25 Minutes with Mayor Elect Panto

Sal Panto gave us first shot at a sit down interview. Our interviewer and the Mayor-elect cover 20 questions about things to come.

Congratulations Mr Mayor! We look forward to working with you to create a cleaner and safer Easton.

Interview (25 minutes 38 seconds 2.91Mb)

Your neighbor

Candidate Question #10 Codes

Question#10: Codes

The quality of neighborhood living has been negatively affected by the persistent, and often ignored, decay of properties. Detail a plan using current code regulations to immediately improve the appearance of under maintained properties?

Strong Neighborhoods Make Strong Cities. 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 know all of our neighborhoods and 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 vital role in the rejuvenation that is so sorely needed in many areas.

To strengthen our neighborhoods we will:

§ Establish the “Clean It and Lien It” program. We will secure vacant structures, cut weeds and grass to reduce rodents and unsightliness and secure the building envelope to prevent further decay. Once the property has been secured we will execute on the lien and either get paid or we will take possession of the structure, sell it to a proven developer who will then sell it as a restored single-family residence.

§ Initiate the “Curb Appeal Task Force” as a part of the Code Department. We will equip the code department with hand held computers loaded with exterior code violations. As they walk down a street they will input, simply by using a stylus, to check off violations such as peeling paint, broken windows, trash, etc. This will eliminate blight and will protect these vacant structures from becoming the problems of the future.

§ Property owners that do not make necessary repairs must be dealt with swiftly but fairly and in a uniformed manner. We will declare war on blighted properties.

§ Initiate discussions with local bankers to create a revolving loan fund to assist low and moderate-income families, especially seniors, in making necessary improvements to their home.

§ 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.

§ Encourage more involvement and leadership in the neighborhoods and work with those leaders in creating a comprehensive vision for the city.Actively communicate and meet with neighborhoods on a regular basis holding at least one “town meeting” per quarter in one of the neighborhoods.

The city needs to develop a database of buildings that are determined to be under maintained. This can be accomplished by city officials walking throughout the city and documenting structures that do not meet Article 1193 – Existing Structure Code. This data can be stored on a data collector in the field and then downloaded to a computer system back at city hall. If a structure is identified as violating the Existing Structure Code then a meeting with the structure’s owner needs to be scheduled and a plan developed to bring the structure into compliance. The city should monitor the progress of the plan and if no work is accomplished then the enforcement procedures of the ordinance should be implemented. This plan does take a significant amount of code enforcement officer time but I believe that it will provide for greater citizen cooperation in getting the structure up to code.

An audit of the labor pool and how it is being used will be first on the agenda. The other thing that we need to do during this time is to have all offending property owners sent certified letters stating that they have 30 days to comply with repairs in order to bring their properties up to code. If they do not comply, the city will perform these repairs and either bills the owners, or they will forfeit their properties. Once we know how and where the labor is being used, and where we have extra manpower, then we can proceed with phase two.

Phase two will consist of getting extra manpower from the labor pool to start performing the repairs on the properties that are not following the order. If the properties are vacant, then once the work is started, the property owner will be billed for all manual labor, and administrative labor involved with each property, at the maximum rates allowed by law. These rates are usually called prevailing wage rates. Figure about $100 an hour for general laborers. Once repairs have been completed, the property owner will have 30 days to make restitution, or the city follows through with either a Sheriff's sale, or property seizure, due to foreclosure, or whatever other legal means we have at our dispossal. Average turnaround time for the city to foreclose will be less than 1 year. Considering it has taken the city over 20 years to buy or seize other properties that have been blighted, that is a massive improvement.

Phase three will consist of initially offering to the local neighborhood residents the property at cost. Secondly, offering it to city employees that don't live in the city at cost, so long as they move in and claim it as their primary residence. Thirdly, offering it up for sale at fair market value to the general public. If it goes to the general public, the city makes the highest profit, and brings more money into the coffers, and actually has city employees from the labor pool making money for the city, instead of just being an expense. If it goes to a city employee, or a resident of the neighborhood, then it will still bring a profit, because at the prevailing rate, the city will still be making a profit off of the labor.

This plan may not be 100% perfect, but it is certainly better that what we currently have. The Citizens Oversight Committee will be the most ideal in this aspect, because current employees that are doing the bare minimum for their jobs will step up their work, and stop whining about being overworked, when they know for themselves that they are performing a substandard service.

This question really belongs to the mayoral candidates, who will oversee city hall and its employees. That being said, I do think that the code department needs to be separated from Planning and Economic Development and restructured so there’s more accountability, and so that codes are enforced uniformly. Vacant and decayed properties that can be seized under current law must be seized. I propose then offering those properties to police, fire, and city hall new hires at a discount, in exchange for those new hires agreeing to live in the city and improve the properties. Similar programs have had great effect elsewhere, would induce city employees to live in the city, and would help our neighborhoods.

Candidate Question #9 Enforcement

Question#9: Enforcement

It has become fairly common practice to resolve problems of the moment by creating new legislation. Easton has a comprehensive set of ordinances already on the books. How can we more effectively enforce the laws/rules that already exist?

Government is of laws, not of men. Enforcing the codes of the city must be done in a uniform, fair and consistent manner, regardless of individuals. The Codified Ordinances of the City of Easton contain all of the necessary codes to provide a safe and clean environment for all residents. We will increase the effectiveness of the code department by making the Code Administrator a Cabinet level position directly under the Mayor, using technology for increased efficiency and providing enhanced training for the staff.

Audit the city. Let's give ourselves an audit from stem to stern, from tip to tail, and from head to toe. I propose to remove legislation that is outdated and antiquated. I also propose to follow up on all of the 90 day resolutions that have not been rescinded when they got out of date.

We need new laws, but we need laws with teeth and laws that don't insult the public's intelligence. We need to remove laws that are unenforceable. We need to make sure that the codes department, the board of health, the fire department, and the police department have a working knowledge of the city codes and ordinances. I'm not saying they have to be experts, but experts in their fields, and at the very least a working knowledge of all of the other areas. These departments are our eyes and ears, and need to use a significant amount of common sense when outside to enforce what is enforceable.

Let's make the laws that stick, the laws that will bring in money, and the laws that will protect our citizens.

Some of this would seem to be a matter of cleaning up existing ordinances so that they are enforceable. For example, we currently have an anti-loitering ordinance on the books, but it is my understanding that, as written, the police can’t enforce it. There’s an easy remedy: rewrite the ordinance. More care needs to be taken in writing new ordinances so that they are immediately enforceable and don’t need revision months, and then years, later. Council writes the legislation, the administration must enforce it. Council needs to work more closely with the administration to make sure that laws are enforceable as written, and that ordinances are being enforced down the road.

The answer to this problem would require nearly a book to begin to scratch the surface. More enforcement officers, increased technology, fewer rules, and better education of the public are just a few of the things that can be done to more effectively enforce or trim our excessive number ordinances. We need to also assess what we do to enforce the ordinances. If the punishment for breaking an ordinance is too light then individuals will continue to break the ordinance requiring greater effort in enforcement. If the penalty is too severe we are placing too great a burden on the citizen.

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.