QUESTION: As Council Chairman, what would you do to compel the mayor to contain spending within the limits set by the council?



Vote for one:

Vincent Orange

John A. Wilson Vincent Orange 4300 12th Pl. NE Age: 33

Lawyer in private practice and certified public accountant; D.C. finance official, collecting more than $575 million in revenue, 1987-89; senior tax accountant, Arthur Anderson & Co., 1983-87; master of laws in taxation, Georgetown University Law Center, 1988; JD, Howard University School of Law, 1983; BA in communications, 1980, and BS in business, 1979, University of the Pacific; delegate to Moscow Conference on Law and Bilateral Economic Relations, 1990, and U.S./Japan bilateral sessions in Tokyo, Beijing, Shanghai and Hong Kong; married, with two sons; member, Metropolitan A.M.E. Church; board member, National Children's Center and Northwest Pregnancy Center.

As council chairman, I will utilize the powers of the chairman's office to compel the mayor to contain spending. I will ensure that the department agency heads who are confirmed by the council have the financial, budgetary and spending experience that would indicate success in controlling spending. I will appoint a chairman to the council's Finance and Revenue Committee who is committed to monitoring agency spending on a monthly basis, exercising vigorous oversight and demanding accountability for financial operations. I will utilize the D.C. auditor, who is appointed by the chairman, to provide spending controls and checks and balances that will sound the alarm well in advance of spending overruns. I will initiate legislation providing for spending ceilings for government agencies. Finally, I will establish a strong working relationship with the mayor from a position of strength and expertise in the financial arena. John A. Wilson 511 G St. SW Age:46

Member, D.C. Council, Ward 2, chairman, Committee on Finance and Revenue, and member, Committees on Human Services, Housing and Economic Development and Consumer and Regulatory Affairs; fellow, Institute for Politics, John F. Kennedy School of Government, Harvard University and Institute for Policy Studies; board member, Anchor Mental Health Association, Capitol Children's Museum, GEICO Investment Services, President's Club, University of Maryland-Eastern Shore, Junior League Advisory Board, Police Boys' Club and H Street Community Development Corporation; former board member, Washington Project for the Arts and Committee on Strategies to Reduce Chronic Poverty; former national deputy director of SNCC.

Spending by the mayor beyond levels approved by the council is not new. The mayor has consistently overspent the approved budget since fiscal 1985. The folly of overspending has gained attention recently because revenue windfalls are no longer hiding it. Under my leadership I will offer a two-pronged approach to contain spending within approved limits: 1) Truth in budgeting -- Realistic price tags will be attached to the delivery of programs and services during council budget review. Council-approved spending plans will contain adequate financial resources. This will occur through realistic tax and budget projections. 2) Ongoing review and analysis -- There will be careful council scrutiny of operating and capital reprogramming requests from the mayor. Reprogramming requests are changes to an approved budget and can signal underbudgeting, mismanagement or political whim. Such misuse of the reprogramming process causes overspending and will constitute the basis for denial of a request. CHAIRMAN D.C. STATEHOOD

Vote for one: Dennis L. Fitch Dennis L. Fitch 7418 9th St. NW