City Council Candidates, Week 8

Joe Dunn
Jim Ellis
Ed Hay
Holly Jones
Carl Mumpower
Brownie Newman

Joe Dunn

The Truth About Asheville's Economy

The vital signs of Asheville's worsening economic crisis are obvious. It is
a classic case of declining economic vitality. The patient is on life
support systems now. Just look at the symptons.

1. Asheville lost millions of dollars from its tax base due to lost economic opportunities!
2. Our tax base has dropped to 1.5% growth from a five year average of 2.5%.
3. Our city is now North Carolina's most expensive city to live in.
4. Our young people cannot find good paying jobs and must look elsewhere!
5. If our young people find a good job, affordable housing is non-existent.
6. The UDO has a stranglehold on business development.
7. Our over-regulated economy has slowed down and cannot grow.
8. Our air is not clean.
9. One dollar in every eight goes to parks and recreation, but our senior citizens have no help from city government.
10. Our budget last year was $88 million, but only $50,000 was invested in attracting new business.
11. Asheville has no revenue sources except property taxes and fees.

This patient needs a tranfusion of new ideas and leadership!
You can trust Dr. Joe Dunn to provide the leadership and make the right decisions.

Biographical Information about Joe Dunn:

• Grew up in West Asheville
• BA degree, University of North Carolina
• DMD degree, University of Louisville
• Served three years active duty U.S. Navy
• Married--two children. My daughter is a cardiology nurse at Mission hospital and my son is an Asheville firefighter!
• Served on Board of Deacons-First Baptist Church
• Serves as youth Sunday School teacher
• Past president--Buncombe County Dental Society
• Coached youth baseball 10 years-West and south Asheville
• Active in finding ways to provide access to dental care for deserving children
• Retired after 26 years private practice
  

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Jim Ellis

As a candidate for the Asheville City Council I have spoken to many folks and attended meetings almost every day. It is my belief the greatest problem facing all of us in the City of Asheville is the perceived differences now being emphasized. I hear and read about business vs. environment, neighborhood vs. the community as a whole, city vs. county, and on and on. I am ready to work to turn those differences into common ground. We all need to sit down at the same table if we are going to accomplish anything. I have been bringing people together for more than forty years - People at several Chambers of Commerce, Western Carolina Center, Black Mountain Center and numerous community organizations. If we've learned anything from our horrible September 11th tragedy, it is that we as Americans, with all of our differences, have an amazing capacity to come together for a common purpose when needed. I want to see Asheville come together just like the nation as a whole has done during the past month. Unless we come together in dealing with issues and listen to all sides, giving credence and understanding to all opinions, we will produce gridlock instead of the type of community we all want. I'm asking you to help me eliminate the gridlock.

My candidacy is dedicated to bringing folks together. I have decades of leadership training and community involvement to offer. I have made the tough management decisions during times of recession as well as those wonderful years of growth and prosperity. During my varied career, I was given the opportunity and responsibility to manage and work with hundreds of employees. I was honored to serve as Chairman of the Board of Trustees of UNCA, President of the North Carolina Chamber Executives Association and many other organizations during the past forty years. I currently serve as a member of the Asheville Regional Airport Authority, board member and treasurer of the Asheville Buncombe Community Relations Council, board member of Blue Ridge Mental Health and board member of the Center for Wholistic Health.

During my campaign meetings and candidate forums, the buzz words have been jobs, affordable housing, education, and the environment. Almost every candidate has emphasized these community needs. I agree they are important and must be addressed. It seems to me that all are connected. We can not attract good jobs if we're lacking in education, or the air is dirty or if reasonable priced housing is not available. In addition, taxes, highways, water, sewer, safety, livable neighborhoods, zoning, recreation and many more community requirements are similarly connected. Elected officials, community leaders and residents of the community must address all these needs because none of them can stand alone.

Please vote for Jim Ellis on November 6 and I'll be honored to go to work for ALL Asheville residents.

Jim Ellis responded to the following Forum Q&A:

How do you envision the future structure of the Regional Water Authority?

I support a review of the existing Regional Water Authority Agreement so the perceived inequities can be addressed and corrected. Cooperation with our neighbors is vital. I further support a 'true' regional agreement. We must not continue to be penalized by the North Carolina Department of Transportation for the expenses of relocating and installing new water lines during construction and widening of area highways. I am pleased that representatives of the City of Asheville, Buncombe and Henderson officials and members of the Water Authority are meeting in an effort to resolve differences and work toward a true authority. Water and sewer rates are too high and we must find solutions to bring these rates to a more reasonable level.

