agreements that are significantly driving up the costs of Phase II. Second, Virginia needs more representation on the MWAA Board to ensure our local interests are being voiced on the board. Both the commonwealth and the federal government need to provide an increase in funding for the completion of this project. 2. The authority for a private toll road and the toll rates for the Dulles Greenway come from Richmond, what should the General Assembly do to address local concerns about the high cost of using the road? The General Assembly must work to protect local commuters and residents from soaring costs associated with Dulles Rail, we cannot allow the costs of the project’s completion to continue to be placed on the backs of Loudoun and Fairfax County taxpayers. 3. What is your approach to funding the commonwealth’s transportation maintenance and construction needs? I believe transportation solutions and funding are a top priority for several reasons: it affects our quality of life—for families, seniors and businesses—we spend too much time in traffic. In our new District 31, we have too many commuters using our residential streets where children play because they don’t want to sit in traffic. My opponent wants to increase the gas tax to pay for transportation projects. The gas tax is not a sustainable solution, as cars get more efficient fuel economy and the rising prices. I agree with the Governor and our two Democrat U.S. Senators that we should sell offshore drilling leases as one way to fund transportation. This year Delegate Jim LeMunyon introduced H.B. 1998 requiring the Virginia Department of Transportation to rate planned transportation projects on the basis of congestion reduction achieved per dollar spent on each project. This legislation passed the House of Delegates but died in the Virginia Senate, with several Northern Virginia Senators voting against it. In the Virginia Senate, I will vote for it. This will bring transportation dollars to Northern Virginia, help ease Continued On Page 45


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VIRGINIA SENATE — 33RD DISTRICT Mark Herring

Political Party: Democrat Occupation: Attorney Campaign Website: www.markherring.org Government/Political Experience: State Senate since 2006; serves on Senate’s General Laws and Technology, Local Government, Commerce and Labor, and Rehabilitation and Social Services committees; Loudoun Board of Supervisors, Leesburg District, 2000-20003; founder, Rt. 7 Task Force; past chair for the United Way-Loudoun County; member, Keep Loudoun Beautiful; member, Loudoun County Bar Association; member, NAACP-Loudoun Chapter. Having lived almost his entire life in Loudoun, Mark Herring first started in public service when he was elected to the Board of Supervisors in 1999 representing the Leesburg District. During his time on the board the county reviewed and adopted the county’s Comprehensive Plan, which resulted in the creation of the suburban east and the transition and rural policy areas. Herring was an integral part of those policy decisions as chairman of the Land Use Committee. Herring, a father of two, was drawn to run for state Senate because “a lot of the issues I had successfully worked on as a county supervisor were also issues in 2006. I wanted to bring that experience to the Senate.” In his time in the Senate, Herring has prided himself of being a bipartisan worker, someone who will work with people on both sides of an issue to find the best solution. He has focused on transportation and economic development, including founding the Rt. 7 Task Force which worked on transportation solutions. “I have a can-do attitude. Even if it is a big challenge, I think it is important to try and tackle it working together,” he said. He credits his mom, who taught civics, with his approach to government. “She imparted upon me the importance of civil discourse in public affairs…sitting down and trying to work together ot solve problems. It’s proven to be a good lesson and helped me really achieve a lot of things for our area,” he said. 1. At one time the state government was going to pay for 25 percent of the Dulles Rail project. Now Dulles Toll Road users will cover that share. What should the

state’s role be in funding the project? The project is a regional, state and federal priority and all three should participate in the funding. Dulles Rail is a critical project for our region’s economic growth and prosperity. The Governor recently announced that the state would put $400M into buying down tolls in Hampton Roads, and another $500M for Route 460. If the state can do that elsewhere, they can do it here. 2. The authority for a private toll road and the toll rates for the Dulles Greenway come from Richmond, what should the General Assembly do to address local concerns about the high cost of using the road? Delegate Joe May (R) and I worked together to pass legislation capping future Dulles Greenway toll increases to no higher than the rate of inflation. Additionally, I secured funding to replace the stoplight at Rt. 7 and Belmont Ridge Road with an overpass, and to widen Rt. 50 to six lanes. I will continue to work with our bipartisan Northern Virginia delegation to secure funding to solve these and other transportation challenges. 3. What is your approach to funding the Commonwealth’s transportation maintenance and construction needs? I continue to support a long term, sustainable source of revenue to build and maintain a transportation system that meets the demands of Northern Virginia. This year I was a Chief Co-Patron of the Governor’s $4 billion transportation package, and I supported an audit of VDOT that uncovered $1 billion in unspent taxpayer dollars. 4. What are your budget priorities and how would you achieve them, and will additional fiscal responsibilities continue to be passed down to local governments? My first priority has always been to look after NorthernVirginia, especially with regard to transportation, education and public safety. That’s why I secured the state’s share funding for the overpasses on Route 28, that are now open, funding to widen Route 50 to six lanes, now underway, and funding to replace the stoplight at Belmont Ridge Road with an overpass. That’s why I have doubled state funding for Loudoun County Public Schools since being elected, funded two new classroom buildings for the Loudoun campus of NVCC and protected Virginia’s Tuition Assistance Grants. That’s why I have consistently supported funding and equipping our first responders to keep themselves and our communities safe. And that’s the kind of results I will keep delivering. 5. What new perspective or idea would you bring to the General Assembly that does not currently exist? Bipartisanship. It’s not a new idea, but it has served me well in the Senate, and helped me deliver results for the district. n

Patricia Phillips

Political Party: Republican Occupation: Nutritionist Campaign Website: www.patriciaphillips.org Government/Political Experience: board member/2010 chairman, Loudoun Crime Commission; past board member, American Commodity Distribution Association; member, Loudoun County Republican Party; founder, Ronald Regan Lecture Series; past president, Loudoun County Republican Women’s Club. This is not Patricia Phillips’ first time running for the Senate, but in this campaign she is coming at it with a new perspective. “The real thing that motivates me this election is my concern for what I see happening at the national level,” she said. “That disconnect with our free market system and the intrusion of government into private enterprise. I am an advocate for the free market for small business and preserving that very unique aspect of our country.” Her work in supervising school lunch programs, and working with the Department of Agriculture in implementing laws that had been enacted, has shown Phillips that the best way to work on problems is from the local level up, not the other way around. Her work on the federal level helped show her that work at the state and local level is really the way to get things done. Her work in her nutrition business has given her an insight into how businesses run, and what they need to be successful, she says, as well as how to solve problems. “Part of what I do is getting government and industry together to solve a problem,” she said. “I think I have a really strong understanding of federal, state and local governments and how they work together, and how private industry and private organizations can solve problems and it’s not always a new state law that will solve a problem.” She and her husband live in Sterling. They have two children. 1. At one time the state government was going to pay for 25 percent of the Dulles Rail project. Now Dulles Toll Road users will cover that share. What should the state’s role be in funding the project?

While then Gov. Kaine gave the toll road to the airports authority, with the intent for it to cover the state “share” for building the rail to Dulles, cost overruns and other partners’ limitations on funding leave future toll road users bearing the bulk of the cost at unreasonable tolls of $10 or more. The state should insist that all parties participate to re-negotiate a more reasonable and equitable funding formula before moving forward with Phase II. Metro and the Silver Line users should bear more of the cost as well. 2. The authority for a private toll road and the toll rates for the Dulles Greenway come from Richmond, what should the General Assembly do to address local concerns about the high cost of using the road? The General Assembly could do two things: require distance pricing and change the oversight by the State Corporation Commission to consider the parent company’s indirect financial gains from the toll road, not limited to just the operator’s financial records before approving a toll increase. 3. What is your approach to funding the commonwealth’s transportation maintenance and construction needs? An important means to funding transportation maintenance and construction is changing our budgeting process from “baseline budgeting,” which assumes all programs need at least as much money as the year before, plus an increase to zero based budgeting which requires justification for each program. Then the General Assembly will be better equipped to prioritize spending on the things that are most important, next important and least important. Less than one percent of our general fund is spent on transportation. I support using general fund money for transportation because an efficient transportation network benefits everyone (driving or not) and is essential to our economic recovery. Economic growth increases state revenues. 4. What are your budget priorities and how would you achieve them, and will additional fiscal responsibilities continue to be passed down to local governments? My goal is to provide legislators who sit on the House Budget Committee and the Senate Finance Committee with new perspectives on the budget, such as budget growth compared to population growth. My budget priority is funding roads, infrastructure, maintenance and transportation in Northern Virginia where our congested roads are impeding our economic recovery, contribute to wasted energy and pollution, risk public safety and reduce the delivery of goods and services and lower our quality of life. The state needs to fulfill its responsibilities and build roads. Due to the state’s negligence, local governments are funding road construction. The state Continued On Page 51


