Editor’s Note: This is the second of a three-part series about the candidates for the Longport Board of Commissioners election on Nov. 3.
Today, the candidates on the “Leadership for Change” slate answer our questionnaire. We asked all eight candidates the same questions. Candidate Veronica Iezzi announced last week that she has dropped out of the race.
Tomorrow we will feature the incumbent “We Love Longport” candidates.
The questions:
- What do you feel is the single most important issue facing Longport over the next four years?
- What are your plans to address aging Borough Hall? Do you support building a new facility or refurbishing Borough Hall?
- What are your views on shared-services and/or consolidation of essential services?
- Which department would you like to head and why? (i.e., public safety and community affairs, finance, public works)
- What attributes do you possess that make you an ideal candidate for Borough Commissioner?
- Please provide some biographical information in bullet point fashion and a recent color headshot. Include how long you have lived in Longport, employment, prior public service, and awards.
- Tell us something unique about yourself that voters may not know? (i.e. you climbed Mt. Everest, won a Nobel prize or make the world’s best meatballs)
Fran Caulfield
Longport Commission candidate Fran Caulfield
On the single most important issue:
There are several important issues, but several homeowners I spoke with this week were most concerned about sound financial management. They pay their bills, preserve their assets, and expect their elected officials to do the same with the taxes they pay to Longport. In the past decade, Longport’s debt doubled and debt payments declined – a bad mix for any town wanting to upgrade infrastructure, only to find they still must pay for past capital programs. The current administration has not kept up and we cannot let this continue for another four years.
On Borough Hall:
We first need to research and evaluate all options, including current maintenance and capital costs, space requirements, future functional needs, and build versus refurbish tradeoffs. With facts and specific options , we’ll make a decision with community input and buy-in for a permanent solution.
On shared services:
Sharing non-essential services makes sense, particularly if we can achieve the same performance at a lower cost. Essential services, such as public safety personnel, should not be outsourced.
On department assignment:
I have experience managing both operational and financial teams, and I would defer any decision until the commissioners can meet and determine the optimum governance approach.
Personal attributes:
Leadership, fiscal responsibility with a high-level understanding and proven success in all aspects of financial management, and responsiveness to taxpayer concerns.
Biographical information:
- Co-owner and operations manager of CaulfieldDirect, LLC, a hotel and meeting planning consulting business
- Telecommunication executive for over 25 years at AT&T and Motorola, responsible for managing the business units that developed many of the innovative products we enjoy today, including Internet access, wireless devices, and data transport services
- Bachelor’s degree from St Joseph’s University and an MBA from Drexel University
- Married with three grown children
- Year-round Longport resident for the past seven years. Caulfield family has owned home in Longport since the 1970s.
- Wrote and published three novels
– Fran Caulfield
Bob English
Longport Commission candidate Bob English
On the single most important issue:
I will work to find creative, innovative strategies to finance neglected building and infrastructure construction/repairs of Borough Hall.
On Borough Hall:
We need a professional evaluation of Borough Hall to determine the best option be it to refurbish or replace. I do not favor one approach, but I am committed to a permanent solution that avoids spending millions in repairs that do not solve the problem as the incumbents have done in the last 12 years.
On shared services:
I am not in favor of shared essential services unless it could be clearly demonstrated that the shared service would provide a better response to our residents than can be provided through local service. My primary concern is the increased risk specifically to our elderly residents that could result from a delayed response.
On department assignment:
I would prefer Public Works. I have a keen interest in the property and infrastructure and would fully commit to the job.
Personal attributes:
With over 45 years as a commercial insurance broker managing risk for my clients, I would use the techniques gained as a Longport commissioner. My goal is to identify the risks that threaten the well being of the Borough, control them, and develop a plan to pay for them. I will be available, open to ideas, resourceful, and dedicated to keeping “Longport, the Best Port.”
Biographical information:
- Grew up in Margate; bought our home in Longport in 2012
- Graduate of Atlantic City High School
- Graduate of Villanova University
- Over 45 years in the commercial insurance business
- Currently Senior Vice-President with Willis Towers Watson
- Certified Insurance Counselor and Certified Risk Manager
- Member of the committee to determine the future of Longport Borough Hall
- Married to Trish for 45 years, three daughters, two grandchildren
- Spending more time at home during COVID, I learned Spanish.
– Bob English
Jim Ulmer
Longport Commission candidate Jim Ulmer
On the single most important issue:
The most important issue is the need to critically review, re-prioritize and restructure how the borough manages its annual budget, and pays down its current debt load. The people of Longport expect and deserve strict financial discipline built upon an unwavering commitment to rigorous cost containment.
On Borough Hall:
Today, Borough Hall is clearly a failing building. The short- or long-term viability and future space feasibility of this 100-year-old structure requires a comprehensive analysis from a team of independent qualified experts, not a group of well-meaning residents. From that unbiased report, any decision about the its future should include input from all taxpayers of Longport, and not be a decision made by the governing body only.
On shared services:
Shared service agreements play a vital role in overall cost management. However, not all services require Longport to pay outsourcing fees to other towns. Conversely, Longport should explore ways of onboarding essential services from neighboring communities as a means to offset its own cost. This reverse thinking approach must be included in any shared services discussion. Essential services like our Police Department need to remain dedicated to the residents of Longport only, and not used as fodder to gain political favor from county or state elected officials.
On department assignment:
Once the voters decide who the next governing body will consist of, decisions about department oversight will be made that best align with each commissioner’s experience, background and knowledge to best serve the people of the Borough.
Personal attributes:
I have maintained a long history of active community service always with the ultimate goal of achieving a better outcome in each mission. Professionally, I’ve succeeded by consistently approaching problems in a pragmatic, multi-dimensional, thoughtful and collaborative way. This proven approach would continue if the people of Longport elect me as a commissioner.
Biographical information:
- 15-year Longport resident
- Member of the Longport Zoning Board
- 4th Degree member of the Holy Trinity Council of the Knights of Columbus
- Past member of the Sustainable Downbeach Green Team
- Former Margate Little League and Babe Ruth baseball coach and volunteer
- Employed as a Director of Strategic Partnerships for a Medical and Health Information Company
- I once stood in the Oval Office of the White House
– Jim Ulmer
