Candidate Question #8 Authorities, Boards, and Commissions

Question#8: Authorities, Boards, and Commissions

The city’s 20 (or so) authorities, boards, and commissions significantly impact the progress and the quality of every facet of life in Easton. Because the authorities, boards, and commissions are sanctioned city government subdivisions, how can we better ensure that the nominated appointees are qualified and representative of the needs of taxpaying residents?

Authorities, Boards and Commissions are an important element of local government. This level allows multitudes of people to become involved in their city, making decisions that affect the future of our city. First and foremost, we will advertise openings by all means possible to recruit as many applicants as possible. We will interview each candidate to review their commitment to the position and the skill set they bring to the appointment. When a decision is made the individual’s name will be submitted to City Council for their approval. We will meet semi-annually, in public, with the members of the ABC’s to review and update the city’s strategic plan and how well we are achieving the goals and objectives.

It is council’s job to vet mayoral candidates for the ABCs. First, council needs to ensure that openings on the ABCs are somehow advertised – on the city website, in the Bugler, etc. – so that all interested residents have a chance to come forward. Rather than just passing a name onto council for approval, the mayor should be asked to also pass along a list of qualifications, and a letter of interest from the candidate. If necessary, council should also meet with the candidate for a discussion. Strengthening this process should not “scare” away interested citizens, but instead help strengthen the membership of these ABCs.

Nominated appointees are typically confirmed by council. I believe that council needs to interview each candidate and identify their expectation of the individual being nominated for that position. Each authority, board, and commission should be assigned to a council member and that council member should monitor the appointee to determine if she/he is meeting the expectations. If they are not a mechanism should be established to allow council to remove an individual from that position.

I just answered that in my previous statement. Citizens Oversight Committee will have the power to remove from office, employees who are doing substandard work. Every department needs to have an annual independent audit. If there is no improvement from one year to the next, without any major problem being the cause, that department needs to be cleaned out and replaced with employees who have not gotten complacent in their jobs.

An idea that I am very fond of and highly in favor of, will be for an annual reapplication of all city employees. It has worked in major corporations, and it will work for city governments too. If we keep applications on file of qualified individuals for at least 1 year at a time, we will be able to replace substandard workers with little effort. The reapplication process is fairly easy and straightforward. Every year each employee must submit a resume for review, to include what accomplishments they have made in the previous year, if they have not grown in their present position, then they will be brought up for review, and other prospective candidates will be interviewed at that time for that job. If another candidate has better qualifications we release the former employee, and hire a new employee. It not only keeps salaries down, but it also better qualifies us as a city of professionals. I am sure that no resident has a problem paying a higher salary for a more qualified individual, if that individual is willing to continue their education and training.

Candidate Question #7 Infrastructure

Question#7: Infrastructure

Failure to reinvest in the maintenance and upgrade of the city water plant was a key factor in the decision to relinquish responsibility and oversight of a significant municipal asset. How can we prevent losses of this magnitude in the future?

I disagree with the basic premise of this question concerning the Water purification plant because the plant is still an asset of the city, still wholly-owned by the City, leased to an Authority of the City, with all members appointed by the Mayor of the City. An asset is something of value that gives the owner a return on the asset. The leasing of the plant is using an asset to get a return; in this case outright lease payments equal to or higher than the amount earned when it was operated by the City and at least $1 million per year during the term of the lease in infrastructure improvements to our water distribution system.

However, I do agree that we cannot allow our assets to deteriorate to the extent of the water plant. There was no capital replacement program in this important asset and much needed service and upgrades needed were delayed for lack of proper capital budgeting. We need to be more proactive in our capital budget planning. Coupled with our multiple-year general fund budget, our 5-year capital replacement budget program will protect our assets for future generations of Eastonians to enjoy.

Additionally, time must be set aside to give employees an opportunity to perform preventative maintenance on equipment, vehicles, buildings, furniture and all other assets of the city.

The failure to reinvest in the maintenance of the city water plant was a key factor, but a factor that was just as key (if not more) was the financial situation of the city where we were not able to borrow the money needed to upgrade the plant. Both of these are significant problems. Our first priority should be to move the city to a very stable financial position. Once we reach this position our bond rating improves and we have the capability to finance the 20+ million dollar renovation to the water plant.

