At-large Commissioner hopefuls Skip Alexander and Bobby Compton respond to your questions

Please see below answers to your questions from Skip Alexander and Bobby Compton, who are vying for the town's at-large commissioner seat:

1. What can be done about the potential traffic back up on Brawley to US21 after another Mooresville "gateway" opens at Exit 35?



Compton: Hopefully it will not be as bad as we think. Most traffic may turn west on Brawley School Road. We will need to push for funds from NCDOT to complete the widening to US 21.

Alexander: High density, high traffic development should not be allowed as has occurred on Route 150  (Exit 36). For traffic patterns and regulation, the Town must coordinate with NC Department of Transportation, which has control and primary responsibility for state roads. The board should utilize land use planning and carefully study the impact of potential congestion when considering proposals for development/construction. Exit 35 should not be assumed to become a major artery and it does not appear to offer a quicker route of north-bound travel for most drivers than Exit 31, which will continue to bear significant downtown-bound traffic. Also, “big box” stores and other high traffic businesses are not planned, as on 150. Hopefully, the sharing of traffic loads among multiple exits will distribute the flow.

2. What do you believe we should do with MI-Connection? What will ever happen that might possibly make it a viable (sellable) business venture? If it can't generate a consistent profit, should it be auctioned off? Are you planning to refund most of the $16 million in reserves to the rightful owners, the taxpayers? Why is the town in the cable tv/Internet/phone service business anyway? And wouldn't there be a temptation to violate email privacy on some level or another if the city is involved? Would you consider a plan to make MI Connection reimburse the town of Mooresville for their budget shortfalls, assuming they eventually break even?

Compton: If we give up or walk away, banks may not loan the town money for future projects, interest rates would go up, our bond rating would go down. If we sell, taxpayers would still be in the hole for millions. I do not know why the town bought the system. A guess would be a way to attract business/industry, to use as a marketing tool. While we are stuck with it, we should find a way to make it work.

Alexander: (What do you believe we should do with MI-Connection?) Because of the bond funding’s prepayment provisions, escrow requirements, and contractual commitments, it looks as though it is not financially feasible to sell the cable system before 2017. Continued installation of fiber optic cable – of great value to potential job-producing corporate relocations – should proceed. 

We do need to be continually prepared with an exit strategy, in the event that changed circumstances, improved value of the system in a recovering economy, or other factors allow for an earlier disposition. While Monday morning quarterbacking won’t cure the system’s financial challenges, my conservative philosophy would have opposed bringing such a cable system under government ownership. As for now, a “make the best of the situation” approach – including encouraging local residents to consider utilizing MI-Connection when feasible – will hopefully maximize the system’s value and minimize the Town’s financial exposure.

Alexander: (What will ever happen that might possibly make it a viable (sellable) business venture?) Like the “experts” and local leaders who favored purchasing the cable system purchase, I can’t foresee the future.  MI-Connection should maximize efficiencies, pursue affordable technological advancement, make its services extremely user friendly, and generally ensure best business practices. The higher percentages of revenues from broadband Internet and telephone service (more than cable TV) should be marketing priorities. Some recent improvement in MI-Connection’s financial reports gave some short-term encouragement.

Alexander: (If it can't generate a consistent profit, should it be auctioned off?) While the board must closely monitor the town’s financial contributions and exposure, talk of an auction (at fire sale pricing) seems premature.  If there were potential bidders at acceptable pricing, we presumably would already be pursuing such options. 

Alexander: (Would you consider a plan to make MI-Connection reimburse the Town of Mooresville for its budget shortfalls, assuming it eventually breaks even?) If revenues supported it, where contractually and legally allowed, I would welcome having MI-Connection reimburse Mooresville and Davidson for monies spent.

Alexander: (Are you planning to refund most of the $16 million in reserves to the rightful owners, the taxpayers?) While this question assumes some conditions that I am not familiar with, I believe municipalities must absolutely maintain certain financial reserves in order to avoid situations of having to unnecessarily fund the town’s operations with borrowed money.  Consider the funding of the parks and other facilities, where plans to borrow money can easily return to high interest rates.

Alexander: (Why is the town in the cable TV/Internet/phone-service business anyway?) As stated above, the decision to place Mooresville into a business that I believe should be a function of private enterprise was not something I would have been inclined to accept.

Alexander: (Wouldn't there be a temptation to violate email privacy on some level or another since the town is involved?) 

The use of email by MI-connection customers is far different from usage of Town email, in which the contents are generally non-private, thus being public source. I do not see intrusion into MI-Connection customers’ emails as a likelihood. Any employee who abused any access should be subject to severe disciplinary action.

