Coventry Dist. 2 Council race Q&A – 1) The state auditor’s assessment of the Coventry Schools to-date $5M deficit lays partial blame on turnover of poor performing prior executive leadership, and prior finance directors on the school and town side, coinciding with ill-timed Financial Town Meeting votes for level funding. The result was inadequate budgets that didn’t catch deficits early.

Coventry Dist. 2 Council race Q&A – 1A) What is your position on level-funded budgets?​

CAPALDI: As Coventry faces significant financial challenges, particularly the $5 million school budget deficit, collaboration between the Town and School Department is essential for a sustainable resolution. Together, we are committed to developing a fiscally responsible solution that upholds both financial accountability and the quality of education for our students. By strengthening this cooperation, we aim to enhance fiscal reporting and transparency, ensuring a more solid foundation for Coventry's long-term financial health.

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However, in the current economic climate, it is not prudent to level-fund the town's budget, especially with inflation at its highest. We cannot afford to ignore rising costs in essential areas. Before we can consider stabilizing or level-setting the budget, we must first address and resolve the deficit, establish accountability for financial management, and ensure that audits and fiscal reporting are completed on time. The road to financial stability starts with responsible decision-making now, so that we prevent future shortfalls and avoid putting unnecessary strain on town services and taxpayers.

 

That said, level funding can be a valuable strategy under the right circumstances. When inflation is low or costs are stable, level-setting a budget can promote fiscal discipline and prevent overspending. It encourages departments to focus on efficiency and ensures that taxpayer money is used wisely, without unnecessary increases in expenditures. Once Coventry’s financial situation is stabilized and we’ve built a healthier fiscal foundation, level-funding could become an option to maintain that stability, ensuring we continue to meet the needs of the community while keeping spending in check.

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For now, though, the priority must be addressing the immediate financial concerns, holding people accountable for their budgets, and ensuring that fiscal management is strong. Only then can we responsibly consider level-setting the budget in a way that benefits Coventry for the long term.

 

Coventry Dist. 2 Council race Q&A – 1B) How can the Council be more proactive with financial leadership?​

CAPALDI: The Coventry Town Council is actively implementing plans to promote greater accountability, transparency, and collaboration among stakeholders, understanding that effective governance is key to fostering community trust.

• Enhancing Communication: The Council is dedicated to establishing consistent communication channels with the Town Manager and other stakeholders. By facilitating open dialogue, all parties can stay informed and engaged in the town's financial matters, which helps to prevent potential issues from escalating.

• Setting Clear Expectations: While the Council does not directly oversee town employees, it aims to set clear expectations for the Town Manager concerning financial reporting and accountability. Establishing benchmarks and encouraging regular updates can help create a culture of accountability within town operations.

• Promoting Collaborative Decision-Making: The Council is working to enhance collaboration by engaging with various departments and stakeholders. Ongoing discussions, particularly with the school department, will help align priorities and ensure resources are utilized effectively for the benefit of the community.

• Implementing Oversight Mechanisms: Recognizing the need for improved oversight, the Council is advocating for mechanisms to monitor budget implementation and financial performance. Regular reviews of financial reports and audits will be encouraged to pinpoint areas for improvement and ensure accountability.

Through these proactive initiatives, the Coventry Town Council is striving to cultivate an environment of accountability, transparency, and collaboration. These efforts support effective governance and contribute to building trust between local leadership and the community.

 

Coventry Dist. 2 Council race Q&A –2) How can the town‘s fire districts be better managed?

​CAPALDI: I am a strong proponent of establishing a municipal fire department for our town, and I have recently voted to create a fire commission tasked with conducting the necessary research for its establishment. This proactive step is essential for ensuring that we provide the best possible fire services to our community.

 

Here are some key advantages associated with transitioning to a municipal fire department:

• Improved Efficiency and Accountability: A municipal fire department can centralize operations, leading to streamlined decision-making and resource allocation. This structure enhances accountability for budget and performance, making it easier to track expenditures and outcomes​

• Consistent Service Delivery: With a municipal fire department, all residents will benefit from uniform emergency response and services, minimizing disparities that can arise with volunteer or independent districts. This ensures that the same level of care is provided to every community member​.

