In a surprise February 3 press release, Mayor Steve Noble announced a major proposal to restructure the Departments of Public Works (DPW) and Parks & Recreation, which would greatly expand the current role of the Superintendent of DPW to oversee both departments. The Mayor’s proposal also creates a new Deputy position who would oversee several divisions, including parks maintenance, recreation programming, environmental education programs, along with sanitation. He even had a person ready to provisionally fill this new position immediately: his wife, Julie Noble, who is currently a city environmental education and sustainability coordinator.
Not surprisingly, his proposal has not been received well. There have been cries of nepotism and ethics charges have been filed. Members of the Common Council, who had little or no warning of this proposal before it was announced to the public, have expressed unusual hesitation. However, there may be a silver lining in this mess.
READ: Kingstoncitizens.org’s “City Government is not a Mayor’s Oyster: The Restructuring of DPW, Parks & Recreation and Nepotism”
Kingston’s city charter in its current form gives the Mayor considerable power. He alone appoints all commissions and boards. He hires and fires officials, not all of whom have the credentials necessary for the particular role. The silver lining? His egregious heavy-handedness has a lot of people talking about the need for charter reform. The Mayor himself has supported charter reform in the past, and at the Common Council’s Laws & Rules Committee on February 19, he admitted that the charter was outdated and expressed his desire to work in partnership with the Council to update it in a comprehensive manner.
VIDEO of Laws and Rules Committee meeting on February 19, 2020.
Why charter reform now?
According to the New York Department of State’s ‘Revising City Charters In New York State’ technical series, a city charter, “…is the basic document that defines the organization, powers, functions and essential procedures of the city government. It is comparable to the State Constitution and to the Constitution of the United States. The charter is, therefore, the most important single law of any city.”
Those who have followed KingstonCitizens.org know that for the last decade, reforming Kingston’s charter has been a major goal of ours. That’s because in 1993, after many years of hard work by citizens with support from folks like the local Chamber of Commerce and League of Women Voters, there was a referendum to change Kingston’s form of government to a City Manager form. It passed overwhelmingly. However, Kingston’s newly elected and popular Mayor, T.R. Gallo (who had also served briefly on the charter commission but stopped showing up some say in protest of the City Manager discussion) was unhappy with the new charter as it would diminish the powers of his office. Swiftly, Gallo put together his own charter commission only a few months into the new charter’s passage. As Tom Benton describes it in his commentary “How Kingston got its ‘strong mayor’” in the Kingston Times, “As for the proposal itself, it was rather ingeniously constructed by taking the newly adopted charter and merely replacing the words “city manager” with “mayor” throughout. There were some other modifications, of course, but that was the essence of it. And here was the effect: Under the adopted charter, the city manager was given very broad and powerful executive authority, the governmental check on that authority being control and supervision by the Common Council. Under the new proposal, an elected mayor would have the same broad authority, but would be entirely free from any such control or supervision by the council. Strong mayor, indeed!” Kingston voters approved a “strong mayor” form of government by a narrow margin. “…The city manager charter adopted a year earlier was consigned to history without ever having been tried and the era of the strong mayor was ushered in.” This is the reason why—by design and by accident—Kingston’s executive branch has the power that it has without sufficient checks and balances.
Charter reform introduced by Kingston Common Council in 2019.
As recently as June 2019, Ward 9 Councilmember Andrea Shaut—who now serves as the Council President—introduced the subject of charter reform to the Laws & Rules Committee, which she then chaired. It was her desire that there be a collective effort to educate themselves and the community about the value of revising the charter to reflect the current needs of Kingston.
While it was a welcome first step, her Council colleagues did not see a pressing need for action and the effort did not advance. We are optimistic that its time has arrived.
READ: KingstonCitizens.org, “Education is Key. Common Council Takes Up Charter Revision Discussion”
There are a host of reasons, all simple and sensible, why we have always thought that Kingston should return to a City Manager form of government. Because it is unconstitutional to require that candidates for Mayor to have certain qualifications to hold the office beyond being a U.S. citizen and above a certain age, our local government is led by individuals who learn on the job (hopefully) and who can restructure the administration to suit their agenda and biases. With a City Manager or administrator form of government, there are still officials popularly elected to represent the community. The advantage of having a City Manager is that they have skills and experience specific to government administration. If they do well in their position, they can remain no matter who is elected. The same would be true for any department head.
As practical-sounding as our opinion may be, it’s only one in a city of 24,000 people. To change the form of government is serious business. It has to be a community-based conversation guided by an unbiased facilitator. The product of this effort would be a revised charter for voters to adopt by referendum.
We appreciate the Mayor and Council members’ support of charter reform. If they are at all serious about it, then we believe that the Mayor’s proposal to merge departments should be thrown out. An acting Superintendent of Parks & Recreation can be appointed and they can spend the next few months working with the Superintendent of the Department of Public Works to identify any tasks under Parks & Recreation that are better suited for DPW. Together, they can submit a list of recommendations to the Mayor for his consideration.
It’s been 25 years since our city charter was last examined in a comprehensive manner. It is the responsibility of the community at large to insist that it happens. The time has never been more right.
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