“What the manager doesn’t do – can’t do according to ICMA Ethics Rule – is engage in politics. Strome said that separating politics from day to day city business avoids favoritism – like say when areas represented by the minority party get plowed last after a snowstorm – and creates a stable class of professional city employees who don’t turn over with each new administration. “Just because somebody worked on somebody’s campaign, somebody might feel like they owe somebody a job,” said Strome. That doesn’t happen in a council- manager system…Ellen Difalco (the Mayor’s personal secretary) said Kingston would be unable to afford a city manager. City Managers, according to the ICMA, make a median salary of about $101,000.”
– An excerpt from “Mayor or Manager” in the Kingston Times this week by Jesse Smith.
But, according to City Administrator of Beacon, NY Meredith Robson during the forum in response to Difalco’s comment reminded the audience this:
(view the VIDEO and listen in at 50:33):
“…There is an expense side of the budget and a revenue side of the budget and you’ve got to look at both sides. Yes, there might be a salary that you pay that you’re not happy about paying, but what the professional brings into the community may save you so much more…..for example…. I worked with three unions to get an overhaul of our health benefits program estimated in savings of about $300,000 a year….we changed what was comp providers, and saved $125,000 doing that. After an audit of our electric and telephone bills and got $250,000 back. These are just three quick things….in order to get someone who is really going to do the job you are going to have to pay for it…and what they do for a living and what they will bring to the community I suggest would be well worth it.”
Please enjoy these links that explain the different aspects and functions of professional management (City Manager/ City Administrator Forms of Government).
1. Supporting Elected Officials
http://lifewellrun.org/professional-managers/supporting-elected-officials/#.UzG51jkQfcM
2. Key Facts about Professional Local Government Managers.
3. Description of five forms of local government in the US.
http://icma.org/en/icma/knowledge_network/documents/kn/Document/9135/Forms_of_Local_Government_Structure
Thanks to the Kingston Times for their article today on the upcoming ‘educational discussion’ that features information on City Manager and City Administrator forms of government.
We are pleased to announce that the event will be streamed live thanks to Kingston News, and that we will hopefully be able to accept your questions via twitter at https://twitter.com/KingCitizens
Back in 2006 a group of citizens in Ward 9 started informal meetings for those living in the neighborhood to help educate and inform citizens on relevant topics in Kingston. It was a reaction to wanting to better utilize our alderman, who at the time was Mike Madsen, and our aim was to inspire more citizen input to help him to make decisions on our behalf. Long before Facebook and Twitter and an onslaught of social media as a way of communicating.
Later on, we created this blog. In 2007 to be exact and since that time, it’s been a whole new ballgame. Its primary role was to create a place for our work in the ward, to encourage other wards to hold discussions online throughout the city and to nurture more citizen journalists.
With all the different sources today, there is still nothing better than face to face communication. Blogs, social media and that sort of thing are fine, but can be partial to an individual’s point of view. Who is the author? Supporters? Dissenters? Lurkers?
KC.org retired a few years ago, but is now reinstated because there seems to be a need. In light of transparency as we work to accomplish our ‘face to face’ with upcoming educational forums in a nonpartisan way, we have met with many elected officials and volunteers past and present. We plan on meeting with the Mayor, too, to discuss this work and to get his feedback. That’s the beauty of KC.org. No matter what ones personal views are on the issues or on the current colorful personalities on the scene today, it’s a refuge to fall back on so one can focus on education, consensus and ultimately change.
Are you interested in this work? Don’t be shy. Get in touch. We’ve got a job for you.
“HISTORY (Kingston City Charter): Adopted by the Legislature of the State of New York as Chapter 747 of the Laws of 1896; became a law 5-19-1896 with the approval of the Governor; amended in its entirety by the Common Council of the City of Kingston 11-2-1993 by L.L. No. 5-1993; approved at a general election 11-2-1993; and further amended by the Charter Revision Commission 9-7-1994 and approved at a general election 11-8-1994. Amendments noted where applicable.”
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Because we’re paying close attention to the Charter and Code right now, here is an example of how not to go about updating an elected official’s job description.
We’re all for updating job descriptions of our elected officials, but there are some glaring problems here that the public should understand. By having a better sense of these processes, the people can take control of what is theirs – that being city government and how Kingston is managed.
1. HOW DOES THE MAYOR’S NEW DESCRIPTION RELATE TO THE CHARTER and/or CODE? The Mayor’s text is not what is written in the charter – and based on what he has crafted, one would need to carefully cross reference as to how it relates to aspects of the code. Take for example his description, “The City Charter names the Mayor as President of the Police, Fire, Public Works and Water Boards“.
