New Solutions for New Castle County
Reform, Reinvention and Reaching our Potential: Policies and Principles for Improving our County
The New Castle County Republican Committee
2009-2010
Introduction
Years of government expansion fueled by unstable and unsustainable revenue sources led, in the spring of 2009, to a historic $25 million deficit for New Castle County Government. Responding to this crisis, the Administration and Council imposed a draconian 25% tax increase on all county residents – the third tax hike in 4 years. The County also implemented several organizational changes and budget reductions – many of which worthwhile, if seriously overdue. Regrettably, however, these limited, reactive efforts lacked the imagination and inventiveness required to address deeper systemic and structural issues.
The New Castle County Republican Committee believes our county government can and must do better. We are convinced that significant opportunities exist not just to streamline, but to improve and enhance government services across the County – for every resident in every municipality and unincorporated area. In an age of technology marked by transformation in every sector of American life – and belt-tightening and higher taxes for so many citizens – our local government too, must adopt new ways of working in line with the needs and expectations of the dynamic public it serves. Importantly, New Castle Countians must also be confident their government is operating transparently and with the highest ethical standards, particularly at a time when every one of them is asked to shoulder a massive tax increase.
New Castle County Republicans are committed to offering voters a new vision based on these principles. This document outlines a collection of policy recommendations and common sense proposals – some new, some not – that we will pursue in earnest in 2010 and beyond. They are shaped around these fundamental imperatives:
- Insisting on impeccable ethics and transparency
- Improving government service and accountability
- Enhancing quality of life
All of these, of course, help to create the kind of climate that can encourage and nurture the economic growth our County so desperately needs.
This document is just a beginning. In the coming year, we look forward to discussing these proposals with citizens across the County – Democrats, Independents and Republicans alike; we are confident that process will result in further refined, improved ideas that can make our County a national standard for excellence and prosperity.
Insisting on Ethics and Transparency
Our government must provide every assurance that the public’s business is being conducted in the most transparent and ethical way possible. The citizens of New Castle County deserve to feel confident their government and elected officials are acting at all times in the public’s best interest.
Regrettably, recent headlines suggest there is reason that confidence might be in question. Reports of conflicts of interest, extended Ethics Commission vacancies and a Council resistant to expanding public access to their proceedings reinforce the need to re-fortify public trust. Therefore, we are calling for the following:
- All members of Council, and senior administration staff, should be required to publicly report and fully disclose any and all personal and family member business interests and dealings in relation to land-use and other areas of county business where conflicts of interest may arise. This information should be regularly updated and easily accessible on the County website.
- Council and other public meetings should be available via live webstream and archived on the county website.
- Ethics Commission vacancies should be filled immediately – it is unacceptable to have these critical positions vacant for any significant period. In addition to the seven Commission members, Council and the Executive should appoint several “alternate” members who can step in and serve should unexpected vacancies occur.
- The County auditor must remain strong and independent. The auditor’s office must be more fully resourced; the office should be staffed at levels commensurate with other similarly populated municipalities.
More Cost-Effective and Accountable Government
1. Consolidate Services
Proposal: Consolidate or merge complementary county and municipal government services and functions.
As with so many businesses seeking to enhance operational efficiency and reduce redundancies – to increase competitiveness, productivity, customer service and shareholder (ie, taxpayer) return – all governments in New Castle County should undergo a top-to-bottom review with the aim of merging/consolidating major functional services where it makes sense. These include, but are not limited to, major overlapping public services and functions across both county government and the 15 independent municipalities in New Castle County. Ours is a relatively small county – 500,000 people. Much larger counties have successfully implemented changes in the organization of back-office functions like payroll, finance, human resources, purchasing, and information services. Additionally, government operations including building inspection and code enforcement, public works (sewer) and even public safety should be rigorously considered for consolidation. Enabling municipalities and the County to share certain core personnel and resources will undoubtedly result in greater efficiencies, cost-savings and improved delivery of public service.
It is worthwhile, too, to explore possibilities for greater cooperation among public safety departments. Increased collaboration of New Castle County and City of Wilmington police operations could result in improved planning and crime-fighting strategies with significant public safety benefit and better resource allocation.
2. De-Politicize the Row Offices
Proposal: Combine County row office functions into an office of shared civic services managed by professional staff.
