The Rio Rancho Journal asked the Rio Rancho City Council candidates in District 6 to provide biographical information and to answer a questionnaire.
The candidates are Kathy Colley, Alonzo F. Clayton, Todd Hathorne, incumbent Marilyn Salzman and Charles Smiroldo.
Candidate questions
1. What do consider to be the top two issues in your district and how would you address them?
2. How should the city handle the Special Assessment District 7 proposal?
3. How should the city attract new sources of gross receipts tax revenue to fund the increasing demand for municipal services?
4. How should the city promote a balance between residential and commercial growth?
5. How should the city proceed to ensure its investment in the Santa Ana Star Center pays off for Rio Rancho and what should it do to attract other development in the City Center?
6. What should the City Council do to avoid future allegations that the council has violated the state's Open Meetings Act by discussing public business outside of public meetings?
7. Have you or your business, if you are a business owner, ever been the subject of any state or federal tax liens?
8. Have you ever been involved in a personal or business bankruptcy proceeding?
9. Have you ever been arrested for, charged with, or convicted of drunken driving, any misdemeanor or any felony in New Mexico or any other state?
Kathy Colley
AGE: 53
EDUCATION: Cuyahoga Community College, 1972-1974; Business Administration Institute of Financial Education, 1988, diploma; Arizona State University, 1987-1988; graduate, Executive Development Program/Institute of Financial Education.
OCCUPATION: Retired bank vice president. I was responsible for the management of 16 branch offices with over $770 million in deposits and 180 employees. My banking career provided me with opportunities to control income and expense budgets in excess of $5 million and a salary budget of $2.7 million. I have experience in generating new business opportunities, conflict resolution, team building, marketing and cost reduction strategies.
FAMILY: Husband, George; two stepdaughters and one stepson, three grandchildren.
POLITICAL/GOVERNMENT EXPERIENCE: No recent political experience.
1. I consider the top two issues to be building an infrastructure to meet the growth needs of our district and commercial development. Paseo del Volcan is vital to the business development in the City Center, but we need to involve the public in the process to ensure a thorough understanding of the impact of this roadway. Commercial growth and the resulting gross receipts taxes are critical to funding public safety and other city needs.
2. SAD 7 should be tabled until the affected homeowners have a better understanding of the course of action and all other sources of funding have been exhausted. Councilors need to practice responsible government and responsive leadership, and I believe both were lacking in this situation.
3. The Economic Development Corp. has done a great job attracting businesses that will contribute to the gross receipt taxes. By strengthening the partnership with this and other civic groups, we can market the city in terms of not only the number of residents, but also our quality school system and labor pool. We need to establish partnerships with the state to target the type of industry Rio Rancho needs to sustain our growth and serve our citizens.
4. Rio Rancho is New Mexico's third largest city but ranks 10th in gross receipts taxes. In District 6, we have a unique opportunity to determine land use for a large portion of Rio Rancho. Residential and commercial development are inherently dependent on one another. We must have a collaborative effort between the governing body, planning and zoning and affected neighborhoods to bring quality growth and quality jobs to the area.
5. Hold the contracting company accountable to the city government. Like any entity that contracts with government, they are also accountable to the taxpayers. The Santa Ana Star Center is beginning to reveal its value to the city. It is now the home of ice hockey and indoor football, in addition to hosting concerts and other events. A growing number of residents attending functions at the center will be likely to patronize other businesses in the area.
6. The Open Meetings Act is clear on what constitutes open vs. closed meetings. Every city councilor and all city department heads should be provided with a copy of the Compliance Checklist from the state’s Attorney General. If there is doubt as to which type of meeting is being called, err on the side of an open meeting. Government is meant to be a forum for public input and discussion.
7. No.
8. No.
9. No.
Alonzo F. (Lonnie) Clayton
AGE: My date of birth is not germane to this election.
POLITICAL PARTY: This election is nonpartisan, so my political affiliation has no bearing.
EDUCATION: Graduated from Cornell University, Ithaca, N.Y., BS degree (distribution).
OCCUPATION: Retired — career in distribution logistics in corporate America.
