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Published on 6/2/2009

* Democratic mayoral candidates address the issues

Georgetown Mayor Lynn Wood Wilson and three members of City Council will be on the Democratic Primary ballot Tuesday.

The winner of next week's primary will face Republican Marty Tennant in November.

Bob Sizemore, a petition candidate, may also be on the November ballot if he collects enough signatures.

Wilson has been a member of Georgetown City Council since 1987 and has served four terms as mayor.

Rudolph Bradley, owner of Bradley Taxi Service, was elected to council in 2003.

Jack Scoville, a private attorney, is in the final year of his first term on council.

Peggy Wayne, owner of Wayne's Sporting Goods, took office in 2000.

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Georgetown and the whole country are in tough economic times. The city faces at least a $600,000 shortfall in its "enterprise" funds due to the indefinite closure of ArcelorMittal's steel mill. Do you favor fee increases on commercial and residential users to make up for this shortfall?

Bradley: Only if it is absolutely necessary.

Scoville: The shortfall is caused by the rising costs of chemicals and power for treating water and sewerage. The closing of the steel mill makes this much worse but is not the direct cause of the shortfall. At the present volume, it costs the City more to provide water and treat sewage than it gets back from the fees for these services. The costs of providing these services has continued to rise. Since 2005, the costs of power and chemicals for these departments has risen more than $400,000.

So the question is, how do we make up for the $600,000 shortfall? Do we take it out of the small amount left in reserve in the water and sewer funds? Or do we raise rates to cover the difference? Or do we raise taxes to cover it? Or do we transfer money from the only other source available, the electric utility fund reserve? It's got to come from somewhere. We can't stop treating our drinking water or sewage.

The only options are to continue to live off the dwindling reserves accumulated over the years or to raise the rates. I believe we should increase the reserves to provide for a disaster and to use them for infrastructure improvements within each department. Otherwise we go without upgrades or have to borrow the money for improvements, each of which is unacceptable. A reasonable rate increase is the only choice.

Wayne: These are tough economic times for everyone, every effort must be made to cut expenditures and operate more efficiently. We need to fully consider all other avenues before such a decision can be made. I am not in favor of increases and I am working and searching very hard to prevent this from happening.

Wilson: I favor a plan that puts the city on the road to recovering the fiscal health of the water and wastewater utilities with the least amount of impact to our citizens. This can be accomplished through a variety of methods. Of course one method is raising rates. The city could raise rates enough to cover the entire shortfall and that would be an increase of $2.55 per month or $30.60 per year for water and $4.15 per month or $49.80 per year for wastewater. The other option would be a combination of a minor rate increase and utilizing existing reserves to make up the difference. Whatever the decision is, we want to ensure that the fees established and charged are representative of the true cost to provide the service.

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How would you provide financial leadership to the city as mayor?

Bradley: First I would closely examine the city financial operation and then with the financial department I would make the logical economical decisions.

We would utilize what's in place by making it work better. Second, I would be more actively involved in the data gathering and processing thereby avoiding -- for example -- the overuse of the credit cards.

When feasible or possible I would utilize the local merchants. If they make more money then they could do more economically for the community.

I would make personal effort to court investors or business persons to invest in Georgetown. For example, Lowe's should have been in the city and not another area.

I would seek to minimize or stabilize the financial burden city government is placing on the public.

I would avoid financial blunders such as outsourcing the street sweeper which resulted poor service and a waste of money that should have been used to purchase a sweeper.

Scoville: I would provide financial leadership to the City as mayor by continuing to do what I have been doing since elected to City Council, making hard choices.

I have been pushing to wean the City off using our reserves for operating expenses. The City was in great financial shape in 1994. However, years of "kicking the can down the road" by avoiding tax and fee increases by living off the utility departments has finally caught up with us.

We have to have a businesslike attitude on City Council. The utility funds should not pay for operating and maintenance costs for the general government. Reserves should be built up to pay for necessary capital improvements without borrowing, such as the new Maryville Fire Station, upgrades to the water lines, and similar infrastructure improvements.