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HOUSE OF DELEGATES — 10TH DISTRICT David Butler

Political Party: Democrat Occupation: Chief Security Officer, N.E.W. Customer Services Companies, Inc. Campaign Website: www.votedavebutler. com Government/Political Experience: Leesburg Town Council 2008-present; council liaison—Economic Development Commission, Environmental Advisory Commission, Tree Commission; Virginia Municipal League Environmental Quality Committee; former chair, Southeast/Southwest Trails Committee; Former member—Leesburg Planning Commission, Standing Residential Traffic Committee, Utility Rate Advisory Committee; graduate, Sorensen Institute for Political Leadership. Finding consensus is nothing new for Dave Butler. In fact, it’s what drove him to elected office in the first place. Shortly after moving to Leesburg in 2002, Butler became involved in town boards and commissions, taking the leadership of the Southeast/Southwest Trails Committee, which put together a plan to connect the town’s southern quadrants with greater Leesburg through a series of trails. He is no stranger to divisive issues either, as the trail projects later became, and helped to build consensus among the first Utility Rate Advisory Committee in late 2007, which put together a set of recommendations to the Town Council on how its rate structure could be amended. “I’ve tried to practice on council…reaching out to the other side and trying to come up with the best decisions,” he said. “I think I have the experience and the knowledge and the skills to come to good decisions and see them through.” The first-term council member hopes to bring that experience south to Virginia’s capital, where he also hopes to curtail the practice of the state pushing down costs to localities. Butler said he is also tired of seeing politics become too ideological and hopes to use his experience as a consensus-builder to benefit the 10th District. “I’m not a good activist. I’m more about weighing both sides of a position and trying to come up with the right solution for the entire district or constituency I represent,” he said.

1. At one time the state government was going to pay for 25 percent of the Dulles Rail project. Now Dulles Toll Road users will cover that share. What should the state’s role be in funding the project? The state should restore the 25 percent funding. Metro will enhance economic growth across the region, and the tax benefits of that economic growth will be enjoyed by the entire state, so funding from Richmond is entirely appropriate. The areas of the state that have the largest transportation needs are those that have the most population growth, and are also the areas that are contributing the most money to the state budget. Everyone in the state receives the benefits of those contributions, so everyone across the state should help fund the necessary transportation improvements needed to continue economic growth in our region. 2. The authority for a private toll road and the toll rates for the Dulles Greenway come from Richmond, what should the General Assembly do to address local concerns about the high cost of using the road? The Greenway is a private road, and we need to respect that. To provide other options for commuters, I will continue to push for an elimination of traffic lights on Rt. 7, and for an expansion of Sycolin Road to four lines to Belmont Ridge Road. These two improvements are necessary to keep up with traffic growth. In addition, we need to focus on commercial growth west of Ashburn, especially for high-demand, highpaying jobs, in order to reduce the number of commuters that need to take the Greenway. I would also be very reluctant to move forward with any other private roads in the future. Roads that are used by a significant portion of the tax-paying residents of the state should be funded by the state. 3. What is your approach to funding the commonwealth’s transportation maintenance and construction needs? I think it’s obvious to everyone that we need a dedicated funding source for transportation, including construction, operations and maintenance. We can’t continue to borrow and spend our way out of this crisis, nor can we continue to simply push costs down to the local governments. I have been an essential part of the majority which has lowered taxes in Leesburg for three years in a row, and am willing to entertain a dedicated funding source that can achieve reasonable consensus in Richmond. Solving our transportation concerns will lead to economic growth, more higher-paying jobs and generate far more revenue for both the state and for the pockets of taxpayers than the transportation improvements will cost. 4. What are your budget priorities and how would you achieve them, and will Continued On Next Page

J. Randall “Randy” Minchew

Political Party: Republican Occupation: Managing Shareholder, Walsh, Colucci, Lubeley Emrich & Walsh PC Campaign Website: www.minchewfordelegate.com Government/Political Experience: Loudoun County Finance Board; Loudoun County Chamber of Commerce Board of Directors; former chairman, Loudoun County Economic Development Commission; former president, Loudoun County Bar Association; Life Director, Northern Virginia Building Industry Association; Board of Trustees, Loudoun Country Day School; former chairman, Rural Economic Development Task Force; former chairman, Loudoun County Republican Committee; former deputy general counsel to Gov. Bob McDonnell. Although Randy Minchew would be a newcomer to elected office, he is anything but an unfamiliar face in the community. Minchew has been behind some critical community efforts, including helping to found and being the second chairman of the Loudoun County Economic Development Commission. Prior to that, he helped author what is regarded by many in Loudoun’s westernmost parts as something that got the county’s rural economy rolling in the right direction—“The 200,000 Acre Solution: Supporting and Enhancing a Rural Economy for Loudoun’s 21st Century.” While a Chamber board member, he has also worked on transportation issues and fought back against a state proposal to freeze funding on the Local Composite Index, which could have meant millions of dollars of lost funding for the county’s public schools. Minchew was working as Gov. Bob McDonnell’s deputy general counsel when the new 10th District was created during redistricting. “I thought that given the experience I was able to garner working on public policy issues serving community as I have done the past 20 years [a run for office] made some sense and the timing was good,” he said. Even if elected, Minchew said he will always consider himself a private sector guy and hopes to use that experience to benefit the 10th District. “I just thought that this service in the House of Delegates would be a great culmina-

tion of all those various components of my private sector community service,” he said. “That’s why I’m excited about doing it.” 1. At one time the state government was going to pay for 25 percent of the Dulles Rail project. Now Dulles Toll Road users will cover that share. What should the state’s role be in funding the project? First, a bit of history. The original plan was that the federal government would pay 50 percent of the entire Dulles Rail costs with the Commonwealth paying 25 percent using DTR revenues, and local governments paying the remaining 25 percent. That plan was based on an early cost estimate made a number of years ago and prior to preliminary engineering and environmental studies that resulted in a vastly increased estimate for the total project cost. Under the current Full Funding Agreement, the federal government’s share for Phase 1 of the project (Interstate 66 to Wiehle Avenue) is capped at $900 million, which necessarily changes the percentages for the other partners’ share. As a result of increases in the estimated project cost and the lack of a federal funding commitment for Phase 2, the original funding plan had to be revised. The current funding structure, based on a projected total project cost of $5.25 billion is: Fairfax County, Loudoun County and Airports Authority contribution is 25 percent; federal contribution is 17.1 percent, which is based upon a fixed FTA grant for Phase 1 of $900 million; the commonwealth’s contribution is 5.2 percent, which is based upon a fixed contribution of $275 million consisting of non-toll road funding; and the MWAA/Dulles Toll Road contribution provides the remaining amount, and is 52.6 percent. Regrettably, MWAA’s oversight of the Dulles Rail project following the retirement of Jim Wilding has not been exemplary. Cost overruns, higher costs by virtue of Project Labor Agreements with above-market Davis-Bacon Act wages and wasted capital expended on consideration of a below-ground line into Dulles Airport has further increased costs and today, MWAA is threatening massive toll increases if the Commonwealth does not increase its share by $150 million. I do not believe that MWAA’s project management shortcomings should be the justification for the commonwealth spending more of the taxpayers’ dollars on the Dulles Rail project and I do not take kindly to the threat of massive toll increases to force the commonwealth to do so. MWAA needs to get control over this project, hopefully with more level-headed Virginians on the MWAA Board, and rein in costs. Once that is done and good project management returns, I would be willing to consider an increase in commonwealth funding.

