Gene Pease

There is no evidence that Chapel Hill elections have been influenced by special interests. Currently there are rules for elections that limit contribution amounts to candidates. In these uncertain and troubling financial times, I don’t understand why the Chapel Hill Town Council is spending the time, energy and money on this non-issue.

Increasing our commercial tax base would boost property tax revenues and keep sales tax dollars here at home. Office/retail uses at Carolina North and University Square present excellent opportunities; I support constructive town-gown relations to achieve this goal. An effective strategy to attract new businesses would also strengthen our commercial sector.

Chapel Hill’s population will reach 81,000 in 2035. Land is scarce. The best way to provide new housing and commercial space is through mixed-use projects along our transit corridors. This environmentally friendly approach allows people to take transit to work and to walk to stores and restaurants. Excellent design is critically important.

Library usage has far exceeded the library’s capacity thus the voters overwhelmingly voted for the library expansion in 2004. During this current recession library usage is up 8% over last year, further proof that we need increased space. Using bond proceeds is the cheapest, most effective way to finance the library expansion.

Panhandling: I would support modifying the Town’s panhandling ordinance to be more restrictive of the locations where people may panhandle in the downtown.

Lighting and safety: In discussions with the University leadership, University student leadership, and downtown merchants, all agree that improved lighting, and more crosswalks (particularly in the west end) would dramatically improve downtown safety. The recent cross jurisdiction areas of University and Town police is a very good first step. Having police officers working the downtown beat is a great help. Officers are on hand to deal with concerns as they arise, and their visible presence downtown adds to the general sense of security.

Parking: Downtown parking needs both a long-term strategy and short-term attention. To increase the inventory of downtown parking, I strongly support working with the University on the redevelopment of the University Square area. This is an ideal location for a new parking deck that would serve residents who wish to patronize downtown businesses and visit the Arts Common. Short-term, I believe we have a perception problem. Those of us who know downtown well can almost always find a parking spot. We can tackle the perception that there is not enough parking downtown with better signage and a public education program (print, internet, direct mail). A map showing the locations of all public parking in the central business district should be distributed to all citizens.

A final point on parking: The priority for downtown parking policy and management decisions should be to facilitate economic development and downtown business success. Generating general fund revenue for the Town is a secondary goal.

Redevelopment: I strongly support redevelopment of dilapidated downtown properties and vacant lots. I would encourage the Town Council to consider whether there are appropriate town-sponsored incentives to encourage more redevelopment downtown. University Square presents us with an excellent opportunity to tie together East and West Franklin with high quality mixed-use development. It is important that the town work in partnership with the University on this project. I would support a streamlined review process. In this difficult economy, it is critically important that regulators refrain from adding costs that don’t bring real value to a project.

Increasing our commercial tax base would boost property tax revenues and keep sales tax dollars here at home. Office/retail uses at Carolina North and University Square present excellent opportunities; I support constructive town-gown relations to achieve this goal.

An effective strategy to attract new businesses would also strengthen our commercial sector. As a Council Member, I would encourage my colleagues to consider:

1. A zero-interest revolving loan fund to assist new businesses;
2. Incentives to encourage new businesses (and employers) to locate in Chapel Hill;
3. Clearing away unnecessary regulatory barriers that make it difficult to open businesses here;
4. Adequate funding of the town’s economic development function, so that our ED officer can be effective in bringing more commercial enterprises to the community;
5. Strong support of our local Visitors Bureau, to support continued growth in our tourism industry.

In the development review and approval process, predictability is very important. Predictability is important to citizens, elected officials and developers. I support creating criteria for desirable development projects and then expediting the approval process for projects that meet these Council’s established objectives. Chapel Hill is a community with very little raw land left. Most of our future development will be redevelopment. I believe the Council should set forth its goals, standards and guidelines for development and redevelopment along transit corridors and in existing commercial areas.

I support establishing specific criteria for certain town board and commission membership that better reflect the mission and responsibilities of that board or commission. For example, the members of the Community Design Commission and Planning Board should comprise members from fields such as architecture and planning.

Serving on Town Council should be for public service, not for a career. I would propose eliminating medical benefits for Council members. In addition, town employees enjoy a benefit program that is more generous than University employees. I would support evaluating our benefits program each year.

There are currently 18 town boards and commissions, but not a Budget and Finance Committee. I support the creation of a permanent committee that focuses on the town budget, operating overhead, capital programs, and monitoring our bond ratings. The committee would be a valuable asset for town management and the council in maintaining fiscal responsibility.

In 2004 I was Chairman of the Citizens Budget Committee. Through hundreds of hours of committee work, the committee’s final report recommended more than $2.2 million of savings from the general fund, and more than $400,000 savings from the transportation fund, in addition to the sale of a underutilized town property for an estimated sales price of $2.2 million. If the Council had adopted our recommendations, Chapel Hill citizens would have had a significant reduction of their tax bill that year, rather than an increase, with no reduction in town services.