Biographical Information about Jim Ellis:

Jim grew up in Asheville, joined the US Navy at 17, returned to Asheville and completed 2 years at Asheville Biltmore Junior College. During his working career, Jim completed numerous management programs at Notre Dame University, Michigan State, Syracuse University and the University of Georgia. He had a successful career in chamber of commerce management and was CEO for Asheville, Lawrence, MA, New Haven, CT and Hickory NC. He spent the last 15 years in hospital administration and recently retired as business administrator of Black Mountain Center. Jim is proud to have served as Chairman of the Board of Trustees for UNCA and many other civic, charitable and professional organizations. He now serves on the Asheville Airport Authority, Asheville-Buncombe Community Relations Council, Blue Ridge Mental Health and several other organizations.

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Ed Hay

The results of the primary present our City with the task of electing what is, in effect, a new City Council. Other than myself, no candidate or present Council member was serving four years ago, and the "open" seventh seat means that those elected this time will control appointment of one more. Voters will need to ask themselves who it is they want running their City, and, more fundamentally, in what direction should we head.

I welcome new ideas and fresh approaches, and we are now certain to get that. But I also believe that we have accomplished a great deal in the past six years, and that we should be careful not to squander our hard-won progress.

As I write this, I have just returned from an announcement at Buttonwood Court, one of our affordable housing successes, where Mission-St. Joe's was announcing their innovative new program to assist its employees find housing. What struck me was that this great new idea was built upon the work of the past: the house was built by Mountain Housing Opportunities upon land purchased by the City for that purpose. Partners in the program included lenders and non-profits who were co-ordinating efforts. It was the culmination of a community effort which began some time ago, and would not have happened without that foundation having been laid.

We face an uncertain future. If you believe as I do that we have been building a solid foundation, then our votes should reflect a desire to keep that foundation in place. We must be willing to be open to new ways of addressing old issues, but we must also be cautious about making changes simply because we can. Candidates with limited agendas or narrow viewpoints may not contribute to the balanced approach which has worked well for us in the recent past.

One unique aspect of life in our City is that we seem to be able to identify common values, to agree about what it is that we like about Asheville. We can address each issue as it arises with a sense that, even in the face of strong differing opinions, we agree on what is fundamentally important. It is more than simply "building consensus", it is reaffirming community values by the way we do things. And in Asheville, we do things by listening first, respecting opinions, and making certain everyone feels heard. There is no role for Council members who have made up their minds in advance.

I have served on Council for six years, and have worked hard to earn your trust. I would like to continue to serve, to build on our progress, to help carry our community values with us into the next four years.

Biographical Information about Edward C. Hay, Jr.:

Home: 210 Blake Mountain Circle, Asheville, NC 28803 (828) 687-3723
Office: 137 Biltmore Avenue, Asheville, NC 28801 (828) 255-8085
Email: hay@cheta.net
Fax: (828) 251-2760

Personal Information:

Age: 52
Education: Davidson College (1971), University of Georgia School of Law (1974)
Managing Partner, Pitts, Hay, & Hugenschmidt, PA., Attorneys at Law. In law practice in Asheville since 1976.
Wife: Diana Soileau (writer)
Four Children: Sarah, Mary, Craig Hay (college students), Laura Buckner (junior at Asheville High)

Representative City Council activities:

• Vice Mayor (1997-1999)
• Chair, Task Force on the Future of the Civic Center
• Housing and Community Development Committee (Chair, 1997-1999)
• Economic Development Commission (city appointee)
• Board of Directors: Asheville-Buncombe Vision, Pack Place
• Liaison: Community Relations Council (former Board Member), Civic Center Commission, Airport Authority, Asheville School Board

Representative Community Activities:

• Recipient, 1997 Circle of Excellence Award, Leadership Asheville
• Pisgah Legal Services (founding executive director)
• Helpmate, Inc (founding director and past president)
• Asheville-Buncombe Discovery (past president)
• Asheville Fair Housing Commission (past president)
• Building Bridges Steering Committee
• Consumer Credit Counseling Service (past president)
• Leadership Asheville Forum (past president)
• Legal Services of NC, Inc. (past State Board member)
• New Hope Medical Center
• First Presbyterian Church and related Presbytery Committees
  

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Holly Jones

Relevant work experience, community leadership and educational background are the reasons citizens should cast a vote for Holly Jones. I have demonstrated a commitment to the community and an ability to be an effective leader. As the YWCA Executive Director, I have a proven track record as a strong manager, overseeing a $1 million dollar budget and 40 person workforce. I am not a newcomer to the issues that voters care about the most - housing, education, jobs. I have rolled up my sleeves and worked intensely to improve the quality of life for people in Asheville. My service includes: Education Coalition; Buncombe County Board of Health and the WNC HIV/AIDS Consortium. My education has prepared me for public service. I have a BA from UNC-Chapel Hill in Public Policy Analysis, a Master's of Divinity from Duke University, and a Master's of Public Health from UNC-Chapel Hill.