3. Re: town employees: Are you going to take away town cars and just pay mileage when the workers are in town at the office? Are you going to put town employees' pay and benefits on par with the taxpayer? Are you going to stop the firetrucks from running up and down the road wearing out the trucks and wasting gas? Is there is a formal grievance procedure against town employees?



Compton: I would like to take a closer look at town-owned vehicles. I am against paying mileage because if an employee is on town business and has an accident then for insurance reasons that employee should be in a town vehicle. Some departments require certain employees to live inside town limits. Vehicles taken outside town limits are typically on call. Imagine the town as a large company or corporation with 300+ employees. The town manager is the CEO. His salary is in range if not smaller than a company CEO. Town employee salaries are competitive with other local governments. To lower someone’s wages will mean a reduction in quality service to our citizens. Look at sanitation workers salaries. Would the author of this question pick up trash for this amount? Can you make a living on the library assistant’s salary? Firetrucks are manufactured to be used, to move, and operate. Keeping those types of trucks idle do more harm than good. Firefighters are away from the fire station doing required inspections on Level I businesses. They also are required to do flow tests on fire hydrants. Firefighters are out in the community teaching fire safety. Doing all of this keeps our insurance rates low but more importantly, saves lives. Call Human Resources or a town department head for inquiries about town employees.

Alexander: (Re: town employees: Are you going to take away town cars and just pay mileage when the workers are in town at the office?) No. Appropriate supervisory oversight and auditing of usage should be provided to ensure accountability.  In this and other areas, I would not have commissioners engage in micro-managing of day-to-day municipal functions. The question seems to suggest that Town employees might be routinely required to use their personal vehicles for Town business, which I would not support for reasons too numerous to list here.

Alexander: (Are you going to put town employees' pay and benefits on par with the taxpayer?) This question might suggest an “apples vs. oranges” approach.  Because of differing employee benefits, retirement options, etc., between public sector and private sector employees, I believe that such a parity approach is less appropriate than conducting appropriate pay and class studies, evaluating our employees’ compensation based upon factors such as comparison to other equivalent municipal employees and factoring the pay levels required to hire and retain competent, high quality employees.  Keep in mind that a 2011 municipal salary – which might appear higher under current conditions – would compare differently to private sector salaries in more prosperous times.

Alexander: (Are you going to stop the fire trucks from running up and down the road wearing out the trucks and wasting gas?) I spend a lot of time in various parts of Mooresville and my observations lead me to disagree with the premise of this question.  I do not see fire personnel out “joy riding.”  If a crew travels away from their station to obtain food or for other legitimate activities, it would make no sense to require them to return to their station when a call for service was received.

Alexander: (Is there is a formal grievance procedure against town employees?)

 This requires a two-part response. There are formal grievance procedures among Town employees, available for viewing in the Human resources section Town’s website, under “Personnel Policies/Compensation & Performance / Grievances.”  For external complaints received regarding town employees, complaints typically go to the employee’s supervisor and further “chain of command,” and are handled according to the nature of the complaint.  Within the town’s personnel administration, this process can go as high as the Town Manager.   

4. Re: the Mooresville Municipal Golf Course: The golf course has been a financial drain for many years and unfairly costs taxpayers to the advantage of non-residents. Will you finally lease this business to private enterprise? Would you be willing to sell or close the golf course? Are you willing to change the golf course into something that either makes money or is at least usable by more people than a handful of golfers? Do you know how many golf pros we have on the payroll? Do you know how much we're paying those pros? Do you think we need that many pros for a golf course that's been losing money for over 10 years? How exactly do you plan to cut costs at the golf course? Do any town employees get to play golf for free at the Mooresville Golf Course? If so, who are they? Do they get free carts, free golf clubs, etc.? How does this affect the bottom dollar?



Compton: I am in favor of keeping the golf course as an attraction to bring people to our town. The recent Citizen Engagement Survey that everyone was invited to fill out rated the golf course high on the service/program to the citizens. At a recent Town Board meeting a presentation was done on how competitive our course is compared to other courses in the area. I think changes will be coming in the future. Town employees used to play free IF they walked. Everyone pays cart fees. Clubs, balls or anything used for play are not free to anyone.

Alexander: (The golf course has been a financial drain for many years and unfairly costs taxpayers to the advantage of non-residents. Will you finally lease this business to private enterprise?) An affirmative response to this question - like selling the cable system – would require the availability of a private entity with the ability to operate the golf course at a profit, and in manner acceptable to the town.  If such entities were identified, the board should evaluate the pros (pun intended) and cons of such an arrangement.