• Enhanced Training and Resources: A municipal structure allows for greater investment in training programs for firefighters and emergency responders. This leads to better-prepared teams capable of effectively managing a variety of emergencies, ultimately improving community safety​

• Financial Stability: Municipal fire departments can secure diverse funding sources, including local taxes and grants, which reduces reliance on inconsistent volunteer support. This stability helps ensure continuous operations and service delivery​

• Stronger Community Engagement: By forming a municipal fire department, we can enhance community involvement and support. Residents are more likely to connect with a fire department integrated into their local government, fostering public trust and engagement​

 

In summary, the establishment of a municipal fire department represents a critical step toward enhancing public safety and service efficiency in our town. The fire commission will play a crucial role in evaluating these benefits as we move forward with this important initiative.

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Coventry Dist. 2 Council race Q&A –3) What is the most important thing you will do to aid small businesses in town?

CAPALDI: As a small business owner myself, I understand the critical role that local businesses play in our community, and I am committed to supporting their growth. I believe we can implement several effective strategies to foster small business growth:

1. Financial Assistance and Incentives: I advocate for local governments to offer grants, low-interest loans, and tax incentives. These can help small businesses cover startup costs, expand operations, or renovate facilities. Programs like the Small Business Administration (SBA) loan guarantee can be particularly beneficial.

2. Streamlined Permitting Processes: Simplifying the permitting and licensing process is essential. By developing one-stop shops where entrepreneurs can obtain all the necessary permits and information, we can reduce the time and cost burdens on small businesses.

3. Infrastructure Improvements: Investing in infrastructure—like roads, public transport, and utilities—is crucial. Enhanced access to businesses improves the customer experience, and proper sewer systems can attract new commercial developments while supporting existing businesses.

4. Business Support Services: I support offering resources such as business workshops, mentorship programs, and networking events. These provide small business owners with valuable knowledge and connections. Collaborating with local chambers of commerce and business associations can help facilitate these services.

5. Marketing and Promotion: Promoting local businesses through marketing campaigns, community events, and directories is vital. Encouraging residents to "shop local" can significantly enhance community support for small businesses.

6. Zoning and Land Use Policies: We should review and adjust zoning laws to create opportunities for small businesses, allowing for mixed-use developments or home-based businesses. This flexibility is essential for encouraging entrepreneurship.

7. Access to Technology and Innovation: Supporting initiatives that improve digital literacy and e-commerce capabilities is important. Towns can create incubators or innovation hubs to provide resources for startups and help small businesses thrive in an increasingly online marketplace.

These strategies not only assist individual businesses but also contribute to a vibrant local economy. By focusing on these areas, I believe we can create an environment where small businesses in Coventry can flourish.

 

Coventry Dist. 2 Council race Q&A – 4) According to the RI Auditor General’s report on the town‘s sewer program, “Only a small portion (approximately 3%) of the Town’s homeowners and businesses are connected to the System,” and, “A longer-term view needs to be part of the overall assessment of the program as there will be a future need in Coventry to expand the sewer program for either health and safety, water contamination, or economic development reasons.”

Coventry Dist. 2 Council race Q&A – 4a) Given the town-wide benefits to building sewers, is supporting the program in part with the General Fund, as suggested in the report, a good idea? What would you suggest?

CAPALDI: It's clear that Coventry’s sewer system has significant room for growth, with only around 3% of the town's homeowners and businesses currently connected, according to the RI Auditor General’s report. While the report emphasizes the need to eventually expand the sewer program for health, safety, water contamination, or economic development reasons, I fully recognize that the funding methodology needs serious evaluation.

 

At this point, I’ll be transparent—I have not yet worked on any major sewer-related issues during my time on the council and am not intimately familiar with all the financial details of the current system. However, I do understand the concerns around costs being passed along to homeowners and businesses to connect to the system. Many residents face high expenses, paying the original assessment, along with charges from both Coventry and West Warwick, plus usage fees. When we look at the recommended double-digit increases over the coming years, it’s a clear sign that the system’s current financial foundation might not be sustainable in the long term.

 

As Councilwoman, I am committed to exploring alternative funding strategies that could make the system more affordable and predictable for our residents. I believe the town could benefit from researching best practices used in other communities. For instance, a combination of townwide assessments, bonding, or loans from the Rhode Island Infrastructure Bank may provide a more stable and less burdensome funding structure. If the town opts to use general revenue for the expansion, we must clearly demonstrate the overall benefit to the public, particularly if the expansion could boost our economic development and make Coventry more attractive for businesses. This could ultimately reduce the residential tax burden, which is something that should always be a key priority.

 

Moreover, expanding sewer access isn’t just about finances—it’s also about safeguarding public health and protecting our water quality. These are essential for the long-term sustainability of our community. It’s important that any plans for expansion take these critical factors into account.

