|
1. Higher property tax assessments produce higher taxes even while the millage rate remains the same. Will you lower the millage rate and reduce taxes? If so, what areas of the budget will you cut in order to lower taxes?
The millage rate was reduced twice in the last four years. Since consolidation the millage rate has dropped from 15.95 to 12.80. Staff is required yearly to show a 2% reduction in their operating budgets and provide information on the impacts to services that would result from these cuts. A management and budget analyst has been added to the Finance Department for the purpose of auditing departmental services, programs and costs to determine additional cost-saving measures and efficiencies.
More significant tax reduction can be achieved by promoting the expansion of existing businesses and revisions to the state tax code as supported by both statewide organizations, GMA and ACCG - that would allow for rollbacks in the millage rate as well as the state sales tax. The Chamber should get behind these efforts.
Underperforming properties should and are being aggressively tackled for redevelopment purposes, i.e. blighted neighborhood properties turned into new housing and businesses. Tax Allocation Districts can provide additional revenue through the development of underperforming commercial and industrial properties.
2. Please state what you consider (to be) the top 5 responsibilities of the Mayor:
Champion the community's exceptional qualities and serve as ambassador; set the agenda; appoint charter officers, municipal court judge, and citizen committees; encourage citizen engagement; create a conducive working environment among citizens, staff and elected officials that leads to positive action and promotes the community's vision.
3. Given your answers to question #2, where do you plan to put most of your attention in the first year of your term if you are elected? Where do you plan to put most of your attention in the subsequent years of your term?
When re-elected I hope to place attention on the recommendations from the Partners for a Prosperous Athens initiative. Specifically, I would like to focus on: housing affordability and availability lifecycle and workforce housing; responses to the Entrepreneur Friendly designation questionnaires and continued job expansion as part of an economic development focus; an Energy Policy; increased transportation choices to alleviate congestion and air pollution with efforts toward creating a more walkable community; improving the general health and well-being of the community with a focus on reducing the high incidence of obesity; neighborhood revitalization particularly in areas with high levels of blight.
4. How would you amend the plans and review process to make it more streamlined and effective?
Once a submittal is made staff comments are provided within 9 working days. The developer is then responsible for returning the plans with revisions in response to staff comments. Staff comments at this point typically take a week.
Staff is currently working on a web-based application for plan submittal as a way to bring additional efficiency to the process. If there are specific problems identified, I am always open to discussing suggested remedies. Our process and our staff have been frequently praised by professional developers for their handling of the plans and review process yet we seek continuous improvement.
5. How do you see the Commission and Mayor working with the Economic Development Foundation to bring new Industry to ACC?
The M&C have supported the EDF first and foremost, by providing the majority of its funding, both direct and in-kind, since its inception. As for bringing new industry see answer to #8. Additionally, a positive working relationship with the board and executive director is paramount. When Project Aardvark was considering Athens-Clarke County, for example, the EDF worked with the M&C to provide project support in the form of $1 million towards roadwork associated with the hoped for expansion of the Athens Technical College campus. Opportunities to attend trade shows should be explored as a proactive measure.
6. What kinds of industry/business do you believe that this county should try to attract? What do you the local government should do to improve our chances of attracting such industries?
We should capitalize on our music/art industry, bio/agro sciences, medical services, industries of the mind, hospitality/tourism industry, light manufacturing, etc. that don't place additional strains on infrastructure and the environment yet provide decent wages plus benefits and opportunities to move up the career ladder, if so desired.
See answers to previous questions.
7. How will you attract business to industrial sites such as the Orkin tract?
ACC and Oconee County are working towards an inter-governmental agreement that will assist potential developers who are not interested in jurisdictional lines. I have a very positive working relationship with Department of Economic Development Commissioner Craig Lesser and Deputy Commissioner Chris Clark as well as other members of their local staff. The same can be said for my solid working relationship with the Georgia Power Economic Development Team, in particular Jim Sykes and Rope Roberts. As stated in another question, another positive venture would be to attend trade shows in the areas of focus mentioned.
8. Do you have any specific ideas on how the county commission and Mayor might be able to encourage business growth in Athens-Clarke? What type of business growth should we encourage?