Alexander: (Would you be willing to sell or close the golf course?) Under current circumstances, no, but I believe the board must do everything reasonable to control costs of operating the course. However, inadequate spending is likely to be counterproductive, leading to decreased usage and revenue.

Alexander: (Are you willing to change the golf course into something that either makes money or is at least usable by more people than a handful of golfers?) I do not believe a conversion to a different usage is required or appropriate at this time. I would propose changing the signs at entrances to the course which now prohibit walking and other use by non-golfers, modifying them to allow such usage during non-golfing hours. Such hours would need to be adjusted seasonally because of daylight hours.

Alexander: (Do you know how many golf pros we have on the payroll?) Two. 


Alexander: (Do you know how much we're paying those pros?) $57,601 and $62,010. At least one of these salaries has been reduced in recent budget decisions. 

Alexander: (Do you think we need that many pros for a golf course that's been losing money for over 10 years?) This depends upon what the pros are doing. I am not a golfer and, like others who are not incumbents, will learn more about this if elected. If the pros are regularly occupied performing golf pro duties, having two pros might be the minimum needed. If they are unnecessarily performing non-golf pro duties, the number could need review.

Alexander: (How exactly do you plan to cut costs at the golf course?) The board – not performing a micro-managing function – should provide direction via the Town Manager to ensure that course operations are carried out in the most efficient and effective ways. More utilization of part-time employees might reduce costs. Since many of the course’s users are non-residents, some of them are presumably purchasers of local goods and services. I would consider a lease or contracted management operation if that appeared to be the optimum method. Having staff provide friendly, helpful, competent, responsive service to users of the course should be an absolute expectation. I have been told that employing outside management operators has not always been advantageous at other area golf courses.


Alexander: (Do any town employees get to play golf for free at the Mooresville Golf Course? If so, who are they?) Yes. Town employees, like employees of many private and government employers at similar facilities, are allowed to use the golf course without paying green fees, and purchase certain products at a discount.

Alexander: (Do they get free carts, free golf clubs, etc.?) They are required to pay to use golf carts.

Alexander: (How does this affect the bottom dollar?)

 Because the number of employees using the facilities is limited, the reduction in income is similarly limited. Such free play by employees should not be allowed to crowd facilities during peak usage hours and should be monitored as to its cost impact.

5. Re: water/sewer costs: Our water/sewer rates are some of the highest in the region. How do you plan to address this?

 Can you bring them back in line? We keep increasing water and sewer capacity and claim that we must increase rates to pay for it. Doesn't the additional capacity generate additional revenue?

 Do you plan to cut water/sewer rates? 



Compton: Rates were the lowest in the region for many years. This is an enterprise fund, supported by customer fees, not tax dollars. The town’s mistake was not making gradual increases when rates were so low to prepare for when this time came. Attracting industry that are large water users would help reduce residential rates.

Alexander: (Our water/sewer rates are some of the highest in the region. How do you plan to address this?)

 There is absolutely no question that restraining Mooresville’s water/sewer rates must be a priority for all elements of Town government that are involved. While much expansion of infrastructure was done during high cost building years and at high prices, we must now optimize the usage and profitability of these facilities. I believe we must avoid issues that occurred in the contractor selection and payment of increased billing that occurred during previous expansion. Hopefully we are at a point that further expansion of water and water treatment facilities will not be required for an extended period. Our current usage is far below the systems’ capacities and the amount of water we are permitted to draw. For now, the addition of residential and especially corporate customers – like soon-to-open Niagara Bottling – will help balance future income against past expenditures.


Alexander: (Can you bring them back in line?) See previous answer.

Alexander: (We keep increasing water and sewer capacity and claim that we must increase rates to pay for it. Doesn't the additional capacity generate additional revenue?)

 Besides the answer above, it is noted that the Board of Commissioners was able last year to hold the line on utility rates – which needs to be continued. 

Alexander: (Do you plan to cut water/sewer rates?) This will be a goal, if budgetary conditions and operational costs allow it, but certain levels of revenue must be maintained. Because there are still bond payments to be made, major reductions in utility costs are very unlikely any time soon. The addition of high usage corporate water purchasers should increase revenues.

6. Re: Town-issued credit cards: Are you aware of who (elected or non-elected officials) has town-issued credit cards and how they are used? What is your opinion on upper-management having such credit cards? How closely would you supervise the usage of such credit cards? 



Compton: I am aware they exist but not who has one. I’m guessing department heads. I know Mrs. Setzer in Finance has it under control. Better checks and balances than in recent years.