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Butler Continued From Page 44

additional fiscal responsibilities continue to be passed down to local governments? As the economy recovers, we must restore the education and public safety funding that has been removed over the last 10 years. Taking inflation and population into account, both areas of the budget are down over 20 percent. This has led to many unfilled positions in the State Police, as well as a lowering of education standards. Localities such as Leesburg and Loudoun County can make up for these shortfalls by raising property taxes, and often do, but other localities with fewer resources cannot. In either case, Richmond needs to take ownership of state requirements. Pushing down costs and unfunded mandates to local governments is, effectively, causing a tax increase without taking responsibility for it. This is not good governance. The best way to prioritize the budget is to help Virginia’s economy recover so that the “pie” gets bigger. I will introduce (or support) legislation to create an Alternative Energy Portfolio Standard for Virginia. I believe this is an industry that Virginia has the skills and resources to lead in, but is hampered by too much of a focus on oil and coal. I would also support a doubling of the Governor’s Opportunity Fund. Bringing

Minchew Continued From Page 44 2. The authority for a private toll road and the toll rates for the Dulles Greenway come from Richmond, what should the General Assembly do to address local concerns about the high cost of using the road? The tolls for the Dulles Greenway are set by the State Corporation Commission and not by the General Assembly. A hearing examiner with the SCC reviews the Greenway’s debt service payments, ongoing operations and maintenance and capital improvements and files a report with the SCC on the maximum-allowed tolls. Given that we want to encourage more privatization and entrepreneurial-based road-building in Virginia, we should not take legislative actions that could stifle future private toll roads. The Greenway’s books and costs should be carefully reviewed to ensure that numbers are not padded and that its allowed profit be limited to a reasonable return. 3. What is your approach to funding the commonwealth’s transportation maintenance and construction needs? First, the Transportation Trust Fund should be protected from being used to fund road maintenance responsibilities and should be left for capital improvements that will reduce congestion. Second, we should be cognizant that Governor McDonnell’s great leadership in providing $4 billion in new road construction money without a tax increase will not fund new road projects beyond 2015 and that our statewide needs for road improvements

2011 election guide

new, larger companies to Virginia is essential for our economic recovery. For too long, the state and country have moved to a “service” economy, that is, unfortunately, strong on less skilled, lower wage jobs. We need to focus on manufacturing, software development, biotechnology and other “wealth-creating” jobs, especially given the potential for a decrease in U.S. government-sponsored employment. 5. What new perspective or idea would you bring to the General Assembly that does not currently exist? We need more legislators in the General Assembly that have experience with local government, especially in Loudoun County. As a current local legislator on the Leesburg Town Council, I’ve come to understand the limitations that Richmond places on local governments, and what additional authorities towns like Leesburg, and counties like Loudoun need in order to better serve the people that live there. In addition, I graduated from the Sorensen Institute’s Political Leaders Program just last year, and this focus on bipartisanship, while not a wholly new perspective for Richmond, is needed at all levels of government. Bipartisanship and consensus building are the best, perhaps only, ways to serve all of the residents of the district and state well. The current hyper-partisan culture focuses too much on win-lose, and not nearly enough on win-win. n approach $1 billion per year. I think we should treat transportation funding as a core priority element of Virginia government and prioritize our biennial budget accordingly. 4. What are your budget priorities and how would you achieve them, and will additional fiscal responsibilities continue to be passed down to local governments? As one who understands well local government, I will fight against any and all unfunded mandates placed upon our counties and towns. Second, I will treat transportation and public education as the core priority elements of state government. Lastly, I do not support tax increases to achieve these goals. While it will not be easy, fiscal discipline rarely is, our state government must live within its means while funding its core needs, just like Virginia families do. 5. What new perspective or idea would you bring to the General Assembly that does not currently exist? I will come to the General Assembly with skills and experiences that I have had from over 20 years of active community service here in Loudoun County that few members have, stemming from my service as chairman of the Loudoun Economic Development Commission, chairman of the Rural Economic Development Task Force, longstanding Loudoun County Chamber of Commerce Board member and award-winning Leesburg Scoutmaster. I understand business and entrepreneurship, job creation and economic development and have an abiding love of our region that will allow me to serve my constituents with ardor and commitment. n

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congestion, create jobs and move us forward. Our transportation problems can only be solved through increasing capacity, efficiency and modes of travel—including BRT. And we need to continue to advance familyfriendly telework options. 4. What are your budget priorities and how would you achieve them, and will additional fiscal responsibilities continue to be passed down to local governments? Northern Virginia is the economic engine of the commonwealth. We must provide an environment that supports new businesses and encourages businesses to relocate to the region. As a member of the Governor’s bipartisan Economic Development and Jobs Creation Commission we proposed several incentives to recruit business including: R & D Tax Credit, Clean Energy Manufacturing Incentive Grant and increased funding for the Center for Innovative Technology GAP Fund, to incent greater investment in the technology sector now and into the future. I believe we need a pay-as-you-go regulatory environment—for every new regulation we

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trate on offshore oil, coal, nuclear and natural gas. I oppose unfunded local mandates. I strongly oppose needless regulations like the Chesapeake Bay Preservation Ordinance, and I feel Obamacare is a threat to the nation’s financial future. I feel that with the shift in legislative strength toward Northern Virginia, we should launce a concerted bipartisan attack on the composite index to keep more revenues for schools and roads in this area. 5. What new perspective or idea would you bring to the General Assem-

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to local governments instead of doing it themselves. Local government budgets are strapped, and their only recourse is to raise property taxes and that is unacceptable. I believe we need to work on expanding our commercial tax base by recruiting new businesses and encouraging the start up of small businesses. I also support granting high growth counties the same taxing authority that cities and towns enjoy. 5. What new perspective or idea would you bring to the General Assembly that does not currently exist?

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add, we take away a useless one that has been on the books but does not help a business. The bottom line is that Virginia’s discretionary spending budget depends on taxpayer revenues—we need more jobs and more taxpayers to provide more revenues. 5. What new perspective or idea would you bring to the General Assembly that does not currently exist? I started a company in my basement, went without a salary for 12 months so we could pay our employees and overcame many challenges to grow the company to 1,100 people. I truly understand the hard work, courage and sacrifice it takes to start and grow a business. I recently served on the Governor’s Bi-partisan Economic Development and Jobs Creation Commission where I worked with experts from across the Commonwealth to advance economic development and jobs creation. Many of our ideas were passed into law, but there is still more we can do. I believe in these challenging economic times I offer the depth of experience needed in our state Senate. I will advance a growth agenda, tackling tough problems, seeking innovative solutions and building consensus. n

bly that does not currently exist? I’m a social and fiscal conservative who believes that less government is better than more. I don’t believe in growing government at the expense of private enterprise, and I don’t believe in spending what we don’t have. I believe that Virginia should avoid any regulatory or statutory scheme that encumbers businesses without a compelling need. Legislators are too quick to enact unnecessary laws, requiring firms and property owners to hire lawyers, accountants and engineers for compliance. Loudoun County’s Chesapeake Bay Preservation Ordinance is one such a measure. n

As a small business owner, one of the biggest hurdles to launching a business is access to capital. I believe the state can play a role in backing loans to small businesses that are creating jobs here in Virginia. By doing this, it would encourage banks to actually start lending to small businesses again and will help jumpstart our economy. Additionally, my small business background gives me a different perspective than a career politician has on understanding budgets and how we can make the most out of the dollars we already have. We’re going to be facing another tough budget year and making those critical decisions to protect core services and expand business opportunities is crucial. n


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October 28, 2011

HOUSE OF DELEGATES — 32 DISTRICT

Thomas A. “Tag” Greason

Political Party: Republican Occupation: Executive Vice President, Quality Technology Serivces Campaign Website: www.taggreason.com Government/Political Experience: Virginia House of Delegates since 2010; serves on the Finance, Education and General Laws committees in the House; 2nd Lt., the Corps of Engineers; officer, Virginia National Guard; former Vice-Chairman of Membership, Goose Creek District, Boy Scouts of America; former member, Economic Development Commission. Running unopposed for his second term, Thomas A. “Tag” Greason said he spent his first term trying to focus on the issues that really mattered to people, and that would really have an impact on their lives. The biggest example of that, he said, and the crowning achievement of his first term, is the bill that provides insurance for families with children diagnosed with Autism Spectrum Disorder. After two years on the job, Greason said he loves it. “This is a role where I can actually get something done that matters to people.” Greason said he is a legislator who is interested in finding solutions, with whomever is willing to work on them. “I look at issues that I think are important, and if you believe in them and you want to get involved, I don’t care what party you’re from,” he said.

