The questionnaires created for candidates have been a great tool for helping the average everyday citizen understand what each candidate may or may not believe. I have read as many answers to the questionnaires I could. I especially enjoyed the coverage at Guarino's blog.
While it is absolutely necessary to have questionnaires for candidates, I feel that another good way to size up a candidate that is running for re election is to find how their old questionnaires from the previous election were answered.
I easily found Carmany's answers to the News and Record's 2005 City Council Questionnaire and decided to post them and look over her answers to see how she did two years later. Carmany's blog shows she is not afraid to have her thoughts available for the public.
My thoughts are in red:
Wednesday, August 31, 2005A close review of all city departments is needed. What were the results? What was done?
News & Record questionnaire
I had originally planned to post my responses to the News & Record's candidate questionnaire after they published it on their planned candidate website. However, after seeing that Don Vaughan had already posted his today, I checked with Allen Johnson to see if he had a problem with me doing this also. Allen gave me the "all clear" so here are my responses to the questionnaire.
1. Candidate name --Sandy Carmany
2. Office you seek - Greensboro City Council, District 5
3. Occupation - Community volunteer and activist, former media assistant in Greensboro Public Schools
4. Age - 56
5. Education - Graduated as valedictorian from Southeast Guilford High School in 1967; attended NC State – chemistry major
6. Address - 1504 Larson Street, Greensboro, NC 27407-3545
7. Web site/blog/email address - http://sandycarmany.blogspot.com/,scarmany@aol.com
8. Previous elective experience - Greensboro City Council, 1991- present
9. Other relevant experience (boards and commissions)CurrentCity Council liaison to the War Memorial Commission (coliseum)Greensboro Transportation Advisory Committee (chairman); member since 1995Piedmont Authority for Regional Transportation (chairman); member since 1998Triad Early Action Compact (vice-chairman); 2003 - presentPiedmont Triad Council of Governments (Executive Committee); 2004 - presentPiedmont Triad Regional Planning Organization; 2003 - presentNorth Carolina League of Municipalities – member of the Transportation, Communication, and Police Services policy committee; 1999-2003, 2005 -presentPiedmont Triad Partnership Foundation board; 2003 - presentGreensboro Partnership Strategic Planning Committee, Infrastructure and Growth Management Task ForceNC Women in Municipal GovernmentCharter Schools Advisory Committee for the State Board of Education; 1996 - presentNorth Carolina-Moldova Bilateral Committee; 2000 - presentPastEnrichment Fund for Guilford County SchoolsCitizens for Public SchoolsPublic School ForumAll America City CommitteeLeadership GreensboroTriad Leadership NetworkLeague of Women VotersNC School Improvement PanelCitizens for Responsible GovernmentGrimsley High School Student Health Center advisory boardPTA InvolvementNational PTA -- Board of Directors, 1994-1999; chair of State Presidents’ Conference, 1997-98North Carolina PTA -- President, 1994-1999; Board of Managers – 1982- 2000Greensboro Council of PTAs -- President – 1987-88, other board positions prior to thatLocal PTAs -- President for two terms at both Hunter Elementary and Allen Junior High plus other office and committee positions at those schools, Smith High and Jones ElementaryAwards2005 Local Leader Award, given by the NC Public Transportation Association2003 Champion of Transportation, awarded by NC Go!2002 Woman of Achievement – Government, given by the Greensboro Commission on the Status of WomenNorth Carolina PTA Life Member – given by David Jones School PTANational PTA Life Member – awarded by North Carolina PTAVolunteer of the Month – awarded by Greensboro Public Schools
10. Family - Married to Robert M. Carmany for 37 years; 3 sons, 7 grandchildren
11. Why have you chosen to run for this office?I have the knowledge, leadership ability, communication skills, dedication, and common sense to be an effective representative for District 5 as well as to make good decisions for the city as a whole. I am an independent person who represents the average citizen and taxpayer. Over the past 14 years, I have participated in key decisions for Greensboro that have secured a safe and adequate water supply, provided for important transportation improvements locally and regionally, and put a plan in place to direct the city’s growth – all while maintaining a stable tax rate. I want to continue that community service and complete work on other important issues such as solving our air quality problems, attracting quality economic development and jobs, and completing several major transportation initiatives such as the eastern portion of the urban loop, the University Connector bus service, and PART’s regional mass transit system.