Wayne: With the assistance of our new administrator, there are several federal, state and local agencies that provide guidelines for these operations. There are accounting requirements that must be met by law. The city needs to run like a business for the benfit of the citizens it provides, every department needs to be accountable. Yes, each department must balance in the budget even if we must cut funds from this budget to make it balance. We can not waste funds that are provided by tax payers.

Wilson: I feel the most important issue is to foster a business friendly environment that is conducive to establishing and maintaining continual economic growth. This has to start at City Hall. We need to strengthen our partnerships with other governmental entities as well a community and civic organizations as we all work towards the same goal.

*

There has been a perception for years that "City Hall" is unfriendly to business and to residents of the city. What specific steps would you take to address this perception?

Bradley: I would have one on one conversations with those who have complaints, inform the department in question and , if needed, I would have the department person hear the complaint first hand. I would then monitor the department and then, from that point, make decisions to make government more friendly can be initiated.

Scoville: I would establish the position of Economic Development and Special Projects Director within city government. This person would be in charge of business outreach, promotion of the city as a good place to do business, and would act as a facilitator for new and expanding businesses in dealing with the city bureaucracy.

I would establish a business registry and database on all existing businesses.

I would have the city conduct an annual business survey to determine the wants and needs of the City businesses. I would appoint a committee of new business owners to meet with city staff to identify problem areas with the city's permitting processes.

I would appoint a committee of developers, real estate agents, contractors, and staff to identify problems with real estate development, zoning and building, and to make suggestions for improvements. For more specifics, see www.scovilleformayor.com.

Wayne: With the recent administration changes at city hall, I think this has started to improve, but certainly communication is the key. City staff is part of the benefits citizens pay taxes for, the staff needs to treat everyone as there most important customer. Provide communication & customer service training workshops for every department with specific measured goals for response time and turn around for handling customers request. Treat other as you would want to be treated.

Wilson: The City currently strives and needs to keep citizens and businesses well informed, but we can always improve on this practice. I think Government should reflect public opinion and works best when the citizens are well-informed. The City's ability to cultivate relationships effectively is driven by citizens and the groups that populate our community and we certainly welcome suggestions so that we can improve our services.

We are in the process of providing the framework for future growth and development of the City through the implementation of an updated comprehensive plan. Public input is needed for the seven elements, population, economic, natural resources, cultural resources, community facilities, housing, and land use. Each element includes an inventory of existing conditions as well as the goals for the element. The goals represent a combination of comments and concerns derived from many sources, but mainly our citizens. It is my hope that through this public input, we will receive information to better serve our City and foster improved community relations.

What will you do as mayor to develop a close and cooperative relationship with members of City Council and city employees?

Bradley: In order to foster good relationship one must get to know the person or persons he or she is trying to relate to.

I would be open to suggestions or new ideas, assure the employee of his right to respectfully disagree, or they do not have to go along to get along.

I would encourage input when and wherever possible.

Also, make sure council is not kept in the dark. For example, they would never have to hear information in the street first.

Avoid undermining or usurping their authority, orderly and timely meetings; making sure council gets all needed information in a timely manner to make informed decisions.

When ever there is a need for sensitivity I will show it.

Scoville: I would communicate regularly with each council member on issues. I would make sure each council member is fully informed on all issues with the City. I would treat each councilmember with respect and cordiality.

I would treat each city employee with respect and cordiality. I would attend employee functions such as the annual luncheons, etc., to interact with employees.

I would treat all employees in the manner in which I would want to be treated.

Wayne: I will have and open door policy for all people at city hall. I maintain that relationship now, people stop by our business, Wayne's Sporting Goods, regularly to share information and express their concerns. Goal Setting, communication, trust and accountability are essential to management and team building. There are probably tons of great ideas and creativity sitting idle with city employees, weather it be by department meetings, anonymous suggestion box or how about an email suggestion box i.e.:mycityofgeorgetown@cogsc.com for everyone to input. Working together to get the job done.

Wilson: Our City Council members do not necessarily agree on every issue and when we differ we need to remember we are elected to serve all the people. I believe my leadership has been based on being a part of a team and that we can successfully build upon this. Again, there is always room for improvement for the benefit of the community.