Alexander: (Are you aware of who (elected or non-elected officials) has town-issued credit cards and how they are used?) I was told there are 229 cards, issued to particular employees.  This is a standard practice at various levels of government, as well as private industry.

Alexander: (What is your opinion on upper-management having such credit cards?) It’s a standard way that employees pay for necessary expenses.  Of course there should be effective oversight and accountability of the nature and cost of items purchased.

Alexander: (How closely would you supervise the usage of such credit cards?)
 This is a primary responsibility of the respective levels of management.  The board should hold the Town Manager and other management ultimately responsible and deal with any abuse, but – as referenced above – it is not the board’s responsibility to micro-manage every facet of Town operations.  

7. Re: Town ordinances: If you are elected, you will take an oath to uphold Mooresville ordinances. The town's sidewalk ordinance states property owners are responsible for the cost of sidewalks. Why are tax revenues being used to pay those costs now? Mooresville's garbage ordinance states that garbage is to be collected in 96-gallon (town provided) containers only. Why are bags and boxes of garbage picked up daily?
 Mooresville's garbage ordinance also states that building materials, carpet and padding placed at the curb will not be accepted for pickup. Why is it being picked up daily? Mooresville's parking ordinance states that vehicles are to be parked along the curb facing the direction of travel. Why is that not enforced?
 We have had a traffic engineer for two or three years now, and there has been no improvement whatsoever in downtown traffic flow. How and when is this going to be addressed?
 Despite having a traffic engineer for two or three years, the State spends $46 million on Brawley, complete with 100 yards of two-lane bottleneck between I-77 and US21. How and when will this be addressed?
 Mooresville spent $100,000 to install fiber optic cable for Cornelius Park this past year. What possible justification can there be for this expenditure when entire towns can operate on four fibers? When will these misappropriations stop?



Compton: If elected, I will take the oath administered to me. I will need to look at the Town Ordinance Book before I answer ordinance questions. Traffic seems to flow nicely with the removal of traffic lights at Main/Moore and Church/Moore. The walk/don’t walk signs do not work properly at all locations. I do not know why the short distance between I-77 and US 21 was omitted. NCDOT claims no money. Will consult with Mrs. McKenzie with recreation and IT Department on fiber optic at Cornelius Park.

Alexander: (The town's sidewalk ordinance states property owners are responsible for the cost of sidewalks. Why are tax revenues being used to pay those costs now?) With available time to answer these questions, I am relying upon verbal checks, but have been told that Mooresville ordinances do not now impose the cost of town-installed sidewalks upon the property owner, and, for example, that properly owners down Magnolia were not required to pay for recent sidewalk installation.  Funds came from the general fund and grants under the sidewalk improvement plan. The Town paid for easements, and some owners held out seeking higher compensation. I do support the continued program to expand Mooresville’s  sidewalks, recognizing that budget limitations prevent installation everywhere we might hope for. In recent years, tax funds and grant funds have been used to pay these expenses.

Alexander: (Mooresville's garbage ordinance states that garbage is to be collected in 96-gallon (town provided) containers only. Why are bags and boxes of garbage picked up daily?)
 I believe this has been done, under current and past Town leaders, in a spirit of attempting to provide a high level of service to residents, in a practical application of ordinances. I have not observed it to require a large amount of extra time or resources.  If these pickups are not provided consistently to all residents, that situation would need to be changed. I am open to discussion of whether most local residents would prefer to forego this extra service in order to achieve some level of cost reduction.

Alexander: (Mooresville's garbage ordinance also states that building materials, carpet and padding placed at the curb will not be accepted for pickup. Why is it being picked up daily?) The Town should not pick up commercial trash, including excess trash generated by home businesses.  The Town should pick up up trash generated by normal household activity.  My answer is similar to the preceding one, and I would oppose the ongoing collection of excessive amounts of such items from any customer.

Alexander: (Mooresville's parking ordinance states that vehicles are to be parked along the curb facing the direction of travel. Why is that not enforced?
) Mooresville ordinances only prohibit such left side parking in certain areas, such as the downtown section.

Alexander: (We have had a traffic engineer for two or three years now, and there has been no improvement whatsoever in downtown traffic flow. How and when is this going to be addressed?) I believe you will find that Mooresville employees a transportation planner rather than a traffic engineer. The Town has tried traffic alterations, like replacing a downtown stoplight with stop signs.  Even there, we must monitor whether this provides control to adequately accommodate pedestrian traffic. Efforts at improving downtown traffic are ongoing.  Unique factors like the closely parallel Main and Broad Streets, as well as train tracks, make this a matter needing ongoing attention. We must coordinate local streets with State DOT, the railroad, and other entities.

