Gadsden mayor Q&A: Ford, New look to runoff

Two candidates — Craig Ford and Heather Brothers New — remain in contention to succeed four-term incumbent Sherman Guyton as Gadsden mayor after the Aug. 23 municipal election.

They will meet in a runoff on Sept. 20.

Ford, a longtime local legislator, received roughly 38% of the vote to roughly 23% for New, former president and CEO of The Chamber of Gadsden & Etowah County and a downtown business owner, in the initial voting.

The new mayor takes office on Nov. 7.

Letters to the editor: Supporters make the case for Craig Ford as Gadsden mayor

Gadsden's municipal election:Here are the top vote-getters in Gadsden's municipal election on Tuesday

Prior to the Aug. 23 election, The Times asked each candidate to answer two questions: What are your short-term goals should you be elected, and what are your long-term goals should you be elected? Ford's and New's answers are presented here in full as they were submitted (minor grammatical editing was done).

Craig Ford

Short-Term Goals

1. Evaluate the city’s finances to determine where we stand and the best methods for moving forward while remaining financially and fiscally responsible.

2. Conduct an evaluation of city services and staffing levels of these services. This process includes assessing the employee situation, filling openings as needed, determining a feasible budget for each service and ensuring the right employees are in the correct positions. Within this evaluation an organization, department and employee hierarchy chart will be developed, as well as an updated employee communication plan. The goal is for the city to operate more effectively and efficiently.

3. Organize meetings with the police and fire departments to evaluate needs, including pay raises, staffing and trainings. Once the needs are identified, work with the Civil Service Board to find solutions to the problems. My goal is to make Gadsden the safest city it can be, while making the job of first responders desirable.

4. Collaborate with the Gadsden City Board of Education to determine top priorities for the school system and establish the best method of moving forward. These priorities will include employing a full-time School Resource Officer for each school, determining which facilities need updates, implementing several safety measures such as 2-way radio communications between GCS and local law enforcement, camera systems and buzzers for school entrances and exits, and creating a tip phone line and website for anonymous tips about threats or danger.

5. Work with the City Council to host meetings within each district to identify the most important tasks within each district. Once the tasks are identified, work to prioritize these tasks.

Long-Term Objectives

1. Industrial Recruitment and Retention

a) Design an industry friendly dashboard for potential industries. It would be a dashboard that focuses on good, precise data that demonstrates why an industry should locate here. The dashboard would also illustrate our strengths such as GSCC, JSU, central location, low cost of living, available properties, Noccalula Falls, Coosa Landing  and our vibrant downtown with multiple restaurants, shopping and nightlife. The dashboard will also show ways any weaknesses can be diminished. This dashboard will be expanded into a complete business campaign.

b) Provide a workforce that meets industry needs. If a workforce is not readily available, draw on the relationships with GSCC and JSU to demonstrate how a workforce can be trained in a timely manner.

c) Create an incentive package for industries to locate here, as well as a package that encourages expansion and growth of industry already located in Gadsden. This package will focus on state incentives, as well as local incentives.

d) Attract young people to Gadsden and retain those that are already here. Young people are attracted to things such as river walks, hiking trails, downtowns with downtown living and art districts. As your mayor, I will continue to invest in the things we are doing right to attract young people while also working to create more.

e) Identify growth areas for Gadsden including available land and properties, as well as resources such as the labor pool. We will identify where we can grow and who can make that growth happen.

f) Maintain transparency with the community during the recruitment process that does not give a competing location an advantage. Also, provide enough information to the community so that the community is confident there is no hidden motivation nor agenda.

2. Airport

Although the airport is a stand-alone entity, it is a valuable tool for industrial recruitment. Our airport has many issues that must be addressed. These issues range from board members with no aviation experience to antiquated facilities. I have spoken with several consultants and am ready to take on the task of making the airport an asset for our community. As your mayor, I will seek funding for our airport. This funding will come from grants and private and public entities. The funding will be used to bring the airport to a standard that makes us proud. I pledge to have discussions with aviation programs at Auburn and Wallace State to explore possible internships. These interns will assist in bringing new life to the airport.