Greason wants to work on solutions to some of the state’s top issues, like transportation and the budget, in a new way, with new initiatives. He said the state is going to have to pay attention to what happens federally. “So many people are talking about the federal government needing to cut spending,” he said. “That would have a huge impact on Virginia and our businesses.” Before 2007 Greason was focused on national politics, but his children changed that. “I realized that if there was an impact on my family then there must be an impact on everyone.” Greason lives with his family in Belmont Country Club. 1. At one time the state government was going to pay for 25 percent of the Dulles Rail project. Now Dulles Toll Road users will cover that share. What should the state’s role be in funding the project? Since day one, I have been a vocal supporter of Dulles Rail. But over the past year, I have become increasingly concerned with the actions of the MWAA

Board. I am concerned with cost over-runs, the past debate over the placing the airport station above ground or underground, and most importantly the decision to make PLA’s mandatory for Phase II. Until these issues are all resolved and I feel MWAA is acting more like a business vs. a bureaucracy, I am hesitant to put state money at risk. 2. The authority for a private toll road and the toll rates for the Dulles Greenway come from Richmond, what should the General Assembly do to address local concerns about the high cost of using the road? For the past several years, I have been talking and working with Dulles Greenway to establish a program to implement distance pricing in an attempt to alleviate the high cost of using the road. I will continue in this effort. Additionally, as members of the SCC come up for re-election, I will be sure to press them on the issue of distance pricing, as the SCC is the organization that regulates the pricing structure for the Greenway. 3. What is your approach to funding the commonwealth’s transportation maintenance and construction needs? Last year, the General Assembly passed a comprehensive transportation bill that allocated $4 billion towards 900 transportation projects and established the Transportation Infrastructure Bank. The Infrastructure Bank allows localities to borrow money quickly and cheaply from the State for projects that will benefit their commu-

nities right away. The $4 billion we allocated last year without raising taxes should provide adequate funding for the next three to four years. After that, we will have to have some serious discussions about new revenue streams. Until the funding formulas are re-worked, it is difficult for me to support increased revenues, when $0.60 of every dollar is sent down state. 4. What are your budget priorities and how would you achieve them, and will additional fiscal responsibilities continue to be passed down to local governments? The number one priority for me over the next two to four years is to structurally prepare the state budget for potential cuts in federal spending. Most people that I talk to express grave concern that the federal government is spending too much money and most people support cuts in federal spending. If these cuts are realized, there will be an impact on the Virginia economy. That is why I support the concept of the Federal Action Contingency Trust. FACT is a “rainy day” fund of sorts, to help shore up areas of our economy that may be impacted by future federal cuts. As we used to say at West Point, “prior proper planning prevents poor performance.” 5. What would new perspective or idea would you bring to the General Assembly that does not currently exist? See my answer to the question above above. This is a new idea that could be very impactful over the next couple of years. n

HOUSE OF DELEGATES ­— 33rd DISTRICT Joe T. May

Political Party: Republican Occupation: Business owner/Engineer, EIT Campaign Website: www.joetmay.com Government/Political Experience: U.S. Army, 1955-1958; member, House of Delegates since 1994; chairman, House of Delegates Transportation Committee; member, House of Delegates Appropriations Committee; member, Science and Technology Committee. Joe May has been serving Loudoun and the General Assembly since 1994, and once again this year is unopposed in his bid for reelection. Born in Broadway, May is a life-long Virginian. He is the holder of 22 patents, with several more pending and is considered the General Assembly’s leading technology expert. In 1977, he founded EIT, located in Sterling, which designs, manufactures and sells electronic products nationally and internationally. Among his many recognitions, May was presented with the Commonwealth of Virginia and the Science Museum of Virginia’s Lifetime Achievement Award in Industry in 1996. In 2000 he received the Governor’s

Legislative Leadership Award in Technology, as well as the Virginia Transit Legislator of the Year. In addition to technology, May is considered one of the leading advocates for transportation solutions in the General Assembly and has continually been the creator and chief patron of the state’s transportation bills. May is a graduate of Virginia Tech and became a registered professional engineer in 1997. A life-long Virginian, May lives with his wife in Leesburg. They have two grown children. 1. At one time the state government was going to pay for 25 percent of the Dulles Rail project. Now Dulles Toll Road users will cover that share. What should the state’s role be in funding the project? The state con-

tinues to support Metro to the tune of about $150 million per year. This is spent Metro wide. However, active consideration is being given, subject to General Assembly approval, of a one-time amount of $150 million. 2. The authority for a private toll road and the toll rates for the Dulles Greenway come from Richmond, what should the General Assembly do to address local concerns about the high cost of using the road? The General Assembly has continued to monitor the tolls and operation of the Greenway. The State Corporation Commission oversees the tolls as directed by legislation passed by the General Assembly in the early 1990’s. However, in the final analysis, toll rates are dictated by the amount of money invested by a private firm and what constitutes a reasonable rate of return on that money (i.e., what is the cost of money). Several possible legal loopholes in the original agreement, which might lead to unjustifiably high tolls, have been closed. The reality is, there is close to $1 billion of private money invested in the Greenway and the investors are authorized a return on it which is comparable to the return they would get if it was invested elsewhere. 3. What is your approach to funding the commonwealth’s transportation main-

tenance and construction needs? There is no singe method or approach to fund maintenance and construction. So far we’ve been able to direct some of our unanticipated revenues (about $275 million), some bonding ($3.5 billion) and various lesser amounts to such funding. Additional long-term sources are being sought. It will be difficult. 4. What are your budget priorities and how would you achieve them, and will additional fiscal responsibilities continue to be passed down to local governments? Transportation funding is my highest funding priority. At the moment, lack of it poses the greatest threat to the commonwealth’s economic wellbeing and quality of life. We are actively seeking additional transportation funding sources. 5. What new perspective or idea would you bring to the General Assembly that does not currently exist? I have prepared a list of approximately 10 new ideas/initiatives, which I am vetting with my colleagues in Richmond. They range from increased revenues for transportation to increase last mile of broadband coverage. In the coming weeks, after my meetings, I will be sharing my ideas with the public at large. n


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HOUSE OF DELEGATES 34th DISTRICT Barbara Comstock

Political Party: Republican Occupation: Founder Partner, Comstock Strategies Campaign Website: www.comstockfordelegate.com Government/Political Experience: House of Delegates 34th District Representative 2009-present; member, House Transportation Committee; member, House Science & Technology Committee; member, House General Laws Committee; Governor’s Appointee, Governor’s Economic Development and Job Creation Commission; Member, Northern Virginia Transportation Commission; Member, The National Capital Region Transportation Planning Board; Member, Northern Virginia Technology Council; Member, Fairfax Chamber of Commerce; m e m b e r, G r e a t e r M c L e a n Chamber of Commerce; former chief counsel, U.S. House Government Reform and Oversight Committee. Barbara Comstock had not considered running for political office until Rep. Frank Wolf (R-VA-10), for whom she served as senior aide in the 1990s, encouraged her to do so. “Two years ago he came to me and encouraged me to run,” she said. “I had not thought about running myself but I was concerned about the direction the county was going, in terms of jobs, the economy, having entrepreneurial activity going on here in Virginia…I just thought it was a good opportunity to work on the state level.” Although Comstock spent many years in Washington, as Wolf’s aide and as chief counsel to the House Government Reform and Oversight Committee, it is working on state issues she said she prefers. “You can actually get things done; it’s much more results-oriented and not as polarized as in Washington,” Comstock said. “It’s about what can you do to move the area forward. Particularly in Northern Virginia, with the districts geographically smaller, you really are impacting the everyday life of people you live with and work with.” Comstock said she is excited that a portion of Loudoun has been added to her constituency thanks to redistricting and hopes that Northern Virginia will get more of a

voice in the General Assembly with the added representation. “We’re going to have more voices working for Loudoun and also more Northern Virginia influence and control,” she said. “If we keep the economic engine running in Northern Virginia it makes the whole state work. It’s a win-win for everybody.” 1. At one time the state government was going to pay for 25 percent of the Dulles Rail project. Now Dulles Toll Road users will cover that share. What should the state’s role be in funding the project? I am open to having the state provide more funding for Phase II, but first we need to get the currently dysfunctional MWAA Board working in a constructive way that protects the project, the taxpayers and our commuters. We cannot have MWAA imposing runaway costs on the project by imposing union mandates and sending the jobs away to union workers in Maryland and DC instead of having Virginia workers get these jobs and have the revenue stay in Virginia. I have already been working with our local political and business leaders and the Chambers of Commerce on this issue. As a member of the Transportation Committee, I joined Chairman Joe May for the two meetings on MWAA problems held this spring and this summer. I support Congressman Wolf’s bill to provide more Virginia membership on the MWAA Board and to allow the Governor to remove members. My opponent supports union mandates that will drive up the cost of the project, drive up the cost of the tolls for our commuters and give away Virginia jobs. 2. The authority for a private toll road and the toll rates for the Dulles Greenway come from Richmond, what should the General Assembly do to address local concerns about the high cost of using the road? I will work with all of the parties to see if there are economically viable ways we can pursue distance pricing and I will work with my colleagues to continue to monitor the tolls and operation of them in the most efficient way with the lowest tolls consistent with proper service and operation. Through my work on various Transportation Committees, I have working relationships with all of the relevant parties to pursue more efficiencies that can reduce costs. 3. What is your approach to funding the commonwealth’s transportation maintenance and construction needs? First we passed an historic $4 billion transportation bill­—the first time a major transportation bill was passed in 20 years. Now we also have an infrastructure bank and we are working to have more long term planning and funding for transportation and have more of any surpluses dedicated to transportation. I also Continued On Page 51