Alexander: (Despite having a traffic engineer for two or three years, the State spends $46 million on Brawley, complete with 100 yards of two-lane bottleneck between I-77 and US21. How and when will this be addressed?)
 That two-lane bottleneck is actually much longer than 100 yards.  Regarding Brawley, State spending on two phases was closer to $80 million.  This bottleneck has been identified as a priority, but State funding has not yet been allocated.  Mooresville’s leaders need to strongly advocate for such funding, but we compete with other areas.

Alexander: (Mooresville spent $100,000 to install fiber optic cable for Cornelius Park this past year. What possible justification can there be for this expenditure when entire towns can operate on four fibers?) Here, as elsewhere, I am reporting explanations as obtained from current Town employees and elected leaders. Cornelius Park lies at the other side of an industrial park.  The fiber optic installation was done to expand availability of fiber optic coverage for potential business/industrial users, as well as providing security for Cornelius Park. 

Alexander: (When will these misappropriations stop?

) If elected Commissioner, I will continue my pattern of doing research, asking questions, and studying recommendations from all sources in order to minimize potential “misappropriations.”

8. What is your position on a commuter rail to Mooresville? Would you support Mooresville being the end of the red line to Charlotte?



Compton: I like the idea of light rail coming to Mooresville. How to pay for it will be the problem. Iredell County has to buy in and the state must help but the state is always out of money. Federal grants? I don’t know.....

Alexander: (What is your position on a commuter rail to Mooresville?) I am not convinced that its value has been proven to justify the expense and physical impacts it would bring to the Mooresville area. I have not been convinced that using large sums of taxpayers’ money (Do any government projects come in UNDER BUDGET?) for the benefit of a limited number of commuters is prudent. If economic development and citizen service factors show sufficient advantages, I would want to discuss how something like a tax overlay district might be considered, to impose more of the costs on commuter corridor property owners who would benefit from such placement. I do not want the cost of extended commuter rail to be imposed upon citizens without their consent.

Former FBI assignments required me to live and commute in New York City and Washington, DC. I learned that not all growth, and not all effects of mass transit are positive (e.g., increased parking issues, crime around transit facilities, etc.) The historical limited usage of a commuter bus from Mooresville leaves open the question of consumer demand. If expanded transit merely means bringing the congestion of more residents moving here to take advantage of it, I would not view this as an asset. I have requested information from the regional Red Line Task Force and will study information from other sources.

Alexander: (Would you support Mooresville being the end of the red line to Charlotte?)

 I hope that Mooresville will not be the end-of-the-line stop for any Red Line extension. I do not want us to become the parking lot for Troutman, Salisbury, Statesville, etc.

9. Exit 36 is an example of uncontrolled business growth that strangles the infrastructure. What will you do to prevent the new I-77 exits from turning into the same?





Compton: Work hard with the Planning Department and NCDOT. No one could have foreseen what exit 36 turned into. Hopefully, learn from that.

Alexander: See response to question #1.

10. Would you support a change to the full-time mayor concept vs. the town-manager form of government? Why or why not?





Compton: No, I do not support a full time mayor. In N.C., the council-manager form of government is the dominant administrative system in municipalities over 5,000 in population. The mayor-council system is popular with less than 1,000 population. The council-manager form of government works well with our budget, population, number of departments, and number of employees. Better direction, more accomplished.

Alexander: Absolutely not. This suggestion needs to be firmly rejected. While I am running to become a Commissioner, I am a Mooresville citizen concerned about every race this year, and one candidate firmly has strongly advocated this change of our government . My research and reporting regarding mayoral candidate Jared Esselman have been conducted with absolutely no encouragement, coordination or direction from Esselman’s opponent, Miles Atkins. While Atkins offers a wealth of qualifications, I have actually urged several of Esselman’s supporters to present a viable write-in candidate if they find Atkins to be unacceptable. 

Your very relevant question (I do not know who authored it) has a basis in recent history. Earlier this year, Jared Esselman, as a 31 year old college student (now a candidate to become Mooresville’s Mayor) submitted proposals to radically change Mooresville’s form of government, even spelling out the changes of our Town Charter that would be required. 

Examples of his proposed changes were:  full-time Mayor with a salary of approximately $140,000, per his proposed salary formula; the Mayor’s salary would automatically increase as the Town budget grew; giving this Mayor veto power; authority to Mayor to suspend or remove all but a few Town employees; “one or more Deputy Mayors” appointed by the Mayor; mayoral authority to issue “executive orders…binding on all departments…” transferring appointment authority from 6 Commissioners to one Mayor; etc. 