The most important thing that any local government can do to support and enhance business is to be diligent about making every effort to create, maintain, and enhance our community as a place where people want to live. You cannot attract good business growth into a city in which no one wants to live because it has a compromised environment, blighted neighborhoods, poorly maintained roads, a lack of parks and other leisure and cultural amenities, is unsafe, and so on. Employers want their employees to have a good quality of life. The M&C can continue their support of the Airport Master Plan.
The M&C can work with the recently formed committee that is exploring ways to graduate companies out of the UGA incubator into the community. This will encourage expansion of existing businesses while providing incubator space for newly created ones.
See answers in previous questions.
9. Do you support creating a preference for local business in the bid process that Athens-Clarke uses to evaluate bids? Is so, how would you see this preference working?
ACC Municipal Code section 1-7-27 specifically expresses preference for local businesses, which I support. ACC also has a Minority Business Enterprise (MBE) policy, which I also support.
10. Have you visited any of the major manufacturers or large employers in this area? If so, which ones?
Yes. University of Georgia, Eaton, Nakanishi, CertainTeed, Noramco and Merial (but not in restricted areas), ABB/now Power Partners, Westclox, Levolor and Veratec (now gone), DuPont (has new name), Carrier Transicold, Athens Regional Medical Center, St. Mary's Health Care System, McLane Southeast, probably every school in the CCSD system, Burton and Burton, Navy Supply Corps School, and probably more.
I have also visited hundreds of local small businesses shopped in many - which comprise a large and important segment of our economic base.
11. What experience do you have in the business world? How will you draw from that experience to help business thrive in ACC?
I've been involved with small business in many ways throughout much of my life. In high school, I worked every summer for my father at a shoe import company. In college, I worked for a large department store chain and a small beauty supply business as a bookkeeper. Other business experiences include retail gift shop and studio manager. My husband and I owned a small business for 11 years. I understand the challenges, struggles, and opportunities involved in business and never forget those lessons when dealing with business.
12. What will you do to enhance the business environment in the Athens Area?
See question #8
13. Are you a proponent of private property rights? Please explain.
Yes. Our laws support the full rights and enjoyment of all properties within the parameters of land use/zoning laws that define uses and their impact on neighboring and surrounding properties as well as the community as a whole.
14. What strategies should we employ to improve the local workforce so that we can attract industry?
We should support, encourage and collaborate with local schools and training institutions by offering assistance as needed that is within our ability to provide. I helped established biannual meetings with the Clarke County School Board for the purpose of creating a working relationship with this partner institution. Staff members from ACC, UGA, and CCSD meet on a regular basis to maintain open lines of communication and seek out opportunities for shared resources. Dr. Tydings, President of Athens Tech, and I are both board members of the Economic Development Foundation. We have an excellent relationship and are committed to finding opportunities for collaboration such as the recent grant proposal submitted with the assistance of the ACC Human & Economic Development Department. This department also works closely with community partners such as EADC, HCDC, and others to provide workforce training. Strategic recommendations are being formulated in the Partners for a Prosperous Athens and I am hopeful that this tremendous citizen group can develop creative recommendations. As a founding member of this effort, they have my full support and encouragement.
15. Please explain what you see as the purpose of the Planning Department. How would you make it more efficient?
The Planning Department's mission is, To effectively manage community change with regard to land use, transportation, historic preservation, urban design, and overall community development in order to ensure that the natural and built environment of ACC are of the highest quality.
Their purpose is to maintain an updated Comprehensive Land Use Plan to ensure orderly growth, as required by the state of Georgia , and to keep our QLG status so as not to lose out on any state grant opportunities. They also assist developers, builders, and homeowners in meeting the requirements of state and local land use, zoning and building codes. In the daily administration of the zoning laws, staff typically responds to 75-100 requests for assistance at the help desk every day while also responding to several hundred phone calls. Staff members also are responsible for transportation planning for MACORTS, development of COAs for historic properties, and as support to the Hearings Board, Historic Preservation Commission and Planning Commission.
16. What is your position on the storm water fee that the Commission imposed two years ago?
The storm water utility fee was in direct response to changes in our NPDES II Storm Water permit under the Clean Water Act adopted in 1970. These changes mandate that ACC must manage not only quantity, but also the quality of the storm water flowing into the river. The storm water utility fee is fair because it is applied to all property not just those that are taxable. By creating a utility that is fee-based depending upon usage, all properties are assessed equally and fairly with the burden of paying for the implementation shared by all properties. The permit change is directly attributed to the heavy amount of development that has occurred county-wide for many years without any controls to manage water quality.