In assessing the city’s assets we can identify our infrastructure and the maintenance required to maintain each asset. The waste water treatment plant is currently in excellent condition and the capacity of the plant is estimated to be sufficient for the next 10 – 15 years. We need to start developing plans now on how that upgrade might occur. Our parks system is extensive and in many cases the parks have fallen into disrepair and in many cases are unsafe for children to play. Our sewage collection system is very old is most likely providing inflow and infiltration into our sanitary collection system increasing flow to the waste water treatment plant. Our road network is being over burdened by increasing traffic. These and other components of the infrastructure of very old cities (like Easton) will be in constant need of repair and replacement. We need to develop a line item in the budget for these repairs and/or replacement of the infrastructure of the city and in addition develop a better management system to manage the entire infrastructure system. This is best accomplished using a geographical information system or GIS. A well developed GIS has been repeatedly shown to increase efficiency of infrastructure management resulting in overall savings. I have significant experience in the development of GIS for local municipalities and have been working with the city to develop a system. Through conducting an inventory of the infrastructure assets, developing plans to provide ongoing maintenance (with budgeted line items) and enhanced management form GIS technology we will be better able to understand what we have, maintain it and manage it.

The simple answer is to stop wasting money on nonsensical projects, and work our wallets closer to our vision. I wish the answer was that easy.

The reality of the situation is that we need not just financial audits of the city, but also performance and structural audits as well. We need to know well in advance, when we are going to need a new fire truck, or street sweeper. We need to know 5 years ahead of time, if it will be cheaper to rent a building for city hall, or to purchase one and maintain it ourselves. We need to remove supervisors who cannot properly run a department, and replace them with qualified individuals that aren't getting these jobs because they're not friends of whatever politician is in office.

The biggest and best thing that can be done is to implement a Citizens Oversight Committee. They will have the power to remove people that are inept or just plain lazy, and to keep this city moving ahead.

The city’s finances need to be put in order so that, should we need a bond issue, our bonds could be rated well enough for such an issue to take place. Improving the tax base by improving property values in undervalued neighborhoods, collecting past due revenue, and cutting consultants out of the budget would all help, but it’s important to note that remedying the projected deficits of the next five to 10 years can’t happen overnight. We need to begin planning now.

Candidate Question #6 Budget

Question#2: Budget

For years the city’s annual budget was planned and discussed over a few weeks. Devise a 12 month budget development program.

Spending the last sixteen years in senior executive management positions with multi-million dollar budgets I will bring a new perspective to city finances and find ways to reduce the cost of providing services through increased efficiency and innovation. We will shape an Administration that works harder and smarter on behalf of its residents.

To improve fiscal management of the city we will:

§ Develop a multiple year budget for better financial planning and to avoid last minute decisions that react to a financial crisis rather than using solid financial planning to avoid the “December crisis” in our city.

§ Work with the City Treasurer to consolidate all finances under one individual for more effective cost tracking, revenue forecasting and avoid duplication of effort.

§ We will hold finance meetings each month and invite financial leaders and residents to attend and participate.

§ Create an efficiency task force made up of residents, business leaders and city
employees to analyze city services and assist the city in finding new, more-efficient ways of providing services. The task force will conduct a fact-based approach to identifying best practices used in other cities and how they can be incorporated into our city.

§ We will provide incentives to departments that find new ways to cut costs and improve efficiency. Our financial problems can not be addressed from the pockets
of our resident, we must find ways to decrease the size of government and increase the efficiency of services.

§ Decrease the physical size of city hall by at least one floor creating better
communication among staff, easier access for residents and more income for the
city with the additional rental space to the private sector.

§ Better utilization of existing software, or new software, to make sure that all
departments are interfacing to increase the collection percentage of money owed
to the city and to capture money that may be outstanding in other departments.

§ More emphasis on obtaining federal and state grants to fund city projects, training and equipment. We will utilize an experienced grant writer to train city
department heads on researching, writing and obtaining grants.

I can't believe that in all the years the city has been run, nobody has come up with a simple idea such as this, but here goes. Make quarterly meetings mandatory. The quarterly meetings will need to be like this; By the end of December, the treasurer and controller will have met with ALL department heads simultaneously, to have their departments current books in order, and find what is lacking or exceeding, and where. By the end of January, the treasurer and controller will meet with city council and have both basic and detailed breakdowns of each department, and proposed expenses for the following quarter, and an update on where they are within their budgets.