Here’s the tricky part. If you look at the administrative code online, it looks to be so.
However, acccording to this DOCUMENT also provided on the city of Kingston, NY’s website (but not reflected in the code), it shows that in fact the President of the Board of Water Commissioners since 2012 as being Joseph DeCicco and not the Mayor of Kingston.
Why is this important? When an elected official of the highest office doesn’t himself know how the city’s framework is structured, then how would the average citizen? That said, to everyone’s defense – if the code online isn’t up-to-date, then there isn’t any way of knowing unless you are a sleuth like me.
The charter is the law. Text is….well, text. Do we think the description in the charter is light? Absolutely. Are we concerned that the code online may not be up-to-date to keep up with the changes that occur from year to year? Even more so. We support an update of it all for elected city positions so that they are more current and detailed – but done so in the proper manner.
2. THE PROCESS IN UPDATING THE CHARTER. To undergo Charter revisions is a process that requires a commission, public hearings, a council vote and then a referendum on the general election ballot. The Code, along with the Charter, would have to also be addressed.
Although Charter and Code work together, they function very differently. The Charter is a “..document which delineates the legal boundaries of the city, defines its organization, powers, functions, and procedures. Generally, the Charter is the place where you will find matters of a more permanent and historical nature, such as the composition of city council, the various departments, and the procedure for assessment and collection of taxes. The Charter is the basic framework of the city.”
Code is the “…official collection or compendium of laws, rules or regulations of the city consolidated and classified according to subject matter.” Code, therefore, is constantly changing and should be updated on a regular basis for the sake of clarity and transparency.
Unfortunately, I don’t think Kingston’s code is kept current online – and that’s a very large problem that should be addressed by the council immediately.
You’ll notice at the top of this post the history of when the Charter was amended. First in 1896 and then not taken back up until 1993 with further amendments in 1994.
But City Manager was not something that then Mayor T. R. Gallo supported. So in 1994, we’re told that a lawyer out of Poughkeepsie, NY was hired and replaced the term ‘City Manager’ with ‘Mayor’. The amended document was brought to a new commission that this time, Gallo as Mayor selected who reversed City Manager to a Strong Mayor form of government. This all went down in a five minute meeting with a unanimous vote in favor. That’s stunning. With an election just around the corner, they had little time to get it on the ballot as a referendum. A public hearing was organized within a two week window following the commission meeting, then swiftly moved through council. The newly amended charter was placed on the ballot where the referendum passed by a slim margin.
Can you imagine the way the volunteers felt, who put so much into this process with thousands of hours of research and public outreach? Here’s hoping that history will teach us something.
READ Tom Benton’s account in a commentary written for the Kingston Times.
3. ELECTED OFFICIALS CAN’T CRAFT THEIR JOB DESCRIPTIONS. Although it would be convenient, elected officials can’t write their job descriptions as law for reasons stated above.
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Important processes such as this are very public ones. KingstonCitizens.org will host a second educational forum at the end of April to discuss the in’s and out’s of the Kingston, NY City Charter and Code.
– Rebecca Martin
REFERENCES
1. GOOD READING: A thorough list of documents to outline the”Charter/City Manager Committee” in Oneida City. Transparency here rules! VIEW PAGE
2. CHARTER DEFINITION – MAYOR: The Kingston, NY City Charter definition of MAYOR. Be sure to cross check it with the Administrative Code. ASK YOUR ALDERMANto look into the update process of the city code. When was it last done? Why are there inconsistencies as pointed out in this post? VIEW PAGE
3. THE MAYOR WRITES HIS OWN? The current Mayor of Kingston Shayne Gallo recently took a stab at writing his own job description. You’ll see some of the charter language here, but there are many liberties taken – which an elected official cannot do. In addition, there appear to be inconsistencies with what commissions the Mayor is ‘president’ and which he is not. When code that is available online isn’t up-to-date, one might never know. VIEW PAGE
No matter how busy the Mayor’s office is today, a “State of the City” address isn’t an elective. It’s an obligation.
According to the City of Kingston, NY Charter in Article IV: Mayor, Section C4-4 Annual Message it is written that “The Mayor shall prepare and present during the first month of each fiscal year of the City an annual message to the Common Council. The annual message shall describe the condition and state of the city and shall identify matters and issues the Mayor believes should be addressed by the Council in the ensuing year.”