Esselman stated that his proposal was created, “after some research, meeting with professors, and talking with my friends back in Mooresville.” I have benefitted from a great education in North Carolina’s schools, ending with Law School at UNC-Chapel Hill, and I am strongly pro-education. However, Mooresville is NOT Cambridge or Boston, Massachusetts, and we need wisdom from the real world, not textbook theory from Ivy League schools.  

Esselman’s timing was crucial. His campaign committee for the Mayor’s race was formed on March 14, 2011, within days or weeks of his forcefully advocating these drastic Charter revisions (all of this is public record). Esselman has not recently further publicized his radical proposals, or made them a part of his campaign platform. I cannot say whether this is evidence that he has realized how totally his ideas had been rejected four months before his candidacy, or if he is postponing his call for action until after voters make their decisions.  

I believe I have spoken with every recipient of Esselman’s proposal, and not one of them has stated that Esselman ever withdrew or disclaimed his proposal. The best source for determining how Esselman’s proposals were perceived is the people who received them, so I contacted every current Commissioner who is not running for office. All three of them conveyed that this proposal was regarded as a call for immediate action, NOT a mere conceptual proposal. The last Commissioner contacted, Chris Carney, reviewed a draft of my write-up and confirmed my account of his October 17 telephone remarks about the Esselman proposal:

“Without question, his (Jared Esselman’s) last letter made it very clear it was his intention to change the form of government, and it was incumbent upon us to implement this. That was his expectation, for us as representatives of the citizens of Mooresville. It was very clear that was what he was asking us.”

“This was before I knew him in any way. When I saw the cities he listed as examples of this form of government and saw they were among the most liberal cities in the United States, especially in California, I didn’t give it a second thought.  I thought it was so off base – especially giving so much authority to the mayor - that I didn’t have time to spend educating somebody who didn’t live here. I was terrified that somebody would even suggest such a thing. It was very clear that it was his intention to implement it here.”

Quotes of Esselman’s own words make it unambiguously clear that he was pushing adoption NOW, not tendering some theoretical concept for possible consideration. Jared Esselman wrote to local media and elected leaders:

“”…I wrote a column in the Mooresville Tribune regarding the need for revising the Town Charter.”

“…a unique opportunity to both re-invent and re-vitalize the Town.”

“…There is a window of opportunity in Mooresville right now to act on the issues addressed here.” (underlining added)

“The Town Charter represents a very antiquated method of trying to run our town…”

For those who study not just Political Science (as both Jared and I did), but also History, cities like Boston, Chicago, and New Orleans offer examples of strong mayor governments. I do not want what these cities have experienced, or the kinds of mayors that these systems have often produced.

I do not claim that our current town manager (who would have presumably been fired under Esselman’s proposal, but was apparently not consulted by Esselman in preparing his proposal), or any of our elected officials or Town employees, is perfect. However, Mooresville’s current Town Manager has 24 years of administrative experience, and he is fully subject to oversight and removal by the Board of Commissioners, as needed. Compare this to a town run by a mayor who, using Esselman as an example, has not one minute of real world governmental executive or elective experience since leaving college. 

Neighboring Charlotte, with its size and complexity, gets by with a part-time mayor. Minimal research shows that few towns of our size, geography, and demographics utilize the mayor-council form.  I believe a proposal to replace our current system of government with a full-time mayor is absurd. I regard such drastic ideas as a threat to our town, and will risk whatever response voters may have to my sharing these concerns and underlying facts.

11. What opportunities to reduce town spending do you see, and how would you realize them?





Compton: I like the Zero-based budgeting. It’s based on needs, departments to be cost effective, eliminates wasteful and obsolete operations, opportunities for outsourcing, detects inflation.

Alexander: I would NOT impose over-simplified, across-the-board solutions like arbitrary percentage reductions on all departments. It is the Commissioners’ duty to set spending priorities and adopt a budget reflecting these. I strongly support the priority-based budgeting approach being utilized by the current board. The board just cut four million dollars from the recent budget. There might be savings by achieving even greater efficiencies in areas like the Charles Mack Center and the golf course, and working to increase revenue at the golf course. We should determine whether the library could achieve any savings through additional coordination with the county library system. I would oppose spending large sums to install new computer equipment and technology just because it is available, unless town needs specifically require it.

12. Would you pledge to hold all taxes at their present rate by adjusting spending to address inflation and not vote to increase them during your elected term?