17. How will you address the minority business community and work force in ACC?
ACC has a Minority Business Enterprise policy, which I support. I also support and encourage the efforts of our educational institutions that provide work force training. I have visited with the Minority Action Team of the AACoC to share opportunities provided by local government and other non-profits that support local businesses, such as HED's Athens-Clarke Growth Fund and EADC's micro-enterprise program. I have supported the NE Georgia Business Council's Minority Phone Book each year. Specific concerns are open to discussion and resolution.
18. In what cases do you favor the use of a moratorium by the County Commission ?
Moratoria should be used only in cases where loopholes are found in existing codes or certain development practices are creating negative consequences whereby a solution is needed that cannot immediately be found. By applying a moratorium, staffs, elected officials and citizen stakeholders are provided the necessary time to consider the best course of action for the future to prevent further problems.
19. What, if any plans do you have for lowering taxes and constraining the county budget growth?
See question #1.
20. Do you support having all Athens-Clarke government meetings broadcast on the local access channel?
Yes. I have consistently supported and provided opportunities for increased citizen engagement in their local government.
21. How do you address the fact that despite the Charter's promise that moving to a consolidated government would save taxpayer money by decreasing the size of government through attrition and combining departments, no such savings or decreases have occurred?
This question presents a false argument. No such promise is included in the Charter a document that establishes the form and structure of our local government. The goal is to realize reductions in redundancy and improve efficiency and we continuously strive to meet that goal.
On a per-capita basis, the number of employees is about the same as before consolidation. The millage rate has dropped from 15.95 to 12.80 mills. Despite the drop in millage rate and the ratio of employees to citizens remaining steady, costs of goods and services and population has increased with a corresponding and, probably greater, level of services provided to the community to meet citizen needs and demands.
Growth and increased development necessarily increases demands on our infrastructure such as water, sewer, roads and road maintenance, street lighting, stormwater quantity and quality, and a commensurate increase in personnel needed to install and maintain that infrastructure. The total cost of service delivery corresponds with increased development.
I have initiated work on an energy plan designed to reduce both costs and pollution as one method of lowering the cost born by our taxpayers.
22. What is your stand on TDRs?
I support the concept of TDRs and delivered on my promise to appoint a committee to study the feasibility of TDRs in Athens-Clarke County . This committee continues to meet with stakeholders from all parts of the community including those who have an interest as businesses, developers, environmentalists, landowners, and other citizens. I await their recommendations.
23. What is your stand on sending and receiving zones?
Sending and receiving zones are necessary components of a TDR program.
24. What ideas do you have for cleaning up downtown aesthetically and maintaining a healthy business environment downtown?
These two issues go hand-in-hand. Working closely with all downtown partners, including the ADDA, of which I am a member, and its staff, businesses and property owners, churches, residents, local government including the Classic Center, UGA, etc. to establish cooperative working relationships, seek out mutually beneficial solutions and opportunities to partner is the key to a healthy environment downtown.
A safe, clean, pleasant downtown spells success for everyone who enjoys this important community asset. Everyone who has a stake in downtown should exercise great pride and responsibility towards this goal. Downtown is an interdependent enterprise. To think otherwise will be to its peril!
Businesses and other property owners can help by keeping areas within close proximity to their operations, such as sidewalks, alleys, parking lots, etc. neat and clean throughout the day. Businesses/property owners should immediately remove any and all graffiti on their property. Buildings should be kept in good repair so as not to detract from other downtown businesses. A sense of pride and ownership would eliminate the need for government intervention, in many cases.
Local government should consider additional clean-up crews to meet the growing demands of a 24/7 hospitality/retail industry that currently defines our downtown. Trash and recycling pick-up times can be re-evaluated along with other cleaning methods such as additional pressure washing of sidewalks, etc.
Clean, attractive signage in strategic locations would assist visitors in finding places they wish to do business or visit. Streetscape amenities such as trees, benches, water fountains, bike racks, planters for flowers, etc. would contribute to an attractive and inviting downtown for all.
You can go to the Chamber PAC site to see the responses to these questions by the other candidates in the race.
Note, this website seems only to work properly when using Internet Explorer.
Back to Issues
|