Pamela Danner

Political Party: Democrat Occupation: Principal, Danner & Associates Campaign Website: www.dannerfordelegate. com Government/Political Experience: Immediate Past President, McLean Community Foundation; member, McLean Community Center Governing Board; member, Friends of the McLean Community Center; Board of Directors, McLean and Great Falls Celebrate Virginia’s 400th; former member, Fairfax County Water Authority Board; former Chair, Water Quality Committee; former Chair, Dranesville Area Plan Review Task Force; former member, Dranesville Transportation Spot Improvement Task Force; Graduate, Leadership Fairfax; member, McLean Bar Association; Member, American Bar Association; member, Legal Council of the American Society of Association Executives Legal Section; Past President, McLean Rotary Club. Her vast experience in the local community pushed Pamela Danner to run for the 34th District seat in the House of Delegates. Danner points to her years of service on many community organizations, from the Fairfax County Water Authority Board, to the years she has spent working for local initiatives in the McLean area. “I am, I believe, a fit and aligned with the citizens of the 34th District,” she said. “I’m fiscally conservative but socially moderate which represents the majority of citizens in this district.” Her past leadership on community issues, as well as her belief that the sitting delegate for the 34th District is “out of touch” with her constituency, is what motivates Danner toward victory Nov. 8. The parent of three daughters who are Fairfax County Public Schools graduates, Danner said she believes she would bring a unique perspective to Richmond, as she previously was a teacher before she began her law career. “I really know how important our classroom teachers are,” she said, adding that she plans to be an advocate for full-day kindergarten in Loudoun. In addition to being a mother, Danner said her experience as a small business owner will also fuel a lot of her work at the state capital and said she will work to obtain tax credits

for that important sector of the economy. Danner believes her experience working across party lines will only benefit her constituents. “I bring a moderate perspective to a very conservative House of Delegates,” she said. 1. At one time the state government was going to pay for 25 percent of the Dulles Rail project. Now Dulles Toll Road users will cover that share. What should the state’s role be in funding the project? Yes, the state should take the lead and commit funding for Phase II of the Dulles Rail Project. This project is extremely important for the Loudoun economy and I believe it is shortsighted that the state hasn’t already committed its fair share when we send so many of our tax dollars down-state. I also believe the federal government needs to dedicate funds to this project, just as funds have been dedicated in Seattle, Dallas, Salt Lake City and Denver for their transit projects. 2. The authority for a private toll road and the toll rates for the Dulles Greenway come from Richmond, what should the General Assembly do to address local concerns about the high cost of using the road? The General Assembly and Governor McDonnell should commit state dollars commensurate to the $895 million the governor has pledged to buy down tolls on two projects in Tidewater as Senator Howell has already requested. It is unfair that we send our tax dollars to Richmond and they send us back a small fraction. 3. What is your approach to funding the commonwealth’s transportation maintenance and construction needs? We need a comprehensive plan to address our commonwealth’s transportation needs and I will make sure that one is developed. Recently a $4 billion, mostly borrowed money, transportation package was passed. We need to make sure that we get our fair share for our needs in Northern Virginia. My opponent is on the House Transportation Committee, but less than one-tenth of one percent is scheduled to come to the 34th House District to address our needs. In addition, I support tolling the dedicated airport access road to obtain additional revenues and prevent increasing tolls on the toll road. I will work to change the way transportation funds are prioritized and allocated so that more than a handful of the 900 projects currently under consideration are funded in Northern Virginia. 4. What are your budget priorities and how would you achieve them, and will additional fiscal responsibilities continue to be passed down to local governments? As someone who has been very involved in local boards and community organizations for three decades, I understand the burdens placed on Continued On Page 51


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October 28, 2011

HOUSE OF DELEGATES 67th DISTRICT Eric Clingan

state’s role be in funding the project? Remarks from certain politicians which suggest that tolls will reach “$17” are both unsubstantiated and hyperbole. Both the Commonwealth and the federal government should and will come to the table with additional funding as this project is understood by both levels of government as too important to recklessly endanger.

There was a confluence of events last year that prompted Eric Clingan to throw his hat in the ring for the 67th District seat. The attorney was working on a case in Fairfax when he discovered an old law in the books that made it a reckless driving offense for a driver to pass a stopped school bus. He contacted Del. Scott Surovell (D44) to get the ball rolling in Richmond to make the change in the General Assembly. Both Surovell and former Del. Chuck Caputo, who was defeated by Clingan’s opponent Del. Jim LeMunyon in November 2009, soon began encouraging Clingan to seek elected office himself. After looking at LeMunyon’s record and finding his past voting record and some of his larger campaign contributions puzzling, Clingan decided to make a go of it himself. A small business owner in Fairfax for six years with his law practice, the 10-year Fairfax County resident has been a practicing attorney for a decade now. He formerly interned with the Environmental Protection Agency’s Civil Rights Division and was a student prosecutor with the Arlington Commonwealth’s Attorney’s Office. “I have extensive experience dealing with people in this area on a day-to-day basis,” he said. “That’s the kind of citizen experience that the legislature is constantly looking for.” Clingan puts education funding as his top priority if elected. “I will never vote to cut Virginia schools ever,” he vowed. “I want to ensure the delegation respects the beauty and achievement of our school system.”

2. The authority for a private toll road and the toll rates for the Dulles Greenway come from Richmond, what should the General Assembly do to address local concerns about the high cost of using the road? We should explore the possibility of giving the Greenway favorable financing in order to install more updated tolling technology that would allow for variable rate and distance based tolling.

Political Party: Democrat Occupation: Partner, Clingan Tull, PLLC Campaign Website: www.clinganfordelegate. com Government/Political Experience: U.S. Air Force veteran; former student prosecutor, Arlington Commonwealth’s Attorney’s Office; member, Fairfax County Democratic Committee.

1. At one time the state government was going to pay for 25 percent of the Dulles Rail project. Now Dulles Toll Road users will cover that share. What should the

3. What is your approach to funding the commonwealth’s transportation maintenance and construction needs? We ought to seek additional sources of revenue for transportation such as increasing the fees for vanity plates from $10 to $20 and allowing consumer-related advertising on relevant government websites such as allowing car insurance companies to pay for advertising on our DMV website. Using this approach would assist the public and provide funds for our needs. 4. What are your budget priorities and how would you achieve them, and will additional fiscal responsibilities continue to be passed down to local governments? My priority for the budget is to bring back a greater share of Northern Virginia’s tax payments in order to ensure full funding of public education. Unlike Del. LeMunyon, I will never vote to cut Virginia schools. Ever. He did. (See HB30 and HB1500). 5. What new perspective or idea would you bring to the General Assembly that does not currently exist? I bring the perspective of someone who has been a member of both parties. Unfortunately, the Republican Party of today has become an ideologically driven organization that is wedded to a religious-conservative dogma rather than focused on practical solutions to our problems. n