…and no matter how sympathetic to the Mayor one may be (and in all fairness, I am – as I think it’s far too large a job for only one person – hence, my desire to learn more on City Manager/City Administrator Forms of Government), it may not be legal for an elected official to not follow the charter as written. That certainly should be looked into.
Have a look at “Revising City Charters in NY State” and read the introduction and history of this important document. The charter is “the basic document that defines the organization, powers, functions and essential procedures of city government. It is comparable to the State Constitution and to the Constitution of the United States. The charter is, therefore, the most important law of any city“.
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The city of Kingston’s Common Council, on the other hand, has its own set of rules outside of Kingston’s charter.
The “Council Rules for Government” is a document that is not currently available on the City of Kingston website (as far as I can tell, and it should be accessible to the public in the same way the Chater is). I am happy to have received a copy and to make it public here.
In the way of the “State of the City Address” for council members, have a look at page 48, Rule XVII State of the City Address. For some reason, the council found it sound to require “…unanimous consent of the Majority (and Minority) party, the Majority (and Minority) Leader may deliver a State of the City Address at the regularly scheduled Febraury Common Council meeting each year.”
What does that mean? If one alderman decides to vote ‘no’ (as what did occur last week with Ward 2 Alderman Brian Seche), the entire opportunity for the public to hear from their council majority/minority leaders is thrown out the window?
Maybe now is the time to look closer at these documents. The public should take the time to read and get to know both the charter and the council rules so that it collectively understands how its city works from the inside out.
Here are some suggestions:
1. OUR MAYOR: Write and call the Mayor’s office and request that the law be respected, and that the annual ‘State of the City Address” be delivered.
Mayor Shayne Gallo 845/334-3902 sg****@*********ny.gov
Assistant, Ellen DiFalco
2. MAJORITY/MINORITY LEADERS: Write to both our Majority Leader Matt Dunn (Ward 1) and Minority Leader Deb Brown (Ward 9) in support of their performing a ‘State of the City Address” whether it be official, or unofficial.
Alderman Matt Dunn wa***@*********ny.gov
Alderwoman Deb Brown wa***@*********ny.gov
3. ALDERMAN-AT-LARGE JIM NOBLE: Write to Alderman-at-Large Jim Noble and ask him to explain the meaning behind the rule that requires a vote for our Majority/Minority leaders to speak to the public annually on the State of the City.
If a vote is necessary, then ask that the council take up the “Council Rules of Government” and change the ‘unanimous’ to ‘majority’.
Given what happened last week, it’s astonishing that one single vote can derail this opportunity for citizens.
KingstonCitizens.org will host a public educational forum and discussion on “City Administrator and City Manager Forms of Government” on Tuesday, March 25th at the Kingston Public Library 55 Franklin Street, in Kingston NY from 6:00pm – 8:00pm. Panel guests include Meredith Robson, City Administrator of the City of Beacon, NY and Chuck Strome, City Manager of New Rochelle, NY.
Kingston, NY – For the past twenty years, the city of Kingston, NY has what is known as a ‘Strong Mayor’ form of government, where a mayor is elected into office based on popular vote to manage the city’s $36+ million dollar budget, departments, committees, commissions and an aging citywide infrastructure.
KingstonCitizens.org is pleased to present a public educational forum and discussion on two alternative forms of government titled “City Administrator and City Manager Forms of Government” on Tuesday, March 25th from 6:00pm – 8:00pm at the Kingston Public Library located at 55 Franklin Street in Kingston, NY. All are welcome to attend.
Guest panelists include Meredith Robson, City Administrator of the City of Beacon and Chuck Strome, City Manager of New Rochelle, NY to discuss their roles and relationships with the public and elected officials.
The evening will be co-moderated by Rebecca Martin, founder of KingstonCitizens.org and former Executive Director of the Kingston Land Trust and Jennifer Schwartz Berky, Principal at Hone Strategic, LLC and the former Deputy Director of Planning at Ulster County.
Meredith Robson, City of Beacon Administrator: Meredith Robson has served in a variety of governmental positions for over 26 years. She has served in all levels of government, except County government, and her career has spanned three states. She is currently the City Administrator for the City of Beacon. Ms. Robson has been very active in professional associations throughout her career, including serving on the New York State Conference of Mayors and Municipal Officials Executive Committee and in her current roles as President of the New York City/County Management Association and Northeast Regional Vice President for the International City/County Management Association. Ms. Robson is an ICMA Credentialed Manager and has a Bachelor of Science from Southern Illinois University and a Master of Public Administration from John Jay College of Criminal Justice. She has participated in numerous professional development programs, including the following leadership training opportunities: Wallkill Valley Community Leadership Alliance, Leadership Greater Waterbury and Pace University Land Use Leadership Alliance Training Program.