The so-called County row offices are in the business of providing basic administrative services such as serving summons and issuing marriage licenses. These services are most appropriately offered by professional staff outside the influences of elective politics. By eliminating the positions held by elected politicians and their hand-picked deputies, and consolidating these functions into an integrated operational unit, taxpayers could save hundreds of thousands of dollars while maximizing productivity and professionalism of delivered services.
3. Reduce the size of County Council
Proposal: Reduce the size of County Council.
Legislation has been introduced in the state legislature to shrink County Council, resizing it to nine members. This change will save from $500,000 to $1,000,000 per year. The expansion of Council to its current size went into effect despite the objections of a bi-partisan consensus of state lawmakers and the County Executive. The cost savings offered by this new legislation – which still provides for more representatives than the six-member Council before expansion – are a compelling reason to explore the fairest, most equitable way of ensuring continuity in voter representation. Critically, a non-partisan, independent commission should be named to fairly draw new district lines.
4. Revisit Employee Contracts/Compensation
Proposal: Commission an independent audit of all county employee compensation and benefit policies; redesign to reward performance.
We want and need the most qualified and motivated employees in our county government. So compensation packages should be designed to reward performance and encourage innovation and effective stewardship of precious taxpayer resources. Excellence should be recognized and rewarded, but compensation and benefits should not be out of alignment with standards in the private sector. As we have seen, contracts guaranteeing annual salary raises of up to 8 percent were and are not financially sustainable. Nor are benefits such as the “sick leave” policy that allows employees to bank up to 100 days of leave, payable at retirement. Currently, the County is obligated to fund over $20 million in sick leave pay. This does not include current obligations for bankable vacation pay. A further area for review is overtime pay, as recent reviews have shown employees receiving as much as $70,000 in overtime pay, resulting in total compensation packages over $250,000.
County compensation structures should be revised to ensure fiscal responsibility, long-term sustainability and a motivated, incentivized workforce.
5. Parks and Libraries
Proposal: The County maintains several hundred neighborhood parks. The cost benefits of returning maintenance of some of these parks to their local communities should be explored.
Proposal: Review all non-vital services including such amenities as the equestrian program at Carousel Park and programs at the PAL Center.
Proposal: Partner with a school or local municipality to create a pilot “tech center” devoted strictly to computing and other hi-tech information learning resources.
Parks and libraries are a significant line-item in our County budget, and rightly so. The natural beauty of our County and public access to educational opportunities and historical treasures is important for enhancing every citizen’s quality of life. Yet, in the 21st century, new opportunities should be explored to maximize our resources in this area and explore creative, cutting edge approaches in-line with changing societal needs and budget constraints. For example, the cost-savings from running an equestrian center could be applied to investment in new technology at our libraries that would benefit a much larger group of citizens who are learning and accessing information in constantly changing ways. Further, our County should not be competing with private companies to provide classes and services best offered by professionals in our community.
Enhancing Quality of Life
New Thinking about How We Live
New Castle County is blessed with some of the most beautiful natural landscape to be found anywhere. That natural beauty is a major economic asset and it is fundamental to our quality of life. Our County also occupies a very small footprint that is not getting any bigger. Yet, years of haphazard, uncoordinated development has resulted in dissatisfaction in the planning process from communities and developers alike. We need an imaginative, far-sighted approach to planning that takes into full account how society and business will be changing over the next 15, 20 or 30 years. How are people going to be living? Working? Getting around? Inter-governmental planning should be an absolute priority for the County the State and local governments. If New Castle County gets this right then Delaware will get this right. And if Delaware gets this right then our economy and our communities will be poised for extraordinary success. New Castle County can and should be a catalyst in bringing together state, federal and local interests to pioneer new approaches to managing growth and making it a competitive advantage.
Modernizing Infrastructure
Proposal: Expanding Commuter Rail Service
Several years ago, two studies commissioned by the State showed that commuter rail service to Middletown was viable; indeed, a route was even selected. Those studies also held out the option of expanding this commuter service further south, such as to Dover, in the future.
We believe that the time has arrived to revisit those plans for commuter rail service to the Middletown-Odessa-Townsend area, and points south, and get serious about implementing them. A state-of-the art transit system would set us apart in the region and serve as a vital conduit to the fast-growing MOT area. Commuter rail service would ease congestion on our roads, reduce pollution, and help spur new economic growth and development. Building such a system would create jobs in the near-term as well as the needed infrastructure to attract and sustain employers, students and tourists.