Jim LeMunyon

Political Party: Republican Occupation: Technology company entrepreneur Campaign Website: www.lemunyon.com Government/Political Experience: House of Delegates 67th District Representative 2010-present; House Education Committee; House Science and Technology Committee; House Counties, Cities and Towns Committee; Transportation Accountability Commission; Public-Private Partnerships Commission; Code Commission; Deputy Assistant Secretary of Commerce 1989-1993; former chief of staff, Congressman Ed Zschau. Helping improve Virginian’s lives is what gives Jim LeMunyon the desire to run for a second time for the 67th District seat in the House of Delegates. LeMunyon has done this in the business world, creating jobs through the various technology companies he has helped to start, and down in the state capital, where he has worked to pass legislation he believes will benefit his constituents. The freshman delegate counts transportation, education and good government as his top three priorities in his current and, he hopes, future two-year term. LeMunyon said he hopes to build on the success he encountered on his first go-around in Richmond. He happily notes that 14 bills he introduced passed the House in his first term; seven of those made passed the Senate and were signed by the governor. “I’ll go back with more ideas and try to tune up a few that didn’t pass the first time through,” he said. One of those bills he hopes to “tune up” in a second House term is an initiative to require that major transportation projects in Northern Virginia be rated on what they would do to relieve congestion, and funded accordingly. He also hopes to use the additional Northern Virginia representation, and possibly partner with Hampton Roads’ legislators, to bring more transportation funding to the areas of the state that need it the most. “I don’t know if we have the votes to do it but that’s certainly a head count I’m going to make pretty soon after Election Day,” he said. 1. At one time the state government was going to pay for 25 percent of the Dulles

Rail project. Now Dulles Toll Road users will cover that share. What should the state’s role be in funding the project? Since the Dulles Rail project serves the international airport of the nation’s capital, funding should come primarily from the federal government. State funds should be used to fund transportation projects that provide the greatest congestion relief for Northern Virginia according to objective ratings of key proposed projects. If Phase 2 of the Dulles Rail project is determined to provide significant congestion reduction, then the state should play a major role in funding it. If not, state funds should be used to fund other projects that are determined to offer greater congestion relief. 2. The authority for a private toll road and the toll rates for the Dulles Greenway come from Richmond, what should the General Assembly do to address local concerns about the high cost of using the road? Greenway tolls are high but are capped by state law. Such a cap does not apply to the Dulles Toll Road, but should be negotiated with the Metropolitan Washington Airports Authority that controls the Dulles Toll Road. 3. What is your approach to funding the commonwealth’s transportation maintenance and construction needs? As vehicles continue to become increasingly more fuel-efficient, gas tax revenues will continue to decline. A substitute for the gas tax needs to be found. This source of revenue is dedicated to highway maintenance, and as a result, maintenance is under funded. The Commonwealth Transportation Board, which makes transportation construction decisions, needs to be reformed to reflect population distribution around the state, thus providing Northern Virginia with more seats on the decision making board. 4. What are your budget priorities and how would you achieve them, and will additional fiscal responsibilities continue to be passed down to local governments? Transportation, education, and public safety are my priorities. As indicated in my response to question 3, the CTB needs to be reformed to provide greater representation from Northern Virginia, and return more tax dollars to our area. With respect to education, we need to protect the Local Composite Index, which is the formula that allocates K-12 education dollars to localities to ensure that Northern Virginia localities receive their fair share. In 2010, a change was proposed in this formula that would have removed more than $100 million in K-12 education funding from Northern Virginia, but was defeated. We also need to make sure Virginia’s public colleges and universities charge out-of state students more for tuition and fees, which would allow such schools to admit more in-state students who pay a lower Continued On Page 50


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HOUSE OF DELEGATES 87th DISTRICT Mike Kondratick

Political Party: Democrat Occupation: Director of Grassroots Advocacy, Juvenile Diabetes Research Foundation Campaign Website: www.mikekforva.com Government/Political Experience: member, Loudoun County Family Services Board; member, Loudoun Literacy Council Board; member, Feed Loudoun Board It may be his day job, but grassroots efforts is at the heart of Mike Kondratick’s campaign. From the beginning, he has been focused on talking to the individual taxpayer and family about what it is they need, and how they need support to improve their lives and lives of those around them. “I want to be able to empower citizens, and businesses to find ways to work together to achieve things that we all want to see,” he said. Kondratick said he wants to see the General Assembly focus on new ideas. Like many of the other challengers and incumbents in this year’s race, transportation and education are top priorities for the father of two. “They are extremely challenging,” Kondratick said. “But that creates the opportunity for creative thinkers.” He wants to see the government streamlined in creative ways, like SeeClickFix.com used in Richmond to allow citizen to identify problems in their community, no matter how small. He also would like the state to explore the platform model, similar to Apple’s application store, or in the 1950s with the creation of the highway system, which allow for people to build their own ideas and developments. Kondratick also is a proponent of ideas like the new business incubator in Leesburg. A native of eastern Pennsylvania, he graduated from Lehigh University with a bachelor’s in economics and completed coursework in the political management program at George Washington University. Kondratick lives in Ashburn with his wife, Manday, and their two children. 1. At one time the state government was going to pay for 25 percent of the Dulles Rail project. Now Dulles Toll Road users will cover that share. What should the state’s role be in funding the project?

The state should make an additional commitment of at least $150M-$200M to the Dulles Rail Project from the money that has already been borrowed to fund transportation. The residents of the 87th district should not have to pay twice for Dulles Rail—both as taxpayers in Loudoun County and as prominent users of the toll road. Going further, there is a significant risk of decreased commerce in the Dulles corridor should tolls rise to their projected height in the next few years without additional state investment. 2. The authority for a private toll road and the toll rates for the Dulles Greenway come from Richmond, what should the General Assembly do to address local concerns about the high cost of using the road? The first thing we need to do is fund a study to assess all of the costs to taxpayers of these high tolls. These costs go far beyond our inability to get home more quickly, safely, and affordably. The cars not using the toll road use other state-maintained roads, including Rt. 28 and Rt. 7. This will eventually cost us more in tax dollars. Going further, the neighborhoods and businesses in the Greenway corridor are harder to get to, which reduces commerce and, ultimately, tax revenue to both Leesburg and Richmond. The state should investigate all of these costs and determine if it’s necessary to devote some of the $4.5 billion in borrowed transportation funds to developing a partnership with TRIP II to reduce tolls immediately. 3. What is your approach to funding the commonwealth’s transportation maintenance and construction needs? We need to fund our transportation needs in three ways. First, we need to continue to spend the money we already have invested in our transportation system wisely. Second, we need to engage in a conversation about the $2.5 billion in incentives that are included in the state’s tax code each year. We should decide whether this money is being wisely invested or if it would be more effective being spent on transportation. Third, the state needs to use technology more effectively to continuously innovate the delivery of state services and save additional taxpayer dollars. 4. What are your budget priorities and how would you achieve them, and will additional fiscal responsibilities continue to be passed down to local governments? In order to fund our children’s future and promote the financial health of Loudoun and Prince William counties, we need to provide more money for education. With education comprising 65%-70% of Loudoun’s budget each year, not receiving our fair share from Continued On Next Page

David Ramadan

Political Party: Republican Occupation: Entrepreneur/Business Owner Campaign Website: www.davidramadan.com Government/Political Experience: Board of Visitors, George Mason University; Board of Advisors, Middle East Council of American Chambers of Commerce; member, Loudoun County Republican Committee; worked on many Republican campaigns in state and federal politics. David Ramadan tracks his political interest and love for his country back to when he was first handed a copy of a U.S. Constitution. Born in Beruit, Lebanon, it was the Constitution that got him thinking about a life different from what he knew. “I had a goal to finish high school and come to the United States,” he said. Ramadan came right to Northern Virginia, attending George Mason University, where he received his degree in government and politics and a master’s degree in international trade and transactions. Ramadan has been a resident of South Riding for 11 years. Ramandan has based his campaign on what he calls “practical, common sense solutions that people can see and feel,” not political rhetoric. The owner of several small businesses, Ramadan says improving the economic climate in Virginia is at the top of his priority list. To do that, he believes, takes a three-prong approach—addressing education, transportation and job creation. He is an advocate for solutions to transportation like extending telecommuting tax credits, establishing a telecommuting center and initiating a pilot program for flex schedules. Ramadam also is committed to the idea of a Loudoun campus of George Mason University, saying it would help get cars off the roads and would help create “a hub to make sure these students can stay here to work after they’re done with school.” It is his business background that has influenced his platform, he said. “It makes me look at everything in a real, stable way.” 1. At one time the state government was going to pay for 25 percent of the Dulles Rail project. Now Dulles Toll Road users will cover that share. What should the state’s role be in funding the project?