I am a leader who will listen to the concerns of a broad constituency and work to unite the community. I am a leader who understands that a healthy community is comprised of a strong private sector, public sector, and non-profit sector working together and building on the strengths of each other. I am a leader who cares about neighborhoods and cares about our economy getting stronger.

Two issues facing City Council are the civic center and the future of the water authority. I believe the Civic Center needs to remain downtown as a cultural and civic gathering place. If elected, I would want the following questions answered:

• What are the preliminary revenue projections after a major renovation?
• What is the feasible dollar amount that can be raised from private and public dollars?
• Are there a broader range of options for upgrading the building instead of the $52 million dollar renovation?

I would not support the Civic Center being renovated with property taxes, and I don't believe we should give our Civic Center away to private entities. The Civic Center is public space and belongs to the people.

The City of Asheville must participate in the creation of an independent regional Water Authority. Our future economic development prospects depend on our leadership being far-sighted and planning for the long-term best interest of Asheville citizens. When the NC Secretary of Commerce visited our community last month, he stated the biggest challenge across the state regarding economic development was regional cooperation. Finding a workable solution to this water predicament is a critical first step towards this end. Creation of an independent authority would send a positive message to businesses looking to locate in our region and would save local taxpayers millions of dollars in non-betterment costs. If an independent authority were created, there could be a separate agreement to lease the water department assets from the city, thus compensating the city for its investments.

This election is about the future of Asheville - and whether we move forward with progressive, forward thinking leadership that unites rather than divides us. Please vote for Holly Jones for City Council on November 6th.

Biographical Information about Holly Jones:

Qualifications and Background

Education:

• Master of Public Health, University of North Carolina at Chapel Hill, 1991-1993
• Master of Divinity, Duke Divinity School, 1984-1987
• Bachelor of Arts, University of North Carolina at Chapel Hill, 1980-1984

Employment:

Executive Director, YWCA of Asheville, 1996 to present
Responsibilities include: developing and managing $1.1 million operating budget with eight program departments and 24,000 square foot facility; Accomplishments include increased operating budget 66%; increased net assets 169%; completed $3.9 million capital campaign; established collaborative relationships with 75+ entities.

Community activities:

Buncombe County Board of Health; North Carolina Human Relation's Commission; Buncombe County Education Coalition; Kid's Voting; Western NC HIV/AIDS Consortium; United Way Minority Involvement Council; 2001 Athena Award from Asheville Chamber of Commerce

Neighborhood: Montford homeowner

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Carl Mumpower

With the primary now behind us, I would like to say thank you to everyone who honored me with their vote on October 9th. My thoughts are less on winning than accountability. It is important to me to deserve the support I received. I understand that this is a time for growth more than celebration. A time for reflection more than assumption. A time for laying personal ego aside and picking up personal responsibility. I intend to press myself in these directions.

Over the next month I intend to stay the course that I began two months ago. I intend to use my model for running for Council as the foundation for my model for serving on Council. I invite you to watch my consistency in this regard, and welcome your comments should I stray. Specifically, I intend to focus on issues versus conflict. I will be honest and open on my positions, and avoid pandering and catering to individual agendas. My goals are simple. I reserve my strongest interest for fairly distributed and responsive basic city services. I value common sense decisions that give consideration to the average person's real life reality. I view good jobs and a balanced economy as our best social service. I believe that governmental restraint and efficiency should come before tax increases. I believe that Asheville, as the population center of our region, should serve as a model of cooperation, leadership and vision. I have 5 guiding principles that I will use in upholding a positive role on Council.

1) Aim for the common good.
2) Focus on solutions over conflict
3) Provide leadership instead of control.
4) Be guided by principles over pressures.
5) Focus on balance, practicality, and restraint.

Over the coming month I'll look forward to sharing more of my position with you.

