{"id":2688,"date":"2021-06-01T09:46:31","date_gmt":"2021-06-01T14:46:31","guid":{"rendered":"https:\/\/garciaforholyoke.com\/?page_id=2688"},"modified":"2021-09-29T18:26:21","modified_gmt":"2021-09-29T22:26:21","slug":"ask-the-candidate","status":"publish","type":"page","link":"https:\/\/garciaforholyoke.com\/es\/ask-the-candidate\/","title":{"rendered":"Pregunta al Candidato"},"content":{"rendered":"
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\u00a1Respuestas a sus preguntas urgentes!<\/p>\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\tThe last few years we are seeing a drastic change in climate because of our carbon footprint. What are you willing to do to get Holyoke to zero emissions? What would be your goal for when we reach zero emissions?<\/a>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t

I don\u2019t believe Holyoke has an energy reduction plan. If we don\u2019t, we need to have one so that we are achieving strategic objectives throughout the years to lower our carbon footprint and not miss any opportunities as they may fit. Programs like Green Communities and the Massachusetts Vulnerability Program are excellent opportunities provided to cities and town by the Commonwealth that Holyoke can leverage and help meet our energy reduction and climate resiliency goals. Energy reduction and climate resiliency need to be on the forefront of all our plans \u2013 City Master Plan, Open Space & Recreation Plan, and Urban Renewal Plan. With new growth development pressures taking place, we have to be sure we are able to embrace it while also protecting our natural resources and local public health.<\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t

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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\tWe have seen the displacement of our neighbors due to apartment buildings not being maintained. How do you propose holding property owners accountable for unsafe housing? <\/a>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t

I need to assess the gaps in our building department and board of health department and see how I can better support these departments so they can effectively execute enforcement. I strongly believe enforcement in Holyoke is minimal largely because departments are overworked and understaffed and it\u2019s impacting our residents. That is why the center focus of my campaign is improving the way we manage our finances and other municipal resource so that departments such as our Building Department and Board of Health are adequately supported to carry out services. Thereafter, I want to be sure enforcement is consistent and unambiguous.<\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t

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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\tThe residents of Ward 1 and 2 do not have the same access as other wards in Holyoke. How do you plan to prioritize the residents of Ward 1 and 2 with access to: fresh food\/ transportation\/ green space and other amenities available throughout the rest of the city? <\/a>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t

Having grown up in South Holyoke on South Summer Street and also lived in the Flats on North East Street for several years, I am very aware of the lack of access and other inequities. I\u2019m also aware of the lack of priority and disinvestment in the two neighborhoods. These two neighborhoods suffer because of the lack of adequate representation for the people that live in them and I am committed to dismantle issues of structural racism that contribute to this disinvestment. I want to see active neighborhood associations that I can partner with as the City Mayor so we can be sure investment and access is happening. The neighborhoods have flagship community development organizations (Nueva Esperanza, Inc. and OneHolyoke CDC) I look forward to partner with and streamline resources toward these organizations to help with civic engagement opportunities focused on empowering residents to have active roles and control to important quality of life decisions for what takes place in their neighborhoods.<\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t

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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\tHolyoke has always been reasonable when it comes to the cost of housing, over the last few years we are seeing the cost of housing increase here (one room apartments now going for $1,000 a month) what protections do you plan to propose to keep Holyoke residents in their homes?<\/a>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t

This is a complex issue to this day I am still trying to wrap my head around. How do we embrace growth without pricing out our residents from their homes? For the most part, we are fortunate to have strong partnerships with non-profit landlords dedicated to providing subsidized and affordable housing as well as private landlords that openly accepts section 8 voucher holders. We need to take it a step further and help our low-income residents become owners in their neighborhoods and build wealth. Currently, there are programs designed to do this and I look forward to strengthen them while also facilitating the necessary steps to step up local and state involvement in providing decent housing for those with little or no income.<\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t

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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\tHolyoke has one of the largest and most obvious wage gaps in the area, why do you think that is?<\/a>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t

The short answer, gender and racial inequality \u2013 which to me is a major public health concern that coupled with inadequate political representation.<\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t