Compton: See answer to number 11.

Alexander: No. I will not make such a campaign promise that arbitrarily removes commissioners’ ability to adopt budgets that take into account what the Town’s future essential needs will be. I do promise to do my best to spend taxpayers’ funds wisely and conservatively, attempting to avoid spending increases, offering reductions when possible.

13. Would you be in favor of establishing a committee of non-elected, non-government employed, citizen volunteers to investigate charges against elected officials' integrity as it applies to selling favors or otherwise realizing improper gain while in office?








Compton: Sounds good on paper but if someone is out to get someone else, that’s the way to do it.

Alexander: I am willing to have discussions about the adequacy of existing procedures to deal with integrity issues of elected officials. Adoption of the The 2010 “Code of Ethics for the Board of Commissioners of The Town of Mooresville, North Carolina” was an appropriate step. I have worked in criminal investigation and at different levels of government and am prepared to consider such issues. It is the ultimate responsibility of people in the criminal justice system to “investigate charges” and prosecute for criminal misconduct, but I support local mechanisms to monitor and address official misconduct.

14. What is your position on any public official (elected or otherwise) accepting any type of “gift” from developers? What would you classify as a “gift”?



Compton: Not ethical but there are statutes related to this, however exceptions are for items of nominal value, honorariums, advertising items, meals at banquets, participation in professional organizations. Other than these, it’s a misdemeanor. The town’s personnel policy would address any further.

Alexander: I believe the Commissioners’ above-referenced Code of Ethics addresses this well. It cites examples of allowable non-monetary gifts within a value limit of $15.00**, such as meals, … souvenirs… and “items given out to the entire board as a goodwill or advertising gesture…”  Commissioners are guided by the overall Code principle that, “A board member shall not accept any gift, favor or thing of value that may tend to influence such board member in the discharge of his or her duties.”  (** I need to check whether the $15.00 amount has been modified.)

15. Why isn't there a disability-resource person, or even a volunteer, in a town this size?



Compton: Good HR question.

Alexander: While the Town does not have a position with that title, it does have two ADA (Americans with Disabilities Act – see www.ada.gov) coordinators, one for matters affecting Town employees (like workplace accommodation), and one for non-employee citizen matters.  I fully support efforts to raise such awareness and to address specific identified needs.  Current ADSA coordinators and volunteers should be encouraged and equipped to do so.  For example, the Town has been re-doing parks with rubberized surfaces to accommodate wheelchairs. It would be good to have a panel of people, including those with disabilities, to promote this awareness. 

16. Do you think that a person's religious views would interfere with him or her being a good mayor or commissioner. If so, why?



Compton: As long as that person has religion and attends church, no problem.

Alexander: In general, no, and I welcome the influence of spiritual beliefs in guiding the values of town employees and elected officials.  During a recorded public candidates’ forum, I referred to the influence of my faith upon my actions, and conveyed that, if a consensus of residents demanded some action that I could not join, that would be my last day as Commissioner.  Speaking for myself, I believe my faith and values will not “interfere with,” but be an asset to the Town’s deliberations and decisions.  Obviously, there could be a potential for the improper injection of religious views or non-religious preferences and beliefs into a public official’s service.

17. All the candidates touted the sidewalk program, but West Wilson Avenue, which is a main gateway to Historic Downtown Mooresville, has none. What do you propose to enhance this boulevard-style street that leads to downtown?



Compton: Great question! West Wilson Avenue is a beautiful street with a bike path! A sidewalk would be perfect. I’m not elected, yet, so I do not know how to proceed with that.

Alexander: Wilson sidewalk is a current priority for the Town’s sidewalk expansion program.  However, retro-fitting older streets with sidewalks is not a simple or inexpensive process.  Things like existing retaining walls and right of way issues have prevented quick completion.  I will support continuing this as quickly as is feasible within our circumstances and finances.

18. Many municipalities have passed ordinances prohibiting parking cars on front lawns. Many homes have multiple vehicles parked on the lawn, which is perfectly legal according to current zoning. What would you propose to do about this unsightly practice which also causes front lawns to deteriorate thereby giving the impression that the town is a rural, backwoods place?

Compton: I hate seeing vehicles parked anywhere but driveways. If they will not run, get rid of them. Perhaps Planning/Zoning can beef up their ordinances.

Alexander: I won’t offer a simplistic answer and do not have all information needed to answer this fully. Things like historical precedent, unavailability of on-street parking, and the requirement to have access for emergency vehicles have to be factored into this issue. In addition to neighborhood efforts, I would give consideration to legal requirements about such situations. I prefer approaches that respect landowners' rights, as well as protecting the entire community.