WEEK 8: My #1 priority is to use the "common good" as the primary filter for the decisions I make on Council. One way to define the common good is to look hard at three political paths that can be taken by those who interact with City leaders. First there is the "common interests" pool where most of us fall. This group is represented by people who demand very little as they seek to navigate the day-to-day realities of life in Asheville. There is an understanding that decisions need to be responsible more than popular. A second group is represented by "special interests". We have a large number of special interests in Asheville, and these advocates often speak strongly. At their best, these folks are here to educate us on issues that might otherwise be overlooked or neglected. A third group might be defined as "selfish interests", as their methods often trample over the common good in an insensitive or self-serving manner. Frequently their agenda is to manipulate events to their own perspective on how things should be. The outcome of catering to selfish interest groups is that we pursue policies that are reactive, shortsighted, inconsistent and divisive ~ none of which are good for the future of Asheville. With your support, I intend to put my strongest eye on the common good, give measured consideration to the input of special interests, and respond to the agendas of selfish interests with thoughtful caution…

Next week ~ the Civic Center.

Carl Mumpower responded to the following Forum Q&A:

The power of the people-to vote-will get you elected. Once you're in office, who has the power? How will the will of the people affect your decisions?

I am sensitive to the voters and recognize their voice. I strongly support democracy and elected representation. I will try to not only reflect the needs and desires of the community, but also to educate and lead. Balanced leadership has more to do with principles, responsibility, and accountability than the acquisition of power. This election is not about winning control ~ it is about working to make a positive difference in the lives of people...

Biographical Information about Carl Mumpower:

General Background:

• Practicing Psychologist
• 48 years of age
• Vietnam service ~ l971-72

Education:

• Ph.D. - Psychology
  
• M.S.W. - Social Work
• M.A. - Education
• B.A. - Psychology

Community Service:

• Chairman - Asheville Civic Center Commission
• Chairman - USCU (Mission/St. Joe Credit Union
• Member - NC State Family Therapy Board
• Past Chairman - NC Social Work Licensure Board
• Past Co-Chair - Vision Committee on Neighborhoods and families
  

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Brownie Newman

Brownie Newman- Bringing People Together for Asheville's Future!

Why should you vote for me on Tuesday, Nov. 6?

Brownie's Proven Commitment

We need City Councilors with a proven commitment to our community. Over the past ten years in Asheville, I have served in the following capacities: President of the Coalition of Asheville Neighborhoods, Director of the Western North Carolina Alliance, Co-Chairman of the I-26 Community Coordinating Committee, Charter Member of the Asheville Jaycees and a board member of the Asheville-Buncombe Vision.

Brownie's Experience on the Issues

Working with these different groups has given me experience dealing with many of the toughest challenges facing our community: how to create more attractive, affordable housing; how to assure all our kids get a good education; how to clean up our polluted mountain air and how to create safer neighborhoods.

Brownie is Cooperative and Inclusive

I have worked to bring together different kinds of people: neighborhood leaders, business people and elected officials to get things done. I grew up on a farm here in the mountains and plan to live here the rest of my life. I work hard to advance the principle that there are no second-class citizens or second-class neighborhoods in our community.

Brownie Isn't for Sale

My campaign has not accepted money from any Political Action Committees. I will not appoint someone to city council who has given money to my campaign.

I believe that we must:

• Attract Sustainable Businesses that Pay a Living Wage
• Support Our Downtown & Locally Owned Businesses
• Create Affordable Housing & Home Ownership
• Encourage Clean Air through Expanded Public Transportation
• Raise High School Graduation Rates in City Schools
• Promote Safe, Walkable Neighborhoods with Sidewalks & Parks
• Come Together as a Community to Face Our Challenges in a Fair & Open Way

Brownie Newman--Bringing People Together for Asheville's Future

Brownie Newman responded to the following Forum Q&A:

Water Authority Question

I support the concept of creating a true regional water authority, for two reasons:

• It's a major step towards promoting cooperation and planning at the regional level.
• Taxpayers would save about $1 million in annual DOT line relocation fees which could be spent improving badly outdated infrastructure, without raising water rates again.

On regional cooperation:

Asheville cannot thrive in isolation. Our economic fate is tied to the health of all of Western North Carolina. Fostering regional cooperation should be a key objective of the Asheville City Council. Also, the people of Asheville paid for and own most of the water authority assets and will need to be fairly compensated for them if they are transferred to a new regional water authority.

Biographical Information about Brownie Newman:

Education: Graduate Fellow, North Carolina Institute of Political
Leadership; attended Warren Wilson College

Employment: Executive Coordinator, Western North Carolina Alliance. Responsible for fundraising and budgeting, managing staff, and directing this nonprofit dedicated to regional heritage preservation.

Community Activities: Immediate Past President of the Coalition of Asheville Neighborhoods; Board of Directors for the
Asheville-Buncombe Vision;Charter Member, Asheville Jaycees;
Advocate for NC Clean Smokestacks Act; Co-chair of the Community Coordinating Committee of the I-26 Connector Project

Neighborhood: Montford Homeowner

Church: Saint Matthias Episcopal

Age: 29

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