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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\tIf elected, under your leadership while working with the receiver of the Holyoke Public Schools, where do you hope to see the school district in the next four years?<\/a>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t
Certainly out of receivership through better test scores and graduation rates. As it happens, with Holyoke\u2019s own Anthony Soto named superintendent\/receiver, we\u2019re more than halfway there. Additionally, in the next four years I look forward to having a new middle school, drafting a capital improvement plan for the schools, and have strengthening our arts and sports programs. <\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t
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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\tWhat immediate actions would you take in your first weeks and\/or months as mayor of Holyoke? <\/a>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t

My campaign is focused on improving the way we manage our finances so that departments are adequately supported to carry out services. Therefore my first and immediate priority is to kickoff our FY23 budget setting process. In the municipal world, local governments start planning their budgets as early as November which is fitting since Election Day is November 2nd and it\u2019s expected for the newly elected mayor to hit the ground running on November 3rd. My process will include meeting with the City Council to identify budget priorities, goals, and objectives. Simultaneously, I will work with our City Auditor to prepare an initial review and expenditure projections and work with our assessors to review revenue projections and be sure we are communicating this information to the Finance Committee of the City Council. Finally, each of the departments will receive instructions from my office for submitting their proposed budgets. From here moving forward, I will be meeting with each of the departments to get a strong feel of what is it they do well and where the gaps are to further prioritize our spending in preparation for the upcoming fiscal year.<\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t

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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\tWestern Massachusetts is currently experiencing a housing shortage. Holyoke has and continues to participate and help fund affordable housing projects within the city. How would you continue this effort to increase housing access for city residents? <\/a>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t
We are fortunate to have a positive and productive relationship with U.S. Senator Ed Markey as well as our state area delegates because state and federal assistance will be crucial to addressing our housing shortage. Senator Markey and area representatives have visited Holyoke many times and taken a particular interest in our housing issues. To me, there is no question but that the solution lies in the many, many empty buildings in Holyoke. We have a demonstrated record of success in converting abandoned buildings into clean, dignified, and welcoming homes even for those with very limited incomes. Additionally, as we navigate the challenges ahead to develop more housing by reconverting our old buildings, we need to do better in striking a balance between low-income housing, affordable housing, and market-rate housing so we are cultivating mixed-income neighborhoods. For decades, Holyoke has been warehousing the disadvantaged in certain areas and then citizens get frustrated when neighborhoods don\u2019t improve. I strongly believe that as people\u2019s circumstances improve, they have little option but to move out of the neighborhood because of limited market-rate housing opportunities. I grew up in subsidized housing in a rough part of town and I know what life is like for low-income families living in sub-standard housing units surrounded by negative activity. We need to mix it up. As Mayor, together with the Holyoke Building Department and other stakeholders, I will lead the charge to identify potential new housing opportunities and will work with our federal and state representatives to leverage additional resources to continue to convert old buildings for development of affordable and market-rate housing.<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t
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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\tWhat are some ways in which you would work with state and local officials to ensure the safety and quality of life of residents at the Holyoke Soldiers' Home? <\/a>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t
The state was slow to react to \u2014 never mind prevent \u2014 the terrible tragedy that claimed the lives of so many American heroes during the early days of the pandemic. What\u2019s more heartbreaking is what we learned after the tragedy: that the Soldier\u2019s Home was overcrowded and had inadequate support from the Commonwealth to keep up with their services. Holyoke has an excellent Health Department that I look forward to supporting so that it can achieve its purpose \u201cto enhance public health \u2026 [by providing] prevention, protection and educational resources to ensure the highest quality of life.\u201d We also have an excellent Veteran’s Department who are skilled and are strong advocates for the needs of our veterans. When I am elected Mayor, I will ensure that our own Health Department as well as our Veteran’s Department has the resources it needs so they can be at the table with state and regional officials at every discussion and strategy session involving the Soldiers\u2019 Home ensuring the greatest safety possible for our hero’s. <\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t
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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\tIn recent years the city has made an effort to attract and retain new businesses. As mayor, how would you work to attract new businesses to Holyoke, and subsequently, how would you retain them? <\/a>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t
Over the years, I have met with many Holyoke business owners and most recently with downtown small businesses and have had multiple discussions of their challenges and needs. The concerns they share with me are consistent. I\u2019m told there is limited advocacy to support small businesses with navigating challenges as needed and there is also a lack of communication between City Hall and the business community, and even between departments. The general feeling is that our business owners have taken a risk to invest in our city but our city is not investing in them therefore making it less desirable to want to stay and grow in Holyoke. Among the many challenges I have heard, some include concerns of deteriorating infrastructure, public safety, trash everywhere, questionable enforcement from city departments, and concerns with excessive panhandling. The lack of coordination of public resources and inefficient support for business owners are barriers for any business to want to invest in our city. A Garcia administration will cultivate greater collaboration and close the communication gap between the city and local businesses by strengthening its partnership with organizations like the Holyoke Chamber of Commerce as well as the Holyoke Taxpayer Association.<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t
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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\tAre you in favor of building a new school in the city? Why or why not?<\/a>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t
Yes, in particular I favor construction of a new middle school and I am committed to work with our community to develop a funding plan that will be far more palatable for those voters who say, \u201cWe can\u2019t afford it.\u201d The reality is that we can\u2019t afford not to build a new middle school. Our middle school age children currently lack the middle school educational experience therefore limiting their preparation for transitioning to High School. Additionally, the Holyoke Public Schools have developed excellent new programs, such as the STEM Academy and Dual Language Program. But our aging and, in some cases, unsafe buildings are poor venues for fresh, stimulating schooling. Also, overcrowding has meant limiting enrollment to programs that can help us break free from state receivership. Therefore, yes, I am for building a new middle school but in a way that is well within the parameters of what our city can afford without placing additional financial burden to the public. <\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t
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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\u00bfQu\u00e9 experiencia y antecedentes trae usted para ser alcalde? <\/a>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t