FAMILY: Wife, Nancy, 3 children, 4 grandchildren
POLITICAL/GOVERNMENT EXPERIENCE: Appointed one year (2003) to Rio Rancho City Council. Years of political involvement in Rio Rancho and across America.
1. Top 2 issues in District 6: 1. SAD 7 issue 2. No citizen’s voice in City Hall on all issues. Recently, for political purposes, Mayor Williams suggests council delay SAD7 final vote till after March 4 election. Should have been done beforehand involving property owners. Should shrink SAD 7 to acceptable size in area/costs. SAD 7 costs almost twice entire city budget. Continue search for funds assisting landowners paying for needed project. Resolving second issue easy, vote out incumbent councilors.
2. My answer to #1 will answer Question #2.
3. Wal-Mart opened the door to "big boxes" in Rio Rancho. The council lost a great opportunity not soliciting more retail business. I introduced the former city manager to Buxton Inc., a nationally known company assisting municipalities locating retail, large and small, for cities. He used them well for this purpose. Develop more retail business by using professionals to help. Increasing retail sales taxes, for any reason, is NOT the way to encourage retail development.
4. Council can control residential development by ordinances that curtail how and where developers build. This will control water usage, building of necessary infrastructure. It will greatly reduce future problems resulting in forced SAD districts. Commercial growth areas need to be allocated before we continue unrestricted residential growth. This takes planning (see Buxton in Q. #3) This will reduce conflicts in later rezoning.
5. Tourism department must continue searching out major venues with center, including outside professional agents. City Council must hold consistent meetings with center assuring investments are being handled equitably. Pouring $100,000 taxpayers' money monthly into a "black hole" without a strong, consistent liaison with money users, is not good business practice. Having worked as a supervisor at the center for seven months, I saw many times where city governance involvement would have helped resolve issues. Still see that need.
6. This question needs no profound answer. Stop continuing to violate the laws as written, behind closed doors. Bring all issues to public forum as the law requires. Government is a rule of law, not a rule of ego.
7. Do not own a business.
8. No.
9. No.
Todd Hathorne
AGE: 43 (This has been corrected from the print edition)
POLITICAL PARTY: Republican EDUCATION:
Hobbs High School, New Mexico Junior College, McNeese State University and University of New Mexico.
OCCUPATION: Mortgage broker and small business owner.
POLITICAL/GOVERNMENT EXPERIENCE: former president, Enchanted Hills Homeowners Association; vice chairman, Sandoval County Planning and Zoning Commission; recently appointed to the Mid Region Council of Governments Committee on Public Involvement; member of the 550 Corridor Study Group sponsored by Mid Region Council of Governments; candidate, Rio Rancho City Council, 2004.
1. Trust and management of growth. These issues cannot be separated. Trust is built through openness. Transparent transaction is the goal. This appears to evade the present councilor. The voters should have a say how the city is run, not just be dismissed summarily. Although the city needs gross receipts taxes, we must ensure the development sector does not evade its responsibilities because the city has not conducted the proper reviews. By conducting city business right from the start and listening to the voter, trust will be built as we continue to build our city.
2. STOP. The city must describe actions in drawing lines in the first place. I understand the need to reduce administrative costs. The question of who is in and who is out is a political decision. It is the place of councilors to make this decision. It is the place of the engineer to provide the facts supporting that decision. While the contractor on this project has done a block analysis, there is not a block-by-block explanation. The effectiveness of each choice is an engineering question, one that has not been answered. Proper questions are "Will the monies spent on this project solve the problem," "How much will the choices made, like pavement or no pavement, cost?" and "What is a proper formula to arrive at the maximum benefit received?" Require engineers to describe the choices. Allow voters to choose among options.
3. I have consistently raised the need for business incubators. (www.letrightbedone.com) CNM is partnering with us to produce this resource in 2011. Four years ago, Rio Rancho was ranked 33rd. Today, we are ranked something like 10th.
4. P&Z and the Development Department must look for and/or assemble large parcels to accommodate major employers. I am tired of seeing Albuquerque just whip us in the competition to get large-scale employers. We missed Tesla, Fidelity Investments, to name a few. We must also consider transportation. Costs associated with this issue can help to focus the mission of city government. We must support the efforts of Sandoval County's lead on a viable desalinization plant.