The state will reap the benefit of additional revenues that will come from the increased economic activities and new jobs the project will help stimulate. Therefore, it should contribute a fair share of the funding to underwrite and support Dulles Rail as long as there are no project labor agreements included in the project. 2. The authority for a private toll road and the toll rates for the Dulles Greenway come from Richmond, what should the General Assembly do to address local concerns about the high cost of using the road? I support three specific steps to address commuter concerns: 1) Work towards providing graduated tolls (Distance-Pricing); 2) Direct the State Corporation Commission to study and compare the tolls and proposed increases against company operating expenses and similar toll authorities; and 3) Study the feasibility of the state acquiring the Greenway. 3. What is your approach to funding the commonwealth’s transportation maintenance and construction needs? The problem lies in how transportation funds are allocated and to which priorities. Since Northern Virginia is the prime economic engine for the Commonwealth and contributes a major share of the state’s revenue, the region should receive a larger share of transportation funds to address local priorities. I will fight for our fair share. In addition, I support imposing an across-the-board reduction in state funding to provide for needed transportation priorities. Education, law enforcement, and other critical functions would be exempt from this cut. And, I believe that the elimination of waste in government can generate additional funds that can be invested in critical transportation improvement in the 87th District and Northern Virginia. 4. What are your budget priorities and how would you achieve them, and will additional fiscal responsibilities continue to be passed down to local governments? My goal is to fight for a fairer share of state funding to invest in education, transportation, and other local priorities. I will fight attempts to shift costs to local government. 5. What new perspective or idea would you bring to the General Assembly that does not currently exist? As a small business founder and owner, I bring an entrepreneurial perspective, expertise, and practical common-sense approach to problem-solving and job creation. n


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2011 election guide

HOUSE OF DELEGATES 86th DISTRICT Tom Davis Rust

Political Party: Republican Occupation: Civil Engineer Campaign Website: www.tomrust.org Government/Political Experience: member, House of Delegates since 2002; Herndon Town Council 1971-1976; Herndon Mayor, 1976-1984, 1990-2001; member, Commerce and Labor, Education, Transportation and Science and Technology committees, House of Delegates; former member Board of Visitors, Virginia Tech; member, NOVA Transportation Authority; member, NOVA Transportation Commission; member/former chairman, Fairfax/Falls Church United Way; member, Dulles Area Transportation Association; member, American Planning Association. Tom Rust started his political career in Herndon, but in the last decade has expanded his representation to include Loudoun, and is considered one of the most effective lawmakers in the General Assembly. He is running unopposed. Rust was elected to the Herndon Town Council in 1971, only six years after graduating from Virginia Tech with a degree in civil engineering. Before running, he was approached by members of the town who were concerned about Herndon’s growth and its growing infrastructure needs. Having a civil engineer at the town’s helm would help they thought. So Rust ran and now he thoroughly enjoys serving the public. “I enjoy the give and take of the political arena,” he said. “I like helping people and being involved in issues that effect the citizens of Virginia.” But there is still a lot left to be done, he said, particularly in his priority areas of education and transportation, as well as the budget. While unopposed, Rust said he hopes voters consider his record of service. “I am very proud of the fact that for the last [several] years I have been rated as one of the top 10 most effective members of the House,” he said. “I think that demonstrates that I get things done.” Rust earned his master’s degree in public

Lemunyon Continued From Page 49 amount. I am much more concerned about the federal government passing unfunded mandates to the states as a way to balance the federal budget than the state passing such mandates on to localities. However, the state should not impose requirements on localities without providing the necessary revenue. 5. What new perspective or idea would you bring to the General Assembly that does not currently exist? First, Virginia needs comprehensive tax reform to simplify our tax code, making our tax system fairer. Job-killing taxes like the business, professional, and occupation license

works engineering from George Washington University, and his masters of urban/environmental planning from the University of Virginia. He and his wife, Ann, live in Herndon. They have three children and two grandchildren. 1. At one time the state government was going to pay for 25 percent of the Dulles Rail project. Now Dulles Toll Road users will cover that share. What should the state’s role be in funding the project? Kondratick The state should honor its commitment Continued From Page 50 and I will be working toward that end similar to the state funds we are investing in other Richmond creates difficult investment deciimportant transportation projects such as sions for our schools as well as literally every the I95/395 HOT lanes, Route 460 and the other county priority. This problem needs to be addressed by correcting inequities in how Midtown tunnel. 2. The authority for a private toll road the state distributes education money to lend and the toll rates for the Dulles Green- extra weight to our area’s cost of living, the way come from Richmond, what should number of kids in our districts, and the highquality of the program that is offered. the General Assembly do to address local Passing additional responsibilities to local concerns about the high cost of using the governments, given their limited tax base, road? isn’t a good idea. The best way for the state The toll rates for private toll roads, such to be able to fund its programs is to generate as the Greenway, are established by the State more tax revenue by promoting additional Corporation Commission, not the General economic growth. This will require additional Assembly. The role of the General Assembly investments in transportation and education is to offer input to the State Corporation as well as state incentives for economic develCommission as they consider requests for opment such as the CIT Gap Fund. 5. What would new perspective or idea toll revisions. 3. What is your approach to funding would you bring to the General Assembly the commonwealth’s transportation maintenance and construction needs? The Commonwealth’s transportation system is in need of a long term, reliable, sustainable revenue stream which I support. Along with a chance to choose the next This is in addition to the $3.3 billion the local and state leaders to represent Loudoun, General Assembly approved in 2011 which voters will decide whether to allow the county is the largest infusion of state funds since to borrow $169.6 million to fund the con1986. struction and renovation of five schools. 4. What are your budget priorities The money would finance the construcand how would you achieve them, and will tion and equipping of the new Moorefield additional fiscal responsibilities continue Station Elementary School, known as ES-16, for $22.83 million; the Ashburn area elemento be passed down to local governments? My budget priorities continue to be tary school, known as ES-22, for $22.83 the core services of government, education, million; the new Ashburn area middle school, public safety, health and human services and known as MS-6, for $39.38 million; the new Ashburn area high school, known as HS-8, transportation. These are all shared responfor $81 million; and $3.57 million worth of sibilities with local governments. renovations for Park View High School. 5. What would new perspective or idea School Board members and Superintenwould you bring to the General Assembly dent of Schools Edgar B. Hatrick have talked that does not currently exist? about the importance of voting “yes” on the I will continue to bring a pragmatic, bond referendum at several school system problem solving approach to the General meetings. Assembly realizing that resources are limited At a political forum last week, School Board member Robert Dupree explained the and very difficult decisions are required. n

October 28, 2011

tax and the tax on business equipment and machinery need to be reformed. Today, businesses are required to pay these taxes even when they are just starting up and are not yet profitable. Second, since Northern Virginia gained additional representation in the General Assembly as a result of redistricting to reflect the 2010 census, there is a possibility that enough votes exist to bring more tax dollars back to Northern Virginia for transportation and other programs. I plan to introduce legislation to change one or more funding formulas to do just that. With more Northern Virginia representation, such legislation has a greater chance of becoming law than in previous years. n that does not currently exist? I will bring the perspective of a community builder. I’ve devoted most of my professional career to building a community of people who have been impacted by diabetes. I have devoted most of my personal time to serving Loudoun’s community—through organizations like Feed Loudoun, the Loudoun Literacy Council, and the Loudoun County Family Services Board. Each of these experiences has required me to work with people from across the political spectrum—to listen, share, and collaborate in an effort to develop new ideas and find new solutions. I will also demand of our government the same that is demanded of the private sector—to constantly be innovating. We need to use technology to engage our citizens, businesses, and universities to find new and better ways to deliver public services. We need to be able to continually provide higher quality services at lower costs. n

County Ballot Features $169.6M School Bond

ballot question and urged with those in the audience to support it. Dupree currently represents the Dulles district and is not running for reelection. “This is not about what site or whether we need the schools,” he said. “The board has already decided we need the schools. The only question on the ballot is about funding. We can’t do a thing without money.” Overcrowding has been a problem in Loudoun schools throughout in recent years. The school system’s student population has more than doubled in the past 12 years, adding roughly 36,000 students. “We have got to do it now,” Dupree said. “Come next year, other needs are in the queue.” If the referendum were to fail, supervisors could seek Virginia Public School Authority funding, which doesn’t need voter approval but does require a public hearing. n