3. City-Wide Master (Strategic) Plan

District meetings will play a significant role in creating a city-wide strategic plan. I will collaborate with other Etowah County mayors, as well as the County Commission, to ensure we are moving in the same direction as we work together to create a city-wide plan.

a) Take inventory of all city-owned property, equipment and vehicles that are not being used and sell or auction for additional revenue for the city.

b) Evaluate transportation needs of those that do not own nor operate automobiles. Address these needs with the public transportation schedules.

c) Make sure all areas of the city have a uniform look.

d) Determine the types of industry that best fit our city based on workforce, land and/or building availability, railroad access, interstate and highway access, and quality of life.

e) Create a three- to five-person task force that will focus on the large number of homeless animals. The task force will work with the City Council to find solutions for housing homeless animals, spay and neuter programs, additional funding resources, and outside rescues. City ordinances will also be updated.

f) Use information gathered from the district meetings to focus on areas of the city that have deficits or need additional improvements:

i) Noccalula Falls is Gadsden’s largest tourist attraction. Improvements will continue to be made inside of the park based on recommendations made by the director of Parks and Recreation. Also, the community will assist in identifying needed businesses for that neighborhood.

ii) Alabama City is often a forgotten area. Based on community meetings, move forward with improvements in Alabama City. This area has been mentioned as a potential arts district due to the location of Ritz Theatre, but is that what the community wants and needs? This needs to be a decision for the citizens of Gadsden.

iii) East Gadsden is in a unique location and can be an extension of the downtown. My goal is to further develop East Broad Street with retail and restaurants. Signage and lighting will be consistent with what is currently in place for Broad Street. I will continue to support the development of the ballfields located at GSCC in East Gadsden so children will have a place to play, and money will be brought into the community through other teams visiting.

iv) Tuscaloosa Avenue is best known for the Carver Museum, which I fully support and will continue to support. Carver Community Center will remain the focus of this community by bringing back youth baseball and football. Lighting for this area will remain a priority.

v) Riverfront development is necessary for Gadsden. I have spoken with several consultants about the best ways to utilize our river to capitalize on being a city located on a river. The ideas are endless, but planning must be strategic and logical as to what is best for the entire city. My plan is to bring in several consultants and have them to discuss their ideas. Then, let the community decide what is the best fit.

vi) Downtown Gadsden is a strength of our community. It is an area that is spotlighted when potential industry leaders are brought in; an area that potential doctors tour; an area that brings in many tourists; and an area we can be proud to have in our city. However, it is an area that cannot be neglected as we focus on other areas. I pledge to continue to support downtown Gadsden.

4. Infrastructure

Infrastructure is important when discussing any city, but especially one that is trying to attract industry. Ensuring every household and business has access to high-speed internet is crucial in today’s times.

a) One of my goals is to make Gadsden a Gigabit city so that we are more competitive for industrial development, as well as attractive to young people when they are looking to relocate.

b) Roads have been a complaint of many people for numerous years. I pledge to work with the county commissioners on road projects, as well as prioritize projects within the city limits so they are completed in a timely manner. I understand that part of our road problem has to do with water drainage issues and flooding. This issue will be addressed immediately but correcting this problem will be a major expense and require time.

5. Education

My goal for Gadsden City Schools is to have a long-term, strong collaborative relationship with Gadsden City Schools, as well as Gadsden State Community College and Jacksonville State University.

a) UA-GC Early Learning Initiative is the first in the state and serves as a model for other early learning programs. Expansion of this program benefits our community greatly by preparing students for kindergarten, as well as benefits the other early learning initiatives by providing best practices. I am supportive of this program and look forward to working with and helping expand the offerings of UA-GC.

b) GSCC truly sets us apart from other cities our size. It is also an excellent recruiting tool for industry. I plan to fully utilize all offerings offered by GSCC when recruiting new industry to Gadsden. I am completely supportive of the Advanced Manufacturing Center and will work to ensure potential industries are aware of its benefits. I will continue conversations with Dr. Murphy about further integration of GSCC into local industry and workforce development.

c) As our regional educational institution, JSU is expanding their footprint into this area. I have had numerous conversations with Dr. Killingsworth about their role in Gadsden and will continue to have these conversations as I feel JSU has an important role in or community especially when discussing workforce needs.

d) Other areas of discussion for GCS include upgrading the elementary and middle schools and the vocational school. I pledge to work with GCS to find funding to assist in bringing these schools up to par and beyond. These upgrades will include facilities as well as equipment.

Heather Brothers New

Short-Term Goals

Restore funding to Gadsden City Schools by October 2023 and look for effective ways to partner to provide on-duty Gadsden police officers for football games and other extra-curricular activities, and to ensure all schools have full-time, fully equipped school resource officers.

Work with the council to repeal the 2% occupational tax for all residents of Gadsden that also work in Gadsden, effective Jan. 1, 2023, and complete a study on the most effective method for repealing the tax for the remainder of the workforce no later than June 2023, in order to be impactful to the October budget.

Work with federal, state and local officials to redevelop a more effective regional governance and management system for the Northeast Alabama Regional Airport immediately, with a solution in place no later than April 2023, or earlier if legislatively possible, in partnership with the effort to develop a county-wide economic development council.

Find the funds to pave South 11th Street and do so no later than November 2023.

Deploy cutting-edge technology in all departments to streamline processes and procedures, ensure greater data fidelity and allow for fast, efficient reporting of governmental activities to the public, beginning immediately and fully transitioned by Oct. 2, 2023.