The mayor will be involved with the earlier meetings, and have proposed budgets at the same time as the treasurer and controllers reports. In a meeting or two, taking slightly more time than usual, we should be able to approve a budget for the following year, because we should already be working off of a budget approved at least one year prior to this year.

The basic breakdown will be for the layperson's benefit. The detailed version will be for anyone that wants to do a detailed review of any particular department.

First, I think the city’s fiscal year should be changed to July 1 to June 30, to be in line with state and federal government. In order to effectively budget for 12 months, you really need to have a two-year plan, with a line budget for the first year, and projections for the second. You also need to have a five-year capital plan. Budgeting with both the short and long term in mind will make the annual budget easier and (more importantly) more accurate, and would help to avoid a last-minute scramble each December.

First, I believe that the budgeting process should be over a two year period. This provides for better planning within departments. The Treasurer and/or Director of Finance should develop projections for revenues during that two year time period. The impact of these revenues can then be discussed with all interested parties. As an example in this last budget the increase of parking meter rates was a revenue stream that had limited review by individuals impacted by this increase. As a result the impression that the city is just trying to get money in any way it can was reinforced, several people were upset, and the parking meter rates stayed the same. Discussion of proposed revenue increases or decreases should be presented with time to determine the full impact of the move and to provide the opportunity for input from all those affected by the move.

In the budget process an initial budget for the following year and an overall departmental and individual revenue budget for the second year should be developed within the first 3 months of the new year. This budget would then be published and public comment in the form of hearings would be heard over the next 3 months. The council, mayor’s office and the Treasurer/Director of Finance would develop a revised budget based on public input and updated projections of revenues and expenses for the current year. This process would occur over the next 3 months. A revised budget would then be available near the beginning of September at which time another round of public hearings would take place. This round would be shorter than the first round because it can focus on the changes made to the initial budget. Following the public hearings the mayor, city council, and the Treasurer/Director of Finance would again meet and develop a final budget that would be adopted during the month of December.

Candidate Question #5 Open Government

Question #5 Open Government

Give us an example of something you will do to make Easton’s government more open, accessible, and/or accountable.

Effective communication is an essential ingredient for a better community. The city needs to develop new tools for improving two-way communication with the residents of the city. In addition, various city departments, commissions and boards need to have more meaningful dialogue so that a spirit of cooperation can emerge.

The plan to improve communication and provide for a more transparent local government, we will:

§ Maintain an “Open Door and an Open Mind” Policy that all Department Heads will also follow.

§ Use the city website more effectively to communicate with residents including regular email newsletters. Also, use the city website to announce various city events and economic development projects to keep residents informed. People need to be involved on the front end of all major developments.

§ Work with City Council to suggest a change in the format of the meetings to address city issues in a proactive way. For example, use the workshop session for discussion on a specific topic or issue and invite input. These would be scheduled in advance so residents and interested parties are aware of the opportunity to participate.

§ Host quarterly mayoral neighborhood meetings to meet with residents in a neighborhood setting to receive their input and concerns.

§ Schedule strategic planning workshops with the various Authorities, Boards and Commissions to discuss policies and a common vision and hold them accountable to the goals of the strategic plan.

§ Explore evening or Saturday morning hours for City Hall.We will establish neighborhood “Mayor Hours” at key locations throughout the city at flexible times for the residents.

First, I’d attempt to have either RCN or Service Electric (or both) broadcast council meetings and public hearings live, to make them more accessible to residents. I also think that, whether or not the charter passes, one council meeting each year should be held in each of the residential districts not only for better citizen access to meetings, but to bring elected officials to those neighborhoods. As a publisher, my phone and email has always been public and available; this won’t change. I think one of council’s biggest tasks is to balance power and hold the administration accountable, not only in terms of budget but also in terms of follow-though and mayoral appointments, but you cover these issues in later questions.

I have outlined several things in previous answers including:

1) making city hall more user friendly and opening city hall at least one night a week until 8:00 P.M.
2) development of goals and objectives that are published and reported on to the public annually.
3) promote greater citizen involvement in development and carrying out of policy by formation of citizen committees.