OCTOBER 28, 2011

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after. You get what you pay for, in transportation and in education. 3. What is your approach to funding the commonwealth’s transportation maintenance and construction needs? A mix of proffers from developers, gasoline tax increases, car and truck tax increases and car and truck registration fees. 4. What are your budget priorities and how would you achieve them, and will additional fiscal responsibilities continue to be passed down to local governments? Budget priorities are infrastructure and education, which makes Virginia prosperous and Virginia settings competitive to companies not interested in hiring morons doing busy fingers work. For better or worse, the path on which the U.S. economy is placed (and our economy as well) is for manufacturing to undergo a Renaissance, not with the same labor as before but with highly skilled blue collar workers. The same is true for tech companies­—well prepared knowledge

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our local governments and the need for our General Assembly and local elected officials to work together to better our community. My budget priorities are education, transportation and supporting small businesses. In tough economic times, I will stand up for our K-12 public schools, colleges and universities because I believe we must provide our students with a world-class education and that our wonderful public schools are one of the reasons businesses locate in Northern Virginia. I believe achieving our budget priorities is also about getting fair funding for Northern Virginia schools and roads. 5. What new perspective or idea would you bring to the General Assem-

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legislature needs to look at the all local revenue sources and consider a comprehensive change to provide for a more contemporary approach to taxation, not weighed so heavily on property taxes. 5. What new perspective or idea would you bring to the General Assembly that does not currently exist? The idea that we need to govern Virginia the same way we run our own businesses. We should not tie the hands of future legislatures, earmarking

I NG GU I D E 2 L0 O1 U 1 D EOLUENC TL II OV N

workers are key to a tech company’s success. Property taxes have no place in completing this equation. Nor do redundant local government functions that can be performed at either the state level or not at all. Property tax assessments should be fixed at the price for which the property was sold and not changed until the property is sold again. 5. What would new perspective or idea would you bring to the General Assembly that does not currently exist? My contributions to this are twofold: First, Death with Dignity, Referendums when legislators can’t legislate, and aggressive Privatization of legacy state agencies mired in “Sleepy Time Down South” mindsets and pension daydreams. Second, that university curricula must include degrees in economic and workforce transition so the economic dislocations which are immutable facts of life don’t always catch us unprepared; that regulation is nothing more than public consent to be exploited on sensible terms or for the environment to be altered on sensible terms; and that the Dillon rule is no more than a way to dumb down so disadvantaged geographic sectors of a state exercise an hegemony that their abject lack of success has otherwise precluded. n bly that does not currently exist? I would bring the perspective of a moderate to a very conservative House of Delegates. As a former Republican and someone who was appointed to serve on the Fairfax Water Authority Board by Republican supervisors, I have the experience of working with people of both parties and also doing what’s best for the local community. I’m fiscally conservative and socially moderate. I will fight for tax incentives for small businesses but also respect women’s access to reproductive health care. As Treasurer of McLean Community Center’s Governing Board, I obtained a 10 percent reduction in the small district tax while establishing the Firehouse Teen Center and the McLean Project for the Arts at the community center. n

funds for disbursement based on our priorities for today. Businesses adjust their budgets to changing priorities, our state government should be able to do the same. We need to fix the problems we have but live up to, and pay for, the mistakes or decisions of past legislatures. For example, we must fulfill our obligation to current retirees in the Virginia Retirements System. But we also need to change the program to be sustainable for new hirers by changing from a defined benefit program to a defined contribution plan, as have most business done already. n

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of the revenue burden to localities. A major priority of tax reform has to include mechanisms to alleviate the burden on localities and address the grossly out of balance reliance on real estate taxes to fund the costs of local government. 5. What would new perspective or idea would you bring to the General Assembly that does not currently exist?

Comstock Continued From Page 47

support Del. Tom Rust’s bill allowing Northern Virginia to keep more of our tax revenue here to work for us on transportation. I also support legislation that would prioritize our transportation spending based on congestion relief and economic benefit so we start with the projects that provide us with the most revenue to in turn create more revenue prosperity for the next project. With the increased Northern Virginia representation after redistricting we have the opportunity to make transportation funding a bigger priority in the overall budget. 4. What are your budget priorities and how would you achieve them, and will additional fiscal responsibilities continue to be passed down to local governments? My budget priorities will continue to be what my constituents have made clear are their priorities: Focus on jobs as our Job #1 and keep Virginia #1 for jobs. Then we need to prioritize our spending on our schools and our roads in order to support attracting the top jobs to our community. This will provide more money staying in our communities. In addition, we will ask the localities to work

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I have a unique perspective as the only woman in my caucus, the only member with a significant professional and legal background in public policy and government ethics, and the only mom in the Senate who is raising a very young family. I am very sensitive to the practical value that brings and the tremendous opportunity. I have to work in a bi-partisan way with my colleagues on so many issues that are relevant to my community. n with us to identify unfunded mandates that we can remove that will ease their financial pressures. We also can continue to audit all of our departments to identify resources the way we did with VDOT and found $1.4 billion that was not being used for our roads and now is getting out the door. 5. What new perspective or idea would you bring to the General Assembly that does not currently exist? I am one of the few small businesswomen in Northern Virginia in both my caucus and the General Assembly. This year I was able to pass a Telework Tax Credit Bill—the first such bill in Virginia—by working on a bipartisan basis to stress how this was a win-win solution that can help relieve traffic congestion but also give employees and employers more workplace flexibility and be part of a helpful solution for working moms and dads to have more time with their families. I had worked on this issue with Congressman Wolf on the federal level and I had teleworked myself over the years and I was able to bring my public and private sector experience together on this issue to work for my constituents. Related bills had languished over the years and I was able to bring a new voice to the table to produce results. n

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e sure to stay tuned to leesburgtoday.com on election night for frequent updates on the results as the vote tallies are reported from precinct leaders. The polls close at 7 p.m. Nov. 8 and you can expect to read some of the first results as early as 7:30 p.m. with online coverage continuing through the night until all the votes are tallied.


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2011 ELECTION GUIDE

OCTOBER 28, 2011

Vote November 8 th to Re-elect

Scott York

Chairman of the Board

Protecting Loudoun’s Future

Experienced leadership we can count on!

Scott is also endorsed by:

Scott is committed to a strong Loudoun economy, lower taxes, and further improvements in transportation, education and public safety. Scott’s leadership on economic development has attracted 46,000 new jobs to Loudoun County since 2000. Scott has strengthened Loudoun’s rural economy, where gross sales have doubled to over $68 million annually since 1998. Scott worked with Governor McDonnell to secure state funding for a new interchange at Route 7 and Belmont Ridge Road and for the Sycolin Road flyover. Scott obtained funding for the engineering design work that will allow the four lanes on Route 606 to be completed. Scott fought for a $500 million reduction in the over-priced Rail to Loudoun project, which will reduce the cost to Loudoun commuters. Scott led the successful effort to overturn former Governor Kaine’s scheme to eliminate millions of dollars in state funding for Loudoun’s public schools. Scott’s worked for the County policy that requires developers to pay 100% in “proffers” so current taxpayers don’t shoulder the costs associated with new housing.

Governor Bob McDonnell

Congressman Frank Wolf, 10th District Lt. Governor Bill Bolling “Chairman Scott York continues to lead Loudoun County with vision and Congressman Eric Cantor determination. During his public stewardship and service, the county State Delegate Thomas “Tag” Greason has truly become a place where residents, families, and businesses State Delegate Joe May can enjoy an unsurpassed quality State Delegate Tom Rust of life, work, worship, play, and Supervisor Lori Waters start and grow a company. Clerk of the Court Gary Clemens I am proud to endorse Scott York Treasurer Roger Zurn to continue to lead Loudoun County Commissioner of the Revenue Bob Wertz forward toward an even better, Virginia’s Police Benevolent Association safer, and more prosperous future.” www.leadership2011.org - 571.934.6144 - York4Loudoun@leadership2011.org Friends of Scott York, P.O. Box 651134, Potomac Falls, VA 20165 Authorized and paid for by the “Friends of Scott York”


Leesburg Today's 2011 Loudoun County Election Guide