5. Taxpayers have invested in the City Center. As I stated on the record financing decisions regarding the arena would be problematic, but this area is ripe for results. Management at the arena has no room for error and council must hold them to that standard. Missed bookings will be the death knell. I would work for limited incentives for the first private enterprise in City Center, perhaps similar to ABQ Uptown.
6. To solve this problem, council must first clear the air with voters by following proper remedies in the law correcting violations. An inexperienced mayor caused past violations. Further, robust public discourse solves this problem by bringing the voters into the process and building trust.
7. No.
8. I have never personally or for my business filed bankruptcy. I have represented creditors at bankruptcy proceedings.
9. Citation for dismissed fender-bender. False charges of misdemeanor telephone harassment over 12 years ago were dismissed prior to trial. The alleged victim failed to appear to address the false police report. I was cleared of the charge.
Marilyn Salzman
POLITICAL PARTY: Registered as DTS (declined to state). AGE: 64
EDUCATION: Attended Fordham University, New York City, 1982-1986.
OCCUPATION: City councilor; semiretired, small business owner since 1975.
FAMILY: Spouse, Fred Salzman.
POLITICAL/GOVERNMENT EXPERIENCE: 1992-2004: River's Edge Homeowners' Association board member, president, fundraising chair, newsletter editor/publisher; 1998: Leadership Sandoval County; 1999: Vision 2020 participant; 1999: Member, city of Rio Rancho Bond Committee; 2000-2004: Board member, volunteer, Teen Court; 2000: Member, Leadership Sandoval County Advisory Board; 2000-2004: Member, Keep Rio Rancho Beautiful Advisory Board; 2001: Rio Rancho Charter Review Committee, 2004-present; City councilor, District 6, 2004-present; Member, Mid-Region Council of Governments, Metropolitan Transportation Board; 2005-2006: Delegate, National League of Cities.
1. Growth: The burden of its direction continues to concern me. Rezoning applications from land owners or developers go through the P&Z commission and then the council for approval. Oftentimes, these projects may not be compatible with the surrounding neighborhood. I will continue to communicate the extent of these projects to affected residents so their voices are heard and concerns are addressed in a timely manner.
Transportation: The 550/528/I-25 connection must be scrutinized more intensely so commuters can leave and re-enter the city without impediments. While serving on MRCOG's Metropolitan Transportation Board, I learned that progress in addressing this problem is sorely lacking. Adding HOV and reverse lanes as well as creating an intra-transit system can be the start. Reinstating funding for road expansion throughout the city is key.
2. There is a 60-day moratorium (until mid-April) wherein Wilson & Co., city engineers and stakeholders will continue to analyze the responses received during the protest period. This would further determine what areas within the "district" might be changed and the pursuit of additional funding sources. I will continue to work with constituents to offer workshops where the process to be followed, the financial impact and the burden to those less able to afford the assessment can be discussed openly with city staff.
3. We are faced with a revenue crunch. GRTs are down and housing purchases and sales are both depressed and sluggish. With the demand for services increasing, we need to look to new resources and to stimulating old ones. In the short run, we need to encourage economic growth by inducing more businesses into Rio Rancho and encouraging our citizens to patronize them. Both the Economic Development Corp. and the Chamber of Commerce work closely with the city and their economic development managers to foster and stimulate a more stable stream of revenue. I would support a oneeighth-cent public safety tax increase for police and fire.
4. The key is to attract and retain skilled planners. Many cities are experiencing the same rapid growth and lessons can be learned from their experience that might be critical to our planning. The city is working on our new downtown (North Central Area Plan) with experienced professionals, and I am anxiously anticipating the results. Before certain zoning changes are approved, a thorough on-site review of the area and input from the neighbors should be a prerequisite for staff and P&Z.
5. The Star Center and City Hall, while acting as an anchor to future development in the downtown area, has not been as financially productive as initially expected. Over time, better management and promotion of the arena will change and expected development will make it an even greater attraction. This lag will initially find us in the red but with expected growth catching up, use will increase and development in the area will follow.