Soy un producto de Holyoke. Descendencia puertorrique\u00f1a, me crie en un hogar de bajos ingresos y de madre soltera en South Holyoke, en South Summer Street. En muchos sentidos, soy un producto de todos los recursos de servicio disponibles para su familia. Fui un miembro activo de la juventud en el programa Arco Iris en Nueva Esperanza y m\u00e1s tarde serv\u00ed en la Junta Directiva de la organizaci\u00f3n durante cinco a\u00f1os - cuatro como Presidente. Tambi\u00e9n participe durante mucho tiempo en el Holyoke Boys and Girls Club. Serv\u00ed como uno de los primeros L\u00edderes de Grupos del Club y trabaj\u00f3 en el Club durante 10 a\u00f1os a trav\u00e9s de la Escuela Secundaria y la Universidad. Yo atend\u00ed las escuelas p\u00fablicas de Holyoke: Escuela Elementar Lawrence, Escuela Intermedia Lynch y la Escuela Superior de Holyoke, gradu\u00e1ndose en 2004. Soy un ex alumno del programa Northfield Mt. Hermon Upward Bound. Me especialic\u00e9 en psicolog\u00eda con una especializaci\u00f3n en planificaci\u00f3n regional y me licencie en la Universidad Estatal de Westfield. A continuaci\u00f3n, obtuve un t\u00edtulo de postgrado en Administraci\u00f3n P\u00fablica.\u00a0\u00a0\u00a0<\/p>

Luego fui coordinador de servicios a los residentes y, m\u00e1s tarde, administrador de propiedades de la Autoridad de la Vivienda de Holyoke, administrador de servicios municipales de la Comisi\u00f3n de Planificaci\u00f3n de Pioneer Valley y ahora soy el administrador municipal de la ciudad de Blandford. Actualmente, soy un administrador p\u00fablico a tiempo completo. Mi enfoque principal es el desarrollo de la comunidad y el buen gobierno. Mis experiencias personales y profesionales han dado forma a lo que soy y han cultivado mi pasi\u00f3n por lo que hago. Toda mi vida he estado dedicado a mejorar la calidad de vida de las personas a las que sirvo. Eso es lo que aportar\u00e9 a nuestro gobierno local como pr\u00f3ximo alcalde.<\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t

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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\u00bfCu\u00e1les son sus objetivos como alcalde? <\/a>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t

