Last Wednesday night the Town Board passed a Resolution
(140-2012) “Authorization to Develop a Strategic Communications Plan." The purposes are to “explore media options to
promote our quality of life and encourage businesses and families to take root
in our Town;” and “to promote the positive aspects of the Town of East
Greenbush to aid growth in the Town, and not only maintain our quality of life
but also to improve it for all residents;” and “to develop a strategic
communications and marketing campaign to promote the progress being made in
East Greenbush and all we have to offer.”
The original attached appropriation was $20,000. Ms. Mangold moved (and it was approved) to
reduce the appropriation to $10,000.
Let me suggest an alternative approach. It won’t cost a dime. It will save a hell of a lot of money. It will create a governance atmosphere which
will attract the positive attention from media outlets across the region. And it will stabilize and even reduce
taxes. Here are some things which can be
done right away – the fact is they are “late.”
1) Develop,
implement and enforce the Financial Recovery Plan which OSC called for in the audit
report issued in 2008. This is the
report which disclosed the inter-fund borrowing and the $2.5 million debt which
led to the “junk” bond rating for the Town.
These conditions were “self-inflicted,” and they will only be cured by “self-discipline”
by those in charge of spending tax money.
2) Institute
the savings required by the early retirement incentive on which the Town spent
$500,000.
3) Do
Town hiring and employment pursuant to a Town-wide work-load analysis. Now THIS is something worthy of some spending
on a professional consultant. It would
remove the “family and friends” considerations. Personal Service expenditures are by far the largest in any government and business operation. And these expenses have "tails" which never end. They extend beyond the end of employment. East Greenbush has a massive hemorrhage here, and it will continue to increase.
4) Stop
Patronage and Nepotism hiring.
5) Develop
a “business sensible” and economical solution to the wastewater treatment
problem. This means disclosure to and “ownership”
by the stakeholders – the taxpayers.
This process must not be seen as a “feeding frenzy” of the locals looking
for lucrative contracts, or a power grab by one party or another.
6) Pass
a strong Ethics Code. One that includes
financial disclosure and eliminates the “wiggle room” accorded to the
connected. Statesmanlike behavior on
this issue, rather than the “weasel work” done on the original draft of the
Ethics Board would go far in establishing the credibility of the Board.
7) Audit
Bruen and bring the financial operation under the direct control of the Town’s
comptroller’s office pursuant to an “ancient” OSC recommendation. This no-bid and single source contract has
NEVER been audited in the life of the relationship.
I’m sure there are additional initiatives for the list. Feel free to add them.
The best marketing the Town can do for itself is to practice
good open, transparent and accountable government. Until that happens and becomes evident to
citizens, all the campaigns in the world won’t amount to a hill of beans. It will be just like lipstick on a pig.