Advertise for a professional firm to complete a Comprehensive Master Plan within the first month of office, and embark on said plan by January 2023, with a completion date no later than December 2023.

Immediately implement biweekly department head meetings to allow for streamlined transfer of knowledge and to optimize efficient work between departments.

Determine the feasibility of relocating city hall operations to the 20,000 square feet of unused, unoccupied space at The Venue at Coosa Landing by Jan. 1, 2023, with a potential move by August 2023, and subsequently market the existing City Hall building and defunct Convention Hall to a hotel/convention center developer.

Address and correct public safety pay discrepancies, including negotiating a more effective, less complicated pay structure that will help recruit and retain talent to fire and police departments; begin discussions immediately and complete negotiations by February 2023.

Immediately begin to defund and dismantle existing economic development agencies and work with surrounding municipalities and county to redevelop them into a statutory countywide economic development council that focuses on industrial, commercial, residential and aeronautical development through a legislatively created stream of funding, using a percentage of an existing tax. This organization would be subject to open meetings/records regulations and would have board representation from throughout the county and would be fully functioning no later than April 2023, or as soon as the state delegation can successfully pass the necessary legislation that will create and fund the organization.

Immediately separate the responsibilities of the revenue director from the finance director and hire qualified candidates for each; and review all department head job descriptions and responsibilities to ensure correct separation of duties and provision of resources to make each department successful, to be completed by Dec. 1, 2022.

Reconvene community partners and organizations to investigate solutions to addiction and homelessness, including neighborhood watch programs that will restore our communities to the safety and pride once enjoyed by residents beginning in January 2023.

Immediately advertise for and hire a full-time, experienced grant writer to optimize state and federal funding for city-wide projects with a start date of no later than Jan. 1, 2023.

Determine the feasibility of developing the former Sears building on Broad Street into a state-of-the-art performance art hall, preferably as a public/private partnership, with a goal date of ensuing construction by December 2023.

Immediately implement a marketing plan to return the more than 1200 tax delinquent properties owned by the Gadsden Land Bank back into tax-productive private ownership, with a focus on new residential construction.

Convene a mayoral advisory committee by Jan. 1, 2023, that meets quarterly, made up of highly effective business owners and leaders from a diverse array of industry, to discuss development, redevelopment, workforce and economic trends.

Support Gadsden State Community College’s efforts to build a Center for Advanced Manufacturing and to restore softball, baseball and cross country sports as a recruitment tool, timeline dependent on Gadsden State’s implementation schedules.

Immediately partner with the Etowah County Commission and Rainbow City to competitively recruit a high-wage, high-growth mega-employer to the Little Canoe Creek Mega-Site.

Long-Term Objectives

Complete a comprehensive master plan that is inclusive of the ideas and vision of our residents and business owners and begin working the plan within first year. This comprehensive plan will drive a great deal of the long-term plans within my first term, as well as subsequent terms. It will provide an outline informed and envisioned by residents and business owners, including timeframes, especially concerning infrastructure, zoning, development and housing.

Work directly with the Gadsden Water and Sewer Authority to assist in optimum grant acquisition to allow for wastewater treatment system upgrades, sanitary sewer overflows and other system upgrades that will alleviate flooding issues within residential areas, and allow for greater expansion and recruitment, within the first two years.

Investigate benefits of restructuring debt, including refunding bonds for Gadsden City Schools, and/or other ways that the city can partner to see a middle school consolidation in the form of a state-of-the-art academic plaza, based on Gadsden City Schools’ timeline.

Develop a plan for renewing the revitalization of historic Downtown Gadsden’s retail district, with possible expansion through East Broad Street, relevant to the eventual construction of the Eastern Connector, within four years.

Through effective grant writing, redevelop the commercial sectors of the riverfront with clean, modern concrete boardwalks and cable railing, including areas that allow safe access to kayakers, boaters, jet kiers and swimmers, with a focus on developing riverfront property with ideal commercial/residential mixed-use private developments that will enhance the river as an economic driver commercially and through tourism, within four years.

Develop gateway entrances to the riverfront, Noccalula Falls and other tourism attractions that effectively pull visitors from highways and interstates deeper into the city for maximum economic impact, within three years.

Work directly with the Etowah County Probate Judge, CED Mental Health, nonprofits and other mental health partners to address the core issues of addiction and homelessness, with a focus on returning our neighborhoods back to safe communities that are desirable, where families can be proud of their home and feel safe in their surroundings, within four years.

Continue town halls and open discussions to map out the next steps wanted and needed by area residents and business owners to continue progress into a second term, throughout all four years.e approach to providing a quality education to all our children exemplifies unity amongst the citizens of Gadsden, which will have a positive impact on attracting potential businesses to Gadsden.

This article originally appeared on The Gadsden Times: Gadsden mayoral race 2022: Ford, New are final two