Cultivar y establecer un clima en City Hall y en nuestros barrios en el que podamos conectar, construir y crecer juntos. Hay grandes dificultades por delante, pero nada que no podamos resolver si trabajamos juntos y apoyamos las iniciativas que hagan progresar a nuestros barrios. Con este fin, espero trabajar en colaboraci\u00f3n con el Consejo Municipal y los directores de los departamentos para realizar los cambios necesarios para salvaguardar los fondos p\u00fablicos, proteger los bienes locales y cumplir con los mejores est\u00e1ndares de eficiencia y servicio. Una vez que tengamos la casa en orden, podremos apoyar adecuadamente a los departamentos que hacen el trabajo importante, tendremos un desarrollo econ\u00f3mico mucho m\u00e1s fuerte, escuelas p\u00fablicas considerablemente mejoradas, departamentos de seguridad p\u00fablica que se conviertan en modelos nacionales y servicios municipales de los que todos podamos estar orgullosos.<\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t

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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\u00bfC\u00f3mo construir una conexi\u00f3n entre el viejo y el nuevo Holyoke? <\/a>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t

Es una gran pregunta. Me he comprometido a construir esa conexi\u00f3n durante todo el tiempo que he estado involucrado en mi comunidad. Me rompe el coraz\u00f3n que tengamos esta sensaci\u00f3n de un viejo y un nuevo Holyoke cuando s\u00f3lo es Holyoke. No importa qu\u00e9 decisiones y pol\u00edticas se tomen, afectan a todos. Y c\u00f3mo afectan a todos, la inclusi\u00f3n en nuestro proceso de toma de decisiones es extremadamente importante. Necesitamos un gobierno que refleje nuestra poblaci\u00f3n: gente de todos los rincones de nuestra ciudad, de todas las condiciones econ\u00f3micas y culturales. Una amplia representaci\u00f3n de la gente que vive aqu\u00ed es fundamental si queremos tender conexi\u00f3n y crecer juntos.<\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t

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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\u00bfSu opini\u00f3n sobre el Receivership?<\/a>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t

Es terrible. Desear\u00eda que no estuvi\u00e9ramos en Receivership . Pero lo estamos. Receivership, siempre una posici\u00f3n desafortunada, especialmente viviendo en un estado que respeta el control local y el autogobierno. Sin embargo, Receivership es parte del proceso para recuperar el control local de nuestras escuelas. El futuro de Holyoke est\u00e1 en nuestras escuelas y en la s\u00f3lida educaci\u00f3n que reciben nuestros estudiantes. Espero trabajar para recuperar el control local. Planeo trabajar con el receptor para entender los puntos de referencia que tenemos que alcanzar para el control local.<\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t

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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\u00bfC\u00f3mo mejorar la comunicaci\u00f3n de la alcald\u00eda con los ciudadanos, la ciudad y el Consejo Municipal? <\/a>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t

Creo firmemente que la tensi\u00f3n y la desconfianza que vemos hoy en d\u00eda es el resultado de la falta de comunicaci\u00f3n y transparencia entre los departamentos y entre el municipio y el p\u00fablico o los ciudadanos. Lo que me funcion\u00f3 en Blandford fue establecer una v\u00eda de comunicaci\u00f3n clara desde mi oficina como administrador municipal, utilizando diversos m\u00e9todos para comunicar la informaci\u00f3n tanto interna como externamente. Gracias a nuestra transparencia, se restableci\u00f3 la confianza en el gobierno local, mientras la ciudad avanzaba en la mejora de la calidad de vida de los residentes.<\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t

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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\u00bfCu\u00e1les son los problemas m\u00e1s urgentes a los que se enfrentan los negocios y c\u00f3mo propondr\u00eda resolverlos?<\/a>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t

Los problemas m\u00e1s inmediatos son los desaf\u00edos econ\u00f3micos exclusivos y los impactos relacionados con la COVID-19 en las empresas de Holyoke. Tenemos que asegurarnos de que, en la transici\u00f3n a la post-pandemia, tengamos un plan claro para racionalizar los recursos y mejorar las pr\u00e1cticas de nuestro gobierno local para que las empresas reciban apoyo y el gobierno no se convierta en una barrera para su \u00e9xito. \u00a0\u00a0\u00a0<\/p>