In addition, I personally will be available to the citizens of the city. My home phone number is listed in the phonebook, and I welcome calls form individuals. During my time in office I will spend on the average one evening a week walking through neighborhoods to allow people to voice their opinions in a one-on-one forum. I will encourage city council to hold public meetings in the various neighborhoods of the city in order to gain greater citizen participation.

My city hall voicemail will have my personal and business phone # on the message with a message stating that if you need to contact me, then call me there, because I will rarely check my voicemail at city hall. I will propose legislation that will require a voice response from any city office within 48 hours. Too many times people call in, and a week later call in, and a week later call in, and then hopefully get some sort of an answer to their questions. This is ridiculous. The city employees are employees of the citizens. The citizens are the bosses, and therefore need to be answered to in a timely manner and professional fashion.

I also want to make a Citizens Oversight Committee. This committee will not just review certain departments, but also have the power to fire personnel for poor or improper conduct. This will need to be set out in all of the collective bargaining agreements, but no city employee should be afraid, if they aren't doing anything wrong. It's the employees that are doing wrong things that will fight the hardest against this, and those employees are the ones that will need to be watched the closest.

Candidate Question #4 Strategic Planning

Question #4 Strategic Planning

In recent years we have spent hundreds of thousands of dollars on consultants resulting in a sizable stack of reports and critiques, while not resulting in any type of strategic plan. Propose a method to develop a strategic plan in more economical, more comprehensive, less fractured, and less consultant dependent way.

Simply put, operating without a strategic master plan in turbulent times commits our city to reactive rather than proactive leadership. Our team has a strategic plan developed with the collaboration of residents, business leaders, civic, religious and community groups over the last six months. This plan will be a start for our administration. It will be a working document that all departments refer to on a daily basis. The plan is flexible to meet the changing needs of our community. We will discuss the plan at each and every quarterly Town Meeting with a written report on the status of each goal and initiative.

We do not need consultants during these difficult times. We need a solid plan based on public input identifying the basics that we need to concentrate on in the next four years. It is time to get our own house in order.

There will be times when a technical consultant may be needed for specific tasks relating to an issue that requires an expertise in certain areas for a specific task. However, it is my sincere belief that a Blue Ribbon Task Force comprised of local and area individuals with a vested interest in our community could have produced the $100,000 Early Intervention Plan that the city commissioned three years ago.

We will take a bottoms-up approach to local government. Local government cannot be a spectator sport; we need residents that have a vested interest in our future helping to shape that future. They are waiting for their invitation into their City Hall.

I would answer this question but if I did I would have to charge you a consultant fee for the advice that I would provide you. Just kidding!

I believe that the new Comprehensive Plan is one of the very first things that are required of the new administration and council. Without a plan we do not know our direction, goals, or objectives as a city. But since the plan is for the city it should be created by the residents of the city. In the same way that we have neighborhood economic development committees we need to assemble regional committees of the city to develop a comprehensive plan. I believe that the new comprehensive plan needs to be developed within 6 months of next year. Citizen input to this plan is critical to develop a consensus on the future direction of the city and to gain citizen cooperation to implement the plan. The plan needs to establish goals and objectives and also develop mechanisms that allow the city government to measure the success of each goal or objective. Reports of the success of the Comprehensive Plan should be made each year by the mayor. The plan should also be updated each year (this should be a minor update) and have a major update every five years.

The first and foremost idea we need to look at is this: We need to know that before we pay one dime for a consultant, for any project, that we have the funds to follow through with whatever they recommend. If we don't have the funds, then there is no need to hire a consultant, and waste even more money on something that will not be followed-up on. The second idea is to have a citizen's advisory committee come up with ideas. Once we have that committee's ideas, if we still feel the need to hire a consultant, then we put in the contract that the consultant must come up with at least 10 -15 ideas not proposed by the committee, and the consultant must also propose ways to get funding for these ideas from other sources, other than the city government. If they do not fulfill these requirements, then they don't get paid. The third idea is to look back at all of the formerly proposed ideas by other consultants in the past. Before we hire a new consultant to go over what a former consultant had said to us 5 -10 years ago, let's make sure that we have already attempted all of the former consultants’ ideas and options.

