Supervisor Debate: Lorin Rose vs. Jeremy Wilber
The October 28 encounter between the candidates, moderated by Woodstock Times editor Brian Hollander and sponsored by the Watershed Post, drew a crowd of more than 50 to the Community Center. The following report highlights selected topics covered in the debate. (For in-depth interviews of the two candidates, see Woodstock Times, October 13, 2011.) The questions and answers have been edited for length and clarity. In some instances multiple answers to the same question, or answers to related questions, have been combined.
What is the proper role of the town supervisor—leader or facilitator?
LR. It’s pretty much a facilitator; a team player. When I announced my candidacy I defined a good supervisor as more a [self-effacing] rodeo clown than a [self-important] matador. I am proud of our town employees, who gave until it hurt in order to balance the budget.
JW. According to New York State’s town law, 99 percent of the supervisor’s job is money and finances — being accountable to taxpayers about how their money is spent. The first thing for a supervisor is to embrace that role. Once you have that experience, there are (considerations such as) team play, but it all begins with money.
LR. Right now, money is the issue that’s up front. (During a career in construction) I’ve spent my life working with other people’s money and am tighter than the skin on an onion (in that situation). First and foremost we need a supervisor who is familiar with ledgers.
Should the Town Board hold additional monthly meetings in order to generate a dialogue with the public?
LR. There is a lot of intellect out there, but there doesn’t seem to be enough input from the public in the present system. I think that there should be another monthly Town Board meeting; sort of a giant “public be heard” session.
JW. I would not be inclined to add meetings for their own sake; meetings often turn into klatches. I am not opposed to more interaction with the public, but would note that the supervisor is constantly engaged with the public, even when walking down the street.
What has happened with the town budget?
LR. The spigot that was pouring money into town — county mortgage and sales tax receipts — dried up, but the town kept spending money on things like legal fees. The costly little guerilla war over the Comeau easement and the costly plans for a renovation of Town Hall are examples. We got nothing for the Town Hall expenditures. That’s the fault of the Town Board, which didn’t live up to its fiduciary duties.
JW. I agree with Lorin about the tax receipts. During my administration times were generally good, but not entirely. The town’s bond rating improved by two points. In those prosperous times we didn’t expand (local) government. Instead, we improved our infrastructure, such as the sidewalks, the pavilion at Andy Lee Field, and the water district. Regarding the current budget situation, the Town Board could have been more ahead of the curve.
Do you support the state’s 2 percent cap on property tax increases? Has the Town Board done the right thing by preparing a preliminary budget that exceeds the cap? [Note: See story on recent budget developments in this issue.]
JW. If I could predict the future I’d go along with the cap, but I can’t. For example, if a town-owned bridge gets washed away, I would repair or replace the bridge (despite the tax cap), and in other emergency situations would provide an urgently needed service. I lived in California around the time of Proposition 13 (a similar measure), which devastated that state.
LR. The Town Board did the right thing. They’re close to (meeting) the cap. The town employees are the ones being punished. The taxpayers bear some responsibility for electing the people who let this (situation) happen. I think that the tax cap can and should be met in one year.
What are your views on the supervisor’s proposal to eliminate the Dispatch Department, as a cost-cutting measure?
JW. A Woodstock taxpayer (who owns a property assessed at the townwide average) spends about $35 a year for 24/7 dispatch service. Here in Woodstock, our Dispatch Department will tell you things like when the power is going to come back on after an outage, whereas the county 911 service deals only with emergencies. This is another example of the kind of conversation the Town Board needs to have with the public about the costs and benefits of services.
LR. We need to keep the Dispatch Department for now. I’m a little cynical that the threat to (eliminate) the department was aimed at getting other town employees to make sacrifices (in order to keep the department). I want to know why the Woodstock fire district started using the county 911 service and stopped funding the local Dispatch Department. That’s a hazy little circle that needs clarification.
Is it reasonable to expect the supervisor, with the assistance of the bookkeeper, to be responsible for preparing the tentative town budget?
LR. I don’t think it is a one-man job. Maybe there should be a budget committee, which would certainly include the members of the Town Board. That would be one way to get them to pay more attention. Fortunately, one Town Board candidate, Ken Panza, has the necessary set of skills (for budget oversight). He is so meticulous that he could drive a dog out of a butcher shop.
JW. Immediately after I took office, an official from the state comptroller’s office performed an every-four-years audit of the town’s finances. I sat next to him for weeks and got a tutorial in municipal finance. Preparing the budget is what separates the supervisor from the other Town Board members. It’s the supervisor’s way of expressing the things that he values as important for the town. I oppose the formation of a budget committee. The supervisor cannot delegate this authority, to express important values, to a committee, although during the budget process the supervisor consults with town employees and officials. The supervisor must keep the connection between the dollar that’s taken out of the taxpayer’s pocket in January and the services the taxpayer receives throughout the year.
How would you manage the town’s work force?
LR. (Regarding supervisor experience), I have run all kinds of construction crews. Town government is different, in that people are not always rewarded for good performance. A lot of the (supervisor’s) job is getting people to do their best. Perhaps we should explore some consolidation of departments, but the town government generally works very well.
JW. In my administration we established a principle of equal pay for equal work, based on a grade system. That made a significant difference for a lot of female workers. I agree with Lorin about the high quality of our town employees.
What should be done about Town Hall?
LR. I have talked with the employees of the justice court and the Police Department. All they want (in a renovation) is a little more room; not all the amenities that have been proposed. For example, the court needs room for a metal detector and a walk-up window. I think we can provide what the departments need. I think we can do everything we need to do for $200,000 or less, and we should use local labor. (For financing the project) we need to see what is in our capital reserves. I am opposed to bonding for the project, which would lay more debt on the taxpayers.
JW. I don’t think we should spend a lot of money until the public is engaged with the details of any (renovation) plan. We need to have a conversation with the public. Town Hall, which was built during the Depression is a beautiful, stunning example of Greek Revival architecture. The result of any renovation should be beautiful and deserving of our pride, and should respect the building’s (Depression-era) forefathers. The current renovation plan seems practical, but we need to cut out some bells and whistles and reduce the cost from the $1.45 million bonding that was authorized in a 2007 referendum.
Why should voters choose you and not your opponent?
LR. He has had his turn. We have an awful lot of good people in this town who want to help. I’m the kind of guy who will let them help.
JW. I think that I can help, with the budget and the economy in an interesting spot. I have the experience, I know the players and the nature of the job, and I have good relationships with other government officials. I think it would be beneficial for the town to have someone who’s ready to do the job from day one. I think that the town will survive any outcome, but that I am best positioned to serve.++
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