12. Key qualifications you would bring to the jobExperience in community service in a wide variety of areas, especially in transportation-related issues; proven leadership ability; high energy level; good communication skills; dedication to do whatever it takes to get the job done right; excellent working relationships with other elected officials throughout the Triad region
13. What distinguishes you most from your opponent(s)?Extensive elected and community experience(Since I know nothing about my opponents except for the small amount of identifying information published in newspaper articles so far, I don’t have accurate information on which to base my response.)
14. Key campaign issues and your stances on those issues (briefly, please).
Providing efficient city services at the least cost to taxpayers – ready to do an in-depth review of each city department and their programs to check for relevancy, redundancy, and cost- effectiveness.
Building and maintaining an efficient transportation network including pedestrian, bicycle, and mass transit options in addition to safe, uncongested streets – secure the funding to complete key projects such as the eastern urban loop, expanded city bus service, and regional mass transit (either expanded bus service or light rail, depending on study results)Planning for desirable growth with appropriate infrastructure and services to support it – complete and adopt the new Land Development Ordinance to further define and implement the policies identified in the Comprehensive PlanBuilding strong neighborhoods through support of affordable housing initiatives, increased communication with citizens, and community watchesProtecting our environment through recycling, watershed and stormwater management, and increased conservation – also need to implement ozone reduction strategies to improve air quality and avoid designation as nonattainmentInsuring adequate water and sewer capacity with continued conservation, sensible use policies, and additional sources – get the pumping station and water lines from Randleman Lake constructed, continue sewer line rehabilitation to remedy spills and overflows during rainy periods, adopt new water-sewer policy as proposed by retired city manager Ed Kitchen in order to leverage this precious resource in a sensible wayContinuing efforts to enhance public safety and traffic enforcement and reduce crime – I support the neighborhood policing concept and the SCORE program to focus city resources on problems in specific areas.
Since 2005 has the crime rate gotten higher in District 5? I need to know what SCORE is?
15. Where do you stand on economic incentives? Should the city’s policy include incentives for retail development? Economic incentives are a “necessary evil” that should be awarded sparingly to companies bringing quality investment and jobs to Greensboro. These incentives should not be viewed as “entitlements” that are automatically available for the asking. Incentives should only be offered only when the city is in genuine competition for a particular project where the incentive may truly positively influence the final location decision.I do NOT support awarding incentives for retail development at all. Except for upper management positions, those salaries are minimum wage or slightly higher and do not necessarily indicate quality jobs. In addition, these new retail establishments do not generate that many dollars in NEW consumer spending,but merely redistribute sales from existing retail businesses already in the area.
16. What lessons do you think should be drawn from the collapse of Project Homestead?Any and all programs receiving public funding from the city MUST comply with strict accounting and auditing procedures – PERIOD!!! – to ensure organizations are financially sound and are spending the money appropriately. Rules and procedures are usually established for good reason, and no one should be allowed to circumvent them, regardless of whom they are.
I am not convinced this is taking place. The bad press the city got for the handling of some construction contracts gives me some doubt.
17. Do you support the raises the City Council voted for on Aug. 16? Why or why not?Yes. The City Council salary has remained the same for the past 17 years, and even with the raise, is still a relatively small sum when considering the amount of time council members must devote to the job. Service on the city council should not be limited to people who are independently wealthy, and a higher salary makes it possible for a wider range of people to be able to afford to devote the time to serve.I think the city council handled the process appropriately by publicly discussing the proposal, by keeping the increase reasonable, and by applying it to the NEXT city council in the NEXT budget cycle.