The success of the City depends upon our efficient use of resources to produce a quality product for our citizens. Our most important resource is our employees. I make every effort to attend and/or be present during events that recognize our City employees. Even though we are currently faced with potential furloughs and potential decreases to benefits, we support our employees and appreciate all of their efforts.

Growth is important to the city. How would you work to encourage business growth and make the city so attractive that people would want to live within the city limits?

Bradley: Encourage utilization of the charette. Create a good working relationship with the GBA Chamber of Commerce, County Economic Development and the County Delegate and also when possible and feasible would travel to the need.

Scoville: I would promote cultural and entertainment activities within the City, such as downtown concerts, art shows, the Swamp Fox Players, and events in the Winyah Auditorium.

I would promote the allocation of the Sunday alcohol sales fees to cultural and entertainment events such as bands to play in downtown parks on summer Saturday nights, public art, and similar things.

I would promote the establishment of a dog park in the city.

I would promote the improvement of existing parks and the establishment of new ones.

I would and am pushing for the County to purchase land adjacent to the Beck Middle School gym for a comprehensive recreational park.

I would promote more work force housing.

Wayne: There are programs such as grants, stimulus funds we have never applied for that could be to help develop the infrastructure of the city and preserve our historical assets so we can attract devepolment. We need affordable homes people can purchase as homeowners and participate in our tax base to increase our attractiveness. We need to take careful consideration of any business interested in coming to the city, what we can do to help them in a timely and expedient manner. We need to work with Georgetown County Economic Development to solicit more business to the City. Then sometime in the future, we could budget and afford a city representative to work with the county to represent the cities interest. Build it and they will come.

Wilson: There are a number of initiatives already in place to encourage business growth and to make the City more attractive. We implemented the main corridor overlay district a couple of years ago and you can definitely see improvement in that area. We have and continue to budget funds to improve our playgrounds and parks. We are also budgeting funds to improve/repair the Harborwalk as it is one of our most integral tourist destinations. We just approved a downsized version of the Highway 17 Drainage Project and will see improved drainage in the basin surrounding City Hall.

We will continue to encourage business growth, but need to increase our efforts by making the necessary contacts for economic growth.

Accounting requirements under "GASB45" state that the city has a potential liability of $54 million for healthcare for employees and retirees over the next 10 years. Should the city shift that burden to its employees, dependents and future retirees by restructuring premiums and benefits? Or, should the city continue to cover most of those healthcare costs?

Bradley: First of all health care costs have never been cheap. The city cannot continue to operate as usual with regards to health care nor can she shift that burden to the employee without considering a tremendous wage increase which is not viable.

Based on the health care cost information that was given during the budget workshop, the cost can be improved but before I can be 100% certain I must see what other insurers are offering.

Scoville: The City has a very generous retiree healthcare plan, much more so than other similar jurisdictions. This is another one of the things that have crept up on us because of the reluctance of City Council to make difficult decisions in the past.

In the past, this was not expensive but the rising costs of healthcare have pushed the costs of insurance ever higher. City retirees qualify for Medicare when they reach the age of 65. It makes no sense for the City to pay for coverage over and above what Medicare will pay for retirees.

The City should provide for Medicare gap coverage for retirees but should not continue to provide full coverage to all retirees at the taxpayers' expense. Retirees should pay a fair amount consistent with other similar jurisdictions for dependent coverage.

Wayne: The Center for State and Local Government Excellence helps state and local governments. The Center also identifies best practices and conducts research on pensions, retiree health security and financial planning. There are many Medicare Supplement Insurance plans that to my knowledge we are investigating now.

We don't need to reinvent the wheel, there could be viable plans that we could simply modify to meet our needs. We would never want to end up with a retirement payroll larger than our working payroll.

Wilson: Obviously, the city can't bear a $54 million additional liability. The most prudent method for conquering the enormous problem presented by GASB 45 is one that will both reduce the City's burden and have no effect on the employees. This is possible through a combination of changes to policies and rate plan structures. Neither of these approaches will have a significant effect on the employee's out-of-pocket expenses, but have the potential to dramatically reduce the city's liability. (This liability is calculated over the next 30 years, not 10.)

Staff writers Scott Harper and Tommy Howard contributed to this story.