With 34 years in law enforcement and assignments in large cities, I am fully aware of the “broken window syndrome,” which is the phenomenon when an area first starts to experience issues like unrepaired windows, unused vehicles, and graffiti, then goes downhill when the early problems are not addressed. I hope to be a “fresh set of eyes,” helping to spot and improve any such developing situations.

19. How closely do you know the current town manager, Erskine Smith? Considering all the past controversies surrounding him, would you be a proponent of conducting a search for a more viable replacement? 



Compton: I am a lifelong resident, just as Erskine Smith, knowing him from childhood to the present and a former town employee. The past controversies are the past. Begin judging him from his officially being named Town Manager. We have been through Mr. Justice and Mr. Husemann with a great cost to taxpayers. The two former managers cost the town much more than Erskine Smith will ever cost the town. (salaries and contract buyouts which we’re probably still paying for)

Alexander: As this year’s only non-incumbent candidate for Commissioner or Mayor who has completed the Mooresville Citizens Academy (2008) and been a regular attendee at board meetings for a number of years, I know Erskine Smith casually and cordially.  We have never met or socialized outside of his official functions.  He has consistently and promptly responded to my occasional requests for information.

20. Would you support hiring an internal auditor who reports directly to the town board? Why? Why not?



Compton: Approximately eight years ago, Deborah Hockett was hired as internal auditor. Deborah reports directly to Maia Setzer. Potter & Company would come in annually as external auditor. Mrs. Hockett is still there but the external auditor may not be Potter since that’s a bid process to determine the outside auditor.

Alexander: I am aware that some cities have such a position and find it useful. At present, I am not convinced that this would be better than the use of independent outside auditors, who may be more objective because they are not part of the same institution that they are auditing.  I would be willing to discuss this idea.

21. Are you aware of double standards and selective leniency when it comes to payment of dues for rooms rented at the Charles Mack Center? It is my understanding, for example, that the Chamber of Commerce strong-armed the town into not collecting any dues for its use of the facilities. Is this true? If so, what is your opinion on this matter? How would you rectify it?



Compton: I have heard of some of that but not sure of any details. I would support the Chamber of Commerce and the Mooresville Graded School District (MGSD) using the facility free or at a reduced rate but not at the point of them taking advantage of us. Those two entities do so much for our town, bringing people and jobs. The MGSD continues to be one of the best in the state. The Town, Chamber, and MGSD have supported each other and I would like to strengthen that support.

Alexander: (Are you aware of double standards and selective leniency when it comes to payment of dues for rooms rented at the Charles Mack Center?) Certain non-profit organizations have been allowed to use Charles Mack Center facilities for free or at reduced rates when engaging in non-profit functions. My understanding is that these same organizations are required to pay when they engage in for-profit type activities. Also, the amount of charges or waivers to some groups have been “grandfathered” to continue past practices.

Alexander: (It is my understanding, for example, that the Chamber of Commerce strong-armed the town into not collecting any dues for its use of the facilities. Is this true? If so, what is your opinion on this matter? How would you rectify it?)

 I haven’t seen the arms of all Chamber personnel and am not familiar with their past negotiations. My previous answer would include the Chamber.

I believe the Charles Mack Center needs to be operated in the most cost-effective manner possible, and am open to updated discussions regarding what, and by whom, payment is being made for its use. I do not advocate implementing a fee structure that would effectively deny most usage of the Center to non-profit organizations, which often provide community services that complement the Town’s efforts.

22. Are you aware of the benefits package offered to town employees and elected officials? What does that benefit package include and how much is it valued at per year per employee/official?

Compton: As a former town employee, I am aware of the benefit package to employees and elected officials. I personally think it is very much comparable to the private sector. To learn the value annually please contact HR.

Alexander: I am aware of the availability of employee health and dental benefits, but not all the particulars, and that elected officials are eligible for these benefits.  Provision of such benefits is typical for municipal employees. I have not surveyed other municipalities regarding coverage for elected officials. 

As a federal retiree I doubt that I would need the coverage, but I do not find it to be inappropriate in view of the limited overall compensation provided to Mooresville’s elected officials. Availability of this coverage was certainly not a factor when I decided whether to respond to citizens who encouraged me to seek elective office. At this point in this political campaign and preparing responses to this inquiry, I just do not have the time to research and describe the detailed information which is available to you from other sources. The program is not a secret, and I believe the Town’s contributions for long-term participants have been reduced from what they were previously.