18. Have the mayor and City Council done an effective job in addressing Greensboro’s economic needs? What more should they do?Yes, look at our recent successes in attracting FedEx and the CitiCard call center and expansions at RF Microdevices, Volvo Trucks, and Market America.One of our assistant city manager’s main responsibilities is to help recruit new businesses and work with existing ones to find workable solutions for any problems they may be experiencing with city codes and requirements. We have a strong incentive policy that is used to attract good-paying jobs to our city. We have developed a dependable and efficient infrastructure system – good transportation options, water availability, sewer capacity, and solid waste disposal – necessary to support business development and have provided excellent recreation facilities and libraries to enhance a desirable quality of life. Lastly, we have kept the tax rate at an affordable, competitive level to keep the cost of doing business at a reasonable level.One of the obstacles we identified during the competition for the Dell facility is the lack of large “ready-to-go” sites on which to construct new businesses. We need to explore ways to partner with the development community to acquire workable sites and make sure they are accessible and equipped with the appropriate infrastructure in order to respond quickly to the next opportunity.
19. There has been discord in the police department. Are the concerns expressed by some officers being adequately addressed?Personnel issues in any city department (except for the hiring/firing and evaluation of the city manager) are outside of the realm of the City Council’s legal powers and responsibilities. The council sets policy direction, making the staff aware of particular needs we would like to see targeted, and approves funding for those departments to carry out those programs. It is up to the professionals -- in this case the Police Department -- to determine the most effective ways to achieve those goals.Of course, I am very interested in the concerns that have been raised by some of the officers, particularly since one of my sons is a police officer. However, I have great confidence that our city manager (who is ultimately responsible for all personnel matters) will work with the police chief and the concerned personnel to thoroughly investigate the complaints and take appropriate action if and when it is needed.
20. Where do you stand on the concept of regional cooperation? What role, if any, should the City Council play? What types of issues, if any, call for regional solutions? Regional cooperation is an essential ingredient to the continued viability of Greensboro and the entire Piedmont Triad region. While each individual city and town must retain its own unique identity, we can strengthen our economy and improve services at less cost by cooperating with each other, lessening competition among us, and pooling resources.The City Council will have to formally agree to participate in any potential projects, including identifying possible funding or revenue-sharing options.Transportation projects (both highways and transit) that cross jurisdictional lines, economic development opportunities, water and sewer capacity, solid waste disposal, coordinated land use policies, and development projects such as the Heart of the Triad are among potential areas of cooperation.
21. What living Triad resident you respect/admire most? Why?I admire recently retired city manager Ed Kitchen for his dedication to the City of Greensboro and for the high standards of integrity and productivity he set for himself and for those who worked for him.
22. What should be the city’s role in endorsing or participating in the investigation and hearings into the Nov. 3, 1979, Morningside Homes shootout?The city should not have any official role in this process beyond providing pertinent public information and documents. Past and present city employees may choose to participate -- or not -- on a personal basis without fear of retribution. While I have serious concerns about the accuracy of any findings 25+ years after the tragic event due to fading memories and unavailability of key witnesses, I will reserve final judgment until I have read the completed document.
What was Carmany's take on the GTRC? Did she really read the entire report?
23. If you are an incumbent, what vote or decision as a council member would you change in retrospect? What led you to change your mind?While I frequently voted against Project Homestead’s proposals that were submitted outside the normal application process, there were a couple of projects I did vote for because they appeared to address a real need in the community. Now knowing about the organization’s ongoing financial irregularities and problems, I wish I had been more forceful in voicing my concerns at the time and withheld support for ANY of their projects until the city’s audit requirements and concerns were satisfactorily resolved.
How come she did not know about about the financial problems going on with Project Homestead? Certainly there were Many audits done.