The WRT study funded over two years ago did provide a strategic plan. Now that plan needs to be followed. This comes under the province of the GEDP, and both council and the mayor need to make sure that the GEDP does its job. Beyond that, I look at the recent zoning rewrite, done by a committee of citizens along with city hall staff, as a model of how strategic planning can be done without simply hiring consultants.

Candidate Question #3 Neighborhoods and Economic Development

Question #3: Neighborhoods and Economic Development

Economic development efforts have been focused on the city’s central business district for the past quarter century, while the residential neighborhoods have received less attention. Propose a residential neighborhood development program.

Our city is a city of neighborhoods; they are the lifeblood of our city. The strength of those individual neighborhoods creates the vitality of our city. Each neighborhood has its unique characteristics and needs. I am a product of our neighborhoods. We will assist neighbors in identifying their needs and resources and in mobilizing programs to meet those needs. We will rebuild our city from the neighborhoods up ensuring that the residents play a key role in the rejuvenation that is so sorely needed in many areas.

Our plan for strengthening neighborhoods will:

§ Establish the “Clean It and Lien It” program. This program will clean our neighborhoods of vacant and deteriorated buildings that decrease the quality of life in the neighborhood. We will clean the property and secure its building exterior, lien the property to recover costs and finally execute on the lien to sell the property to individuals willing to restore the property to a single family home.

§ Establish the “Curb Appeal Task Force” – This program will equip the code enforcement officers with a hand-held PDA loaded with the exterior code violations that give our city a soiled appearance. As they walk down the street they will record properties that do not meet the standard for things like peeling paint; dirty and/or broken windows; trash not properly stored; sidewalks; etc. If we want our neighborhoods to be good, they must look good.

§ We will implement the “Neighborhood Pride Program” in Easton. This effort is a total concentration by every city department in one area during a one-week period of time.

§ Create a part-time position of Director of Neighborhood Development for the purpose of mobilizing neighborhoods to address their concerns and celebrate their strengths. This individual, along with the Mayor, will encourage more involvement and leadership in the neighborhoods. We work with those leaders in creating a comprehensive vision for the city. This individual will also oversee the Neighborhood Pride Program.

§ Create a “Neighborhood Network” homepage on the city website where residents easily identify what is happening in their neighborhood and how they can be involved in its progress.

§ Actively communicate and meet with neighborhoods on a regular basis holding at least one “town meeting” per quarter in one of the neighborhoods.

§ We will create “Mayor Hours” in key locations throughout the city and at flexible times of the day and take City Hall to the people.

First and foremost, we need to get more money into the city coffers. In order to do that, an impact fee on any new development will greatly increase the money for the parks and recreation departments. One of the biggest ideas I have in mind for the neighborhoods, is to propose a resolution to help fund neighborhood gardens. There is vacant property within 2-3 blocks of every single block in this city. Let's get the neighborhoods together to help beautify the area. The other idea I have in mind, is for an adopt a park program. Let's get corporations in to help fund the parks, and keep them clean and up to date.

The main component of my platform is the creation of programs to promote first-time home ownership in the residential neighborhoods to deconvert rentals back to owner-occupancy, and the creation of some sort of tax credit to promote owner-occupancy of one unit in a multi-unit building. This would be funded by pursuing state and federal monies, as well as through a portion of an impact fee charged to developers of larger projects. I believe this will not only make the neighborhoods cleaner and safer, but will also promote economic development by attracting businesses to serve these homeowners.

Neighborhoods throughout the city are very unique and each needs to develop and implement their own plan for economic improvement. I would propose the development of neighborhood committees that could identify the needs of the neighborhood and then develop a plan that could be implemented to achieve the needs. These committees would work in conjunction with various departments of the city to insure that the plans conformed to city zoning, historical, and building criteria. Once the plans are developed the city government working with the citizen committee would work to implement each plan.

As the neighborhood plans are developed the city needs to develop a Comprehensive Economic Development Plan that integrates the plans of each of the neighborhoods while at the same time charts a course for future economic development throughout the city. I believe that the only way that taxes can be significantly lowered in the future is through steady economic development.