 

Moving forward, if elected, I plan to dive deeper into this issue. I will attend sewer authority meetings, meet with stakeholders, and work closely with consultants to ensure that any future expansions are done in a way that is fiscally responsible and beneficial for the entire community. I’m committed to becoming well-informed and ensuring we find a path forward that balances growth, health, and economic opportunities with fairness and transparency for our residents.

 

Coventry Dist. 2 Council race Q&A –5) Council President Hillary Lima suggests new Council members proactively study the town‘s finances and budget process with the town‘s finance director. What do you think of that suggestion?

​CAPALDI: Council President Hillary Lima’s suggestion is an excellent one. As the current Councilwoman for the past six months, I’ve had the opportunity to work closely with our Finance Director, Rob Civetti, who has been incredibly helpful in answering questions and providing guidance on the town’s finances. Municipal finance, especially for those of us without prior experience in it, is a specialized area with complexities that differ significantly from corporate or personal budgeting.

 

Throughout my career as an executive in corporate America, I’ve been responsible for budgeting and financial oversight, but municipal finances are quite different. Municipal budgets must adhere to specific rules and regulations that are designed to ensure transparency and accountability to taxpayers. This includes revenue sources like property taxes, state and federal grants, and fees, all of which are subject to laws that dictate how they can be used. Additionally, municipalities are often bound by strict debt limits, and budgeting can be impacted by long-term capital planning and pension obligations, which are unique challenges compared to the corporate world.

 

When I was appointed to the Council, it was during a heated budget season, and I was learning by fire. That experience quickly taught me how important it is for each Council member to have a thorough understanding of the town’s fiscal status and budget process in order to make fully informed decisions. The financial issues Coventry faces—like many towns—require us to stay ahead of challenges and opportunities. I agree that proactive engagement with the finance director is vital, as it allows council members to approach budgeting with a solid foundation.

 

Municipal finances involve long-term planning and careful allocation of resources to ensure that essential services such as public safety, infrastructure, and education are funded while also maintaining fiscal responsibility. The unique structure of a municipal budget, with its constraints, obligations, and public transparency, requires all Council members to actively study and engage with it to serve our community effectively.

 

Moving forward, I fully support this suggestion and believe that continued collaboration and education on the budget process are essential for making decisions that will benefit Coventry for years to come.

 

Coventry Dist. 2 Council race Q&A –6) State law splits governance of Schools and Municipal finance, and there tends to be a split in town members’ attention to and attendance of the respective meetings.

Coventry Dist. 2 Council race Q&A – 6a) Should these groups interact more?

CAPALDI:​ First and foremost, it’s important to clarify that while the Town Council approves the total school budget, we do not have direct oversight over how that money is allocated or spent. This is due to Rhode Island state law, which separates municipal and school finances. The school department is responsible for managing its own budget within the framework set by the Town’s allocation. However, I believe the school department needs to be held accountable for managing their budget appropriately to meet all their financial obligations.

 

As a communications executive, I know that clear, consistent communication is essential when two entities—like the town and the school district—must collaborate. Since I’ve been on the Council, the Town Manager, Finance Director, Superintendent, and School Finance Director have been meeting regularly to address budgetary concerns. Recently, they have also engaged with the Auditor General, who has expressed satisfaction with the steps being taken by both the town and the school department. He noted that their collaborative approach is a positive sign for future efforts to rectify the budget issues and ensure fiscal responsibility.

 

Given that the school budget is the largest within our town, it makes sense that the Town Council and the School Committee should interact even more frequently. Regular working sessions would enhance transparency and allow both entities to address potential challenges before they escalate. These sessions can also help align goals and ensure that budget-related decisions benefit the entire community, particularly when resources are strained.

 

It’s not just about ensuring the budget is balanced—it’s about working collaboratively to find the best solutions for both the town and our students. Best practices from other municipalities suggest that continuous collaboration, like joint working sessions, can prevent issues such as last-minute budget cuts or delays in resource allocation, which can negatively impact education and town services alike. These meetings are essential for mitigating financial surprises, maintaining transparency, and fostering a shared understanding of our collective responsibilities.

 

In short, I fully support regular, structured communication between the Town Council and the School Committee. We must be proactive in addressing the challenges that arise, particularly when two-thirds of the town’s budget is dedicated to the schools. By working together, we can serve the best interests of our residents, students, and educators while ensuring the long-term financial health of Coventry.

 

Coventry Dist. 2 Council race Q&A – 6b) If so, how would you approach that?

See above.

Coventry Dist. 2 Council race Q&A –6c) Please share any other thoughts you have on this.

See Above.