24. If you are not an incumbent, what vote or decision of the council would you overturn? Why do you disagree with the decision?NOT APPLICABLE
25. Is there a service that the City of Greensboro should provide that it does not do now, OR, is there a service that the City of Greensboro now provides that it should no longer provide? Experience has taught me that services viewed by one citizen as totally unnecessary are considered absolutely essential by another. As a general rule, we should offer the basic services cities normally provide and not stray into service areas traditionally funded by county, state and federal governments. I do not have specific program cuts or additions in mind at this time, but I am looking forward to a department-by-department review and evaluation of city services to determine if there are obsolete or ineffective programs that could be eliminated.
There is the department by department review brought up again. Did this happen? If so, where are the results?
I have contacted Carmany and asked for her input. I hope she has time to give a brief statement.
1 comment:
Here are my responses to your concerns:
My original statemtent:
Providing efficient city services at the least cost to taxpayers – ready to do an in-depth review of each city department and their programs to check for relevancy, redundancy, and cost- effectiveness.
Your concern:
A close review of all city departments is needed. What were the results? What was done?
My response:
During the 2006-07 budget process (the first one following the 2005 election), the City Council divided itself into three subcommittees. Each subcommittee was assigned 1/3 of the city’s departments to meet with, review programs in depth, understand their operations and budget needs, and make recommendations to the full council for potential cost savings (and/or service enhancements where justified). Here are links to a couple of my posts reporting on that process at the time.
http://sandycarmany.blogspot.com/2006/03/council-budget-committees.html
http://sandycarmany.blogspot.com/2006/03/meetings-meetings-meetings.html
It was originally intended to repeat this process every year with each subcommittee examining a different 1/3 of the departments each year so that over a three-year period, each councilmember would have participated in the review of every city department. While I found this exercise useful and was willing to participate in it again, my fellow councilmembers decided NOT to use it for the preparation of the 2007-08 budget, citing the tremendous amount of time and extra meetings that it required.
Therefore, to identify potential cuts during the 2007-08 budget cycle, the city manager instructed each department to trim their budgets by “X” % and asked them to identify program cuts that could be made if their department was forced to eliminate “X” dollars from their budget. Many of those proposals are the ones approved by a majority of the city council in cutting the manager’s proposed property tax increase in half.
My original statement:
…Continuing efforts to enhance public safety and traffic enforcement and reduce crime – I support the neighborhood policing concept and the SCORE program to focus city resources on problems in specific areas.
Your concern:
Since 2005 has the crime rate gotten higher in District 5? I need to know what SCORE is?
My response:
The crime rate is generally up citywide, statewide, and nationwide so it is by no means only a District 5 issue – unfortunately it’s happening everywhere. There is a complex range of social issues – bad economic situation, drug use, gangs, lack of strong family involvement and guidance, etc. – that contribute to this problem. While more police officers/better enforcement can help arrest more criminals AFTER the crime has been committed, no big changes will occur until progress is made in addressing those other social ills and hopefully avert the crime occurring in the first place. As Community Resource Officer Miller stated at a community watch meeting I attended earlier this week–“The solution to the problem isn’t the electric chair, it starts in the high chair.”
SCORE stands for Strategic Coordination of Resources. The SCORE team is composed of city staff from the Housing & Community Development, Engineering & Inspections, Parks& Recreation, Planning, Police, Fire, Transportation, and Environmental Services departments. The team is assigned as needed to concentrate on specific areas of the city (such as the Overland Heights area in District 5, for example) that are experiencing particularly bad problems. They use a holistic approach and tackle a wide range of issues such as stepping up code enforcement and boarding up dilapidated homes where drug dealers may be operating, improving street lighting, adding temporary walking patrols, making suggestions to private property owners on how to better protect their property, identifying specific issues that are contributing to the negative activity and trying to correct them, etc.
My original statement:
16. What lessons do you think should be drawn from the collapse of Project Homestead? Any and all programs receiving public funding from the city MUST comply with strict accounting and auditing procedures – PERIOD!!! – to ensure organizations are financially sound and are spending the money appropriately. Rules and procedures are usually established for good reason, and no one should be allowed to circumvent them, regardless of whom they are.