City Council Meeting Audio 10/24/07

What ever he did, that we don't know about, if it were that bad then we would know about it.
-Laini Abraham on the issues behind the Administration's
recomendation to fire Officer Vince Bruneo. (audio 3 minutes 16 seconds 383kb)

City Council was near capacity. Citizens filled the room to save the job of Officer Vince Bruneo. Most of the speakers and attendees were downtown residents and merchants that Vince served. The Mayor lobbied hard to take Bruneo's job, and at one point he let everyone know that there would be no fill-in downtown beat cop as long as Bruneo lingered on the books. (Translation: You want your cop back soon, give me what I want). God Bless the LVEDC!

Council did the city a great service by retaining Bruneo. The man is a credit to his job. Just ask the people he protects.

Audio (2 hours 13.7Mb)
Agenda

Your Neighbor

Candidate Question #2 Finances and Collections

Question#2: Finances and Collections

Collection of taxes and fees has been identified as a major financial issue in the city. Provide a few tactical solutions that would positively impact our collection deficiencies.

The first initiative will be to consolidate all financial matters under a qualified Director of Finance. This consolidation will allow for better tracking of expenses, forecasting of revenues and streamline the collection process. Delinquencies will be reduced with collection calls being made in the first 30 days of non-payment when an effort can be made to pay them. We cannot allow a delinquency to go beyond 60 days because they become harder to collect by the city and harder to pay by the customer. We will be swift but fair in our collection process and problem properties will be identified and a lien will be placed against the property. The lien will then be executed and the property owner will either pay their bill or we will flip the property to a new owner who will pay their fair share.

This administration chose to hire a collection agency to address this problem. Should the new charter pass, the addition of a Director of Finance, the creation of a finance department, and the elimination of the elected treasurer should improve our collection deficiencies. If the new charter doesn’t pass, the treasurer needs to be held more accountable – by the mayor, by council, and by the voters. And a finance department should be created nonetheless, requiring reports on collections and expenditures at each council meeting.


First we need to identify the problems. The first problem is that taxes and fees are too high. We currently pay the highest millage rate of any municipality in Northampton County and second we pay nearly the highest utility fees in the country! When a person on a fixed income is faced with a 16% tax increase when their increase from social security was on the order of 2% they are forced into a decision of what doesn’t get paid. All too often it is the taxes. Another problem is people who can afford to pay but choose not to. This is a very difficult problem. How do we collect from each of these groups without adversely affecting the individual on the fixed income? I believe we need to develop incentives such as long term payment plans which would allow the individual on a fixed income to distribute payments over a 20 year period as an example. This would allow collection of taxes from the estate of the individual but provide a means in which the individual can live in their house without the burden of excessively high taxes. For those who do have the ability to pay we need to be more aggressive in collection of taxes. Not paying real estate taxes suggests that the owner is not maintaining the property and therefore it is a signal for the codes office to insure that the property is meeting all current codes. In addition, council should develop greater financial penalties for over-due bills. The Treasurer’s Office should also implement mechanisms that make it easier for individuals to pay their bills. This includes automatic bill payment and payment through credit cards.


The very best and fastest way to collect, is to immediately go after any and all properties that any delinquent account has. Whithin 90 days, all delinquent accounts WILL, not should, but will, have papers filed against them and be on their way to being seized by the city for Sheriff's sale, or claimed under PA forfeiture of property laws. This would be the fastest and most adventagious way, if only we could force the treasurer to do his job.

An alternate way to get this done, is to bring the treasurer in front of council, and ask for his resignation or else he will be brought up on charges of dereliction of duty, and be forced out of office, and replaced with a competant treasurer. It may not be nice, but when someone continually refuses to do their job, I tend not to be a nice guy.

Candidate Question#1: Human Resources & Management

Last week we sent out a 10 question questionnaire to the 2 Mayoral and 6 City Council candidates. Exactly half of the candidates took the opportunity to elaborate upon their platforms by answering the questions.

Each day (for the next 10) we will publish one question with all of the candidate responses. The respondents were Sal Panto, El Warner, Bill Timmann, and Roger Ruggles.

Question#1: Human Resources & Management

Are you satisfied with the way city hall functions? What issues need to be addressed to improve interaction between departments?