El otro problema urgente que afecta a las empresas y a todos los habitantes de nuestra ciudad es el estado actual de nuestras finanzas. Tenemos un sistema de manejo financiero municipal desconectado que est\u00e1 perjudicando a todos. Se trata de un problema cr\u00edtico que debemos resolver para poder salvaguardar los fondos p\u00fablicos, proteger nuestros bienes y apoyar adecuadamente a los departamentos que realizan el importante trabajo de calidad de vida que la poblaci\u00f3n espera. Es inaceptable que, a\u00f1o tras a\u00f1o, los saldos de caja libre sean negativos y que se reporte a destiempo al Departamento de Ingresos del Estado es inaceptable. Las cuentas no se concilian con regularidad -si es que lo hacen- y tenemos m\u00faltiples cuentas deficitarias que no se han resuelto. Tenemos que reforzar los controles internos y la responsabilidad para establecer un mejor proceso de elaboraci\u00f3n del presupuesto, un cierre puntual de los libros de los a\u00f1os fiscales anteriores, unos s\u00f3lidos saldos de certificaci\u00f3n de la tesorer\u00eda libre y la realizaci\u00f3n puntual de las auditor\u00edas anuales. De este modo, podremos servir mejor a los intereses de las empresas y los contribuyentes.<\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t

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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\tWhat steps do you foresee having to take as mayor to manage the risk of receivership? Can you walk me through the process from where are now to fiscal stability?<\/a>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t

There is not a step by step ‘how-to’ guide which frustrates any new comer into local government management. Municipal finance is complex and it\u2019s always a big surprise for anyone that has never dealt with it before. To chip away at the question, there is a combination of strategies and best practices that need to take place between now and the next 4 to 6 years recognizing some of the indicators that tell me we are on a path to receivership.\u00a0<\/p>

First, we start with declaring the goal. My goal and the expectation I look forward to layout is to have an effective and efficient systems management and operation for safeguarding public funds, protecting local assets, and comply with financial standards and regulations. In the first year, we have to restructure our internal finance management procedures and reinforce our fiscal management policies. There is an inefficient practice in Holyoke that is currently causing the existing deficit, negative free cash balance, reconciliation variances, capital project deficits, grant deficits, and other deficits which are all structural in nature. I need to get in there and hit the ground running by first assessing this practice and identifying where the gaps are that need to be restructured. From the outside looking in, I can say we have to improve our budget setting process with clear instructions to departments that recognize our revenue parameters; we need to close books timely of previous fiscal years and timely reporting to the DOR; re-establish a strong free cash certification balance; ensure an efficient warrant processing and payroll system; and timely completion of annual audits.\u00a0\u00a0<\/p>

Simultaneously, we need to strengthen our revenue position. This includes reviewing our permit fees, different PILOT payments, host community agreements, and other revenue sources outside of residential and commercial taxation to ensure we are getting the adequate dollar amount the city deserves. We also have to research older tax levies to determine if identified accounts should be abated, take in tax title, or make an effort to collect. Same with our enterprise accounts, specifically the sewer rate, which is another issue we can\u2019t ignore.\u00a0\u00a0\u00a0<\/p>

The collaboration between the departments of the Treasurer and Tax Collector, Assessors, and Auditors have to be strengthened and that there is a clear communication pipeline between financial departments as well as the Finance Committee of the Council.\u00a0\u00a0What helped me do this at Blandford was leading monthly meetings which helped with promoting optimal coordination of interdepartmental activities and long-term planning to achieve our financial management objectives as well as our town strategic priorities. Communication and transparency is key!\u00a0\u00a0<\/p>

There are a lot of other things we need to work on as well that can help right size the ship which include creating a capital improvement program to better maintain and replace large capital assets, re-evaluate debts, strengthening our HR practices, continuing to grow our stabilization account and also creating a new stabilization account specifically for capital related investments, and reorganizing key financial positions which is a bit harder because that will require stakeholder consensus and a charter change which has its own set of steps.\u00a0\u00a0<\/p>

Once we close our deficit, maintain a system that doesn\u2019t bring us back, have a healthy level of free cash, and make sound decisions on how to use free cash for those one-time expenses and NOT day to day operations, that\u2019s when you know we reached fiscal stability and off that path to receivership.\u00a0\u00a0\u00a0<\/p>

In that end, there is more to this than what I can explain but I hope this gives folks a pretty decent idea of what needs to happen to reach fiscal stability.\u00a0\u00a0<\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t

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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\tDo you support the increase of marijuana cultivation business in the city, why or why not? <\/a>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t

I do. We have abundant space in our empty mill buildings to accommodate both cultivation and sales of marijuana products. The state’s legalization of recreational marijuana created a modern-day “Gold Rush” for low-cost space and low-cost electricity. The marijuana industry plays to Holyoke’s strengths. We would be missing a major opportunity for employment and tax revenue if we failed to get on board.<\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t