Your concern:
I am not convinced this is taking place. The bad press the city got for the handling of some construction contracts gives me some doubt.
My response:
An additional person was added to the city’s internal audit division with the specific task of reviewing and auditing the accounts of any group receiving grant money from the city. Nonprofits that apply for city funding must now submit their yearly audit as part of the application process, and must submit yearly audits to the city on any city monies they receive – they are not funded if these criteria are not met.
Second, the city council directed that all grants totaling $10,000 or more be brought before the council for an official vote. These items appear on our agenda at almost every meeting.
My original statement:
22. What should be the city’s role in endorsing or participating in the investigation and hearings into the Nov. 3, 1979, Morningside Homes shootout? The city should not have any official role in this process beyond providing pertinent public information and documents. Past and present city employees may choose to participate -- or not -- on a personal basis without fear of retribution. While I have serious concerns about the accuracy of any findings 25+ years after the tragic event due to fading memories and unavailability of key witnesses, I will reserve final judgment until I have read the completed document.
Your concern:
What was Carmany's take on the GTRC? Did she really read the entire report?
My response:
Here’s my response copied and pasted directly from my answer on the 2007 News & Record candidate questionnaire found at http://www.news-record.com/apps/pbcs.dll/article?AID=/20070905/NRSTAFF/70904011
I stated from the outset that I did not believe the City Council had any role to play in the TRC process, and I have not changed my opinion since that time. My detailed reasoning is outlined in the blog posts I wrote found at
http://sandycarmany.blogspot.com/2005/03/truth-and-reconciliation-project.html
and
http://sandycarmany.blogspot.com/2005/03/follow-up-on-trc-debate.html.
The final report, in my opinion, 1) did not provide concrete answers to resolve the issues, 2) did assign heavily one-sided blame to the Greensboro Police Department that I had predicted it would, and 3) included several off-topic "social agenda" recommendations not germane to the November 3 tragedy. While some of the individual participants in the horrible events of November 3 may have gained personal insights, understanding, and some semblance of peace during the TRC process (hurrah for them!), I do not believe the city as a whole benefited from the process.
Yes, I have my own personal copy of the TRC report and have read it cover-to-cover.
My original statement:
23. If you are an incumbent, what vote or decision as a council member would you change in retrospect? What led you to change your mind? While I frequently voted against Project Homestead’s proposals that were submitted outside the normal application process, there were a couple of projects I did vote for because they appeared to address a real need in the community. Now knowing about the organization’s ongoing financial irregularities and problems, I wish I had been more forceful in voicing my concerns at the time and withheld support for ANY of their projects until the city’s audit requirements and concerns were satisfactorily resolved.
Your concern:
How come she did not know about about the financial problems going on with Project Homestead? Certainly there were Many audits done.
My response:
Project Homestead, with political interference from a majority of councilmembers at the time (CERTAINLY NOT ME!) and a former city councilmember who handled Homestead’s financial matters for a time, managed to avoid and sidestep a thorough audit of all its finances despite the city audit staff’s attempts to do so on a number of occasions. Besides funding requests that sometimes circumvented the normal application process, the only concern that the city council had been alerted to was how the “development fees” charged by Project Homestead were being booked and used, and even the report on that was significantly watered down, again to city council political interference. Thus the city council had no true picture of the financial situation of Project Homestead until a majority of city council FINALLY refused to block a full audit that eventually revealed the existing problems.
My original statement:
I do not have specific program cuts or additions in mind at this time, but I am looking forward to a department-by-department review and evaluation of city services to determine if there are obsolete or ineffective programs that could be eliminated.
Your concern:
There is the department by department review brought up again. Did this happen? If so, where are the results?
My response:
Please see my response to your first question.
I hope this clarifies things for you!
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