No, I am not satisfied with the way City Hall functions. City Hall has some very dedicated, talented, hard working employees but there are two areas that will be addressed, one on the first day of our Administration and one within the first year. The first is an increase in customer service including attitude, phone call protocol, voice mail etiquette, etc. The second is the fact that the physical facility hinders intra-department communication, cross-training and efficient use of office equipment. We will reduce the size of city hall by at least one floor in our first year to improve interaction between the departments and increase revenue to the city with the additional floor rental.

No, I am not satisfied with the way city hall functions and neither are most of the residents of the city. City hall is not a people friendly place. Most people when entering city hall find it confusing and not a welcoming atmosphere. In addition, the layout of offices in city hall is not conducive to critical communication between departments. I am in favor of consolidating city hall from 5 floors to 4 floors of the Alpha Building, organizing those floors to enhance productivity, and providing a reception area that directs individuals to the proper area for the service desired. This will improve the welcoming atmosphere of city hall, increase productivity, and also provide one additional floor that the city can lease for office space. I also believe that city hall needs to be open at least one night a week until 8:00 P.M. to better serve the residents of the City of Easton.

As stated earlier in this answer a rearrangement of the office space in the Alpha Building will be a significant improvement to interactions between departments. I also believe that we must develop a new Comprehensive Plan for the city. The current plan was adopted in 1997 and is not a document that reflects the current nature of the city. In this new Comprehensive Plan we must identify the interactions between departments and establish mechanisms that will promote that interaction. This will lead to greater efficiency in government, reduce costs and provide efficient service to the public.

Who in their right mind is satisfied with the way city hall functions? The way it functions is one of the biggest reasons that I am running. The short answer is, "NO" I am not satisfied with the way city hall functions.

The issues that need to be addressed are as follows: 1. Mandatory centralization of records. If we can link up all the departments into one centralized server, then when one person or company's name comes up in one department, it will put a flag up in all departments. 2. Streamlining the departments. Instead of having multiple departments doing similar but different jobs, let's combine those departments, and cut back on excessive management. 3. True Cabinet meetings, open to the public. At least 1 time a month, the mayor should be meeting with all of the heads of the departments at once. These meetings should be public record, and open for public comment so that the administration knows and learns what and where it's deficiencies are.

These are just ideas off the top of my head. I am sure that in 4 years, I can come up with a lot more.

I’m not happy with the way city hall functions, but City Council doesn’t run city hall. The departmental directors report to the Mayor. Council committee chairs work with directors, but don’t oversee them, or the departments they run. I would support streamlining city hall and professionalizing human resources in city hall, should the next mayor choose to do so.

The Missing City Council Meetings

City Council Meeting 08/22/07

The police command staff gave an accreditation presentation. Heidi and Iggy Markow followed with a proposal for a domestic violence memorial in Easton. There was lots of discussion on the domestic animal ordinance.

Audio (2 hours 1 minute 13.8Mb)
Agenda
Minutes

Community Development Block Grant Meeting 09/12/07

This is the first of two CDBG allocation decision meetings. 14 groups petitioned for funds, with the City of Easton being the 14th. The City asked for more than is expected to be alloted. The City's interest in the GEDP and CACLV was once again glossed over.

Audio (49 minutes 30 seconds 5.66Mb)
Minutes

City Council Meeting 09/12/07

The City recognized the accomplishments of the late Elsie Luciano. Police Officer Sam Smith was recognized for his service and retirement. The Police/Shiloh Intramural Basketball program was honored, and Chief Palmer presentented awards. The domestic animal ordinance passed.

Audio (1 hours 34 minute 10.7Mb)
Agenda
Minutes

City Council Meeting 09/26/07

Mr David Woglam of Lafayette's Meyner Center presented the City with the "Meyner Report". The report drew a good deal of comment and discussion.

Audio (1 hours 33 minute 10.7Mb)
Agenda
Minutes

Community Development Block Grant Meeting 10/10/07

The second of two allocation assesment meetings. The City did not adjust its requested funds.

Audio (23 minutes 56 seconds 2.74Mb)
Minutes

City Council Meeting 10/10/07

Council honored the accomplishments of the late Bruce Zanzitis. A resolution passed to waive City fees for the development plan and building construction of the L’il Rovers Field House.

Audio (52 minutes 43 seconds 6.03Mb)
Agenda
Minutes