6. I strongly favor transparency in government. The public has an unequivocal right to know what the city is doing and why and I will continue to demand that government business be conducted in an open manner, that the state's sunshine law be observed and that the public be enjoined to work with government officials and its input sought. Holding open workshops is a mechanism whereby councilors are permitted to discuss significant issues with the public and staff without fear. Please note that in the recent case brought before the Attorney General, I was not included in the rolling quorum allegation.
7. No.
8. No.
9. No.
Charles (Angelo) Smiroldo
POLITICAL PARTY: Independent
AGE: 60
EDUCATION: BS, nuclear science, SUNY Maritime College, 1969; MBA, University of Phoenix, 1993.
OCCUPATION: Corporate director of quality assurance, Kleinfelder Inc., a national engineering and environmental firm with over 80 offices, headquarters San Diego, Calif., local office, Albuquerque.
FAMILY: My growing family includes my wife, Mary (Lassiter) Smiroldo, Ph.D., 3 stepchildren and 3 grandchildren.
POLITICAL/GOVERNMENT EXPERIENCE: No previous political experience; 20-plus years experience providing quality management consulting to state and federal government agencies including DOD, DOE, EPA, NRC, DOT, Army Corps of Engineers, national laboratories.
1. Rapid Growth. In 2001, the city issued "Vision 2020, Integrated Comprehensive Plan" that describes the people's vision of Rio Rancho. An entire subsection is devoted to growth. Vision 2020 was intended to be a working document but has never been revised, therefore, decisions are driven by urgency, schedule, or public outrage. Albuquerque Journal, 1/13/08, quoted Salzman: "... time was of the essence. Unfortunately, in hindsight, all options "were not thoroughly explored."
Lack of Technical Knowledge: We must have councilors with experience in engineering. City engineers are limited, by law, to plan boundaries. Councilors are not. We must use engineering skills to ask smart questions and understand the answers (e.g., how water diversion systems affect natural drainage topography a half-mile away; existing culverts sufficient, soil conditions, channel design, slope stability?). I have that experience.
2. Dump it and its supporters. Revise Vision 2020 with new information that can be used as baselines for legitimate financial decisions. While I don't believe it's legitimate for someone to build a home in an undeveloped area and then ask "Where's my street?", I do believe that everyone benefits, to some extent, from that street. The homeowner, the community, and the city all benefit. Try convincing a CEO to relocate his company to Rio Rancho while he's standing in an eroded muddy road in $500 shoes. Replace SAD with an equitable formula that takes into account all the benefits.
3. Encourage small businesses to start, move or expand in Rio Rancho. Small business drives the U.S. economy and it will drive Rio Rancho's. Loans, incentives, startup incubators — make the comparisons between Albuquerque and Rio Rancho a "no brainer." Rio Rancho also needs to encourage developers to build more and affordable commercial office and storefront space. Finally, let's take a fresh look at city codes to ensure that they encourage, rather than impede, small business development.
4. The fact is that a balance between residential and commercial growth was already established in 2001 by the citizens of Rio Rancho. We need to periodically reassess our plans and projects against today's conditions and tomorrow's outlook and make minor course corrections to ensure that we keep the focus on the Vision 2020 "balance." It's the council's job to take the necessary steps to ensure that the 2020 goals are achieved.
5. Center management has focused on the BIG venues, with little success. We must supplement the few big shows with local/regional/state events for a steady income stream. To attract them: Liberalize and renegotiate the management contract; rethink the 12 percent service fee and devise a more equitable revenue plan; include in the contract the city's right to remove incompetent management.
6. Trick question? Obey the Act. The larger question is: How do we force our elected officials to act as our founding fathers expected? We must replace councilors who repeatedly demonstrate an inability or unwillingness to represent their constituents. We need councilors with demonstrated ability to manage huge projects. Our current lot of inept councilors lacks that experience and simply can't get the job done. A councilor must counsel. With an experienced management perspective, I will summarize and present the issues, and ask the people how I should vote. I will work for the people. Unlike our current representative, I will not insult, demean or try to intimidate the people.
7. No.
8. No.
9. No.
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