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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\tThe aging infrastructure of the city has been a significant and costly issue over the years. What steps would you take to address needed improvements for the city\u2019s infrastructure in a way that is both affordable for the city and timely?<\/a>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t

First, we need to implement the plan outlined in Question 5 which has been identified throughout my campaign as the top priority. Improving internal controls will allow us to better plan for and execute the necessary infrastructure investments the public expects. A key part of our strategy is to draft a capital improvement plan to better maintain and replace large capital assets and public infrastructure in a way that is affordable and timely. Having available such a dynamic community planning and fiscal management tool will help the city identify capital projects, equipment purchase and infrastructure needs, provide a schedule, and identify options for financing capital needs.<\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t

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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\tRecently the cost of living in Holyoke has been discussed in relation to potentially increased sewer fees. Many current city councilors have said high fees associated with homeownership are driving residents to leave the city. How will you work to make it affordable for residents to buy homes and maintain the costs associated with said homes in the city?<\/a>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t

I question whether sewer fees are “driving residents to leave the city.” What would drive people to leave would be a substandard sewer system. Holyoke has benefits other communities\u2019 lack: no-fee trash, brush and recycling pickup and low electric rates. Our average tax bill for a median home is lower than surrounding communities. Investing in our infrastructure ensures Holyoke is a place where people want to live and do business. The deficit is a result inadequate revenue and uncollected delinquent debt. Even if we collected 100% of user fees, the current sewer rate is not enough to cover expenses. The sewer rate needs to go up to balance the budget and pay for operations and upgrades. Or combine the water and sewer departments and establish efficiencies. Our existing operation is not sustainable. Holyoke has been able to cover the revenue gap by transferring funds from free cash \u2014 an unhealthy practice. Now that we have no free cash, the city must find other means to cover the deficit and do infrastructure upgrades. Transparency and communication are critical to get the community to understand that doing nothing will be more costly than raising the rate.<\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t

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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\tAre there any businesses\/industries you feel Holyoke\u2019s climate and infrastructure are uniquely suited for? If so, how will you market Holyoke to such businesses?<\/a>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t

Holyoke’s enormous Connecticut River energy resources \u2014 the cheapest and greenest in the state \u2014 already produce low-cost electricity that is always appealing to businesses. Manufacturing enterprises, in particular, will benefit from the power sources that put Holyoke on the map in the first place. It\u2019s important to note, however, the feeling that while business owners have taken a risk to invest in our city they do not always feel the city is investing in them. That perception is a disincentive to staying and growing in Holyoke, let alone convincing new businesses to move into the city to take advantage of our green infrastructure. Among the many challenges I have heard are concerns of deteriorating capital infrastructure, public safety, trash everywhere, questionable enforcement from city departments, and excessive panhandling, all while the tax rate continues to climb. The lack of coordination of public resources and inefficient support for business owners are barriers for any enterprise looking to invest in our city. We need to first work on our management gap to better serve and attract new growth.<\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t

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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t<\/i><\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\tWhat are your plans to directly address any current\/future budget deficits within the city?<\/a>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t

Municipal finance is complex. There are strategies and best practices that need to be adopted between now and over the next 4 to 6 years if we are to avoid receivership. First, set goals. My goal is efficient systems management and operation to safeguard public funds, protect assets, and comply with financial standards. We have to restructure management policies and procedures. The existing, inefficient practices in Holyoke have caused deficits, a negative free cash balance, reconciliation variances and capital project shortfalls. We have to improve our departmental budget-setting process, close books timely, ensure an efficient warrant processing and payroll system and require timely completion of annual audits. We can enhance our revenue by reviewing permit fees, host community agreements, and revenue sources beyond residential and commercial taxation. Collaboration among the Treasurer and Tax Collector, Assessors, and Auditors has to be strengthened to foster clear communication among financial departments and the Finance Committee of the Council. When we close our deficit, maintain a forward-looking system, have a healthy level of free cash, and make sound decisions on using free cash for one-time expenses and NOT day-to-day operations, we will attain fiscal stability and get off the path to receivership.<\/p><\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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\u00bfTiene una pregunta urgente? Pregunta aqu\u00ed.<\/h3>\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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