Chuck Strome, New Rochelle, NY City Manager: On November 12, 2002, the City Council unanimously approved the appointment of Charles B. “Chuck” Strome, III as City Manager. Mr. Strome served as Acting City Manager since March 2002 and as Deputy City Manager since 1995. Prior to that, he served as Director of Emergency Services from 1989 through 1992, and then became Assistant City Manager / City Coordinator. Mr. Strome has a Bachelor of Arts in Journalism and Communications from Washington and Lee University in Lexington, Virginia, and a Masters of Public Administration-Government from Pace University. Before joining government, Mr. Strome held positions at Hudson Westchester Radio where he was News Director, Vice President, and Program Director. Mr. Strome is a member of the International City Managers’ Association, and former president of the New York State City / County Managers Association. He is also past President, Vice President, and Secretary of the Municipal Administrators Association of Metropolitan New York.
Our Moderators
About KingstonCitizens.org: KingstonCitizens.org is a non-partisan, citizen-run organization focused on relevant and current issues about Kingston, N.Y and working to foster transparent communication by encouraging growing citizen participation. The founder of KC.org and evening co-moderator Rebecca Martin is a world renowned and critically acclaimed musician who has 25 years of experience as a manager, community organizer and activist.
About Jennifer Schwartz Berky, Principal at Hone Strategic, LLC: Berky, the evening’s co-moderator, has over 25 twenty years of experience in the fields of architecture, conservation, economic development, and urban planning in the non-profit, government, academic and private sectors. Prior to launching Hone Strategic, she served as Deputy Director of Ulster County Planning for over seven years, where she was the lead researcher and liaison to the Ulster County Charter Commission. Before moving to Ulster County, she worked in Washington, DC at the World Bank and Urban Institute, at the University of Rome (Italy) and as a project manager of design and construction for New York City’s major cultural institutions. Berky has lived for extended periods in Argentina, Chile, France, Israel, Italy, and Spain. She earned a B.A. in Art History from SUNY Stony Brook and Masters’ degrees in Urban Planning (M.Phil.) and Real Estate Development (M.S.) at Columbia University, where she is also currently completing a Ph.D. in Urban Planning on the subject of environmental economics.
(This piece was originally printed in the Kingston Times in August of 2013 after a flurry of firings at Kingston City Hall in Kingston, NY. This is an edited version).
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“When you find that change is constant, will you shun complacency?” – J. Harris
As a kid, I grew up in a household of ‘activists.’ That’s what my parents were called anyway. It never occurred to me then, or now, that they were anything out of the ordinary. For is it activism or ones duty to shine the light on a problem that lies inside or out of the community?
In the mill town where I am from, my father was a family doctor and my mother a nurse. Together, the two cared for generations of people who one day began to show up at an alarming rate with both common and also extremely rare types of cancers. Wanting to understand this phenomenon led my parents to the discovery of a dioxin contamination that was produced by the mill. A by-product of the bleaching process in papermaking, it’s a severe carcinogen also found in the notorious Vietnam War defoliant Agent Orange. All day long, they put out a large pool of muddy dioxin-laced sludge right out in the open. Without good management regulations at that time, it was disposed of by being dumped into the rivers, buried on mountaintops and burned close by. The geography of the area made for a noxious smog that hung over the valley like an impending death sentence. But noone listened.
Years later, my hometown was dubbed “Cancer Valley”. You’d think it to be enough to wake even the staunchest of cynics. But it wasn’t. The industry scurried about to downplay the statistics and public officials obliged. “Those damn elitist activists.” they’d say with their heads buried in the sands.
How do you get away with such a thing?
The people’s needs are simple. They want a job to best utilize their skill set, a roof over their head, food on the table and a good education for their children. With jobs scarce in most rural places, a lack of alternatives allow for easy management of a problem like this. Vocal residents were diminished by threats from their large employer to pack up and leave. Residents without options would resort to nostalgia. “Our town will prosper as it always has”. Even as it slowly bled to death.
Now thirty years later, the town that I knew is barely recognizable. The population has aged out. Young families have moved away. Generations no longer generate. It is necessary today for mill workers to be brought in to keep the mill in business with those who haven’t a connection to the history or the spirit that once was. The wealthy are no longer professionals. They are those who have the means to gobble up foreclosed properties to use as Section 8 housing.
A cautionary tale.
I turned out to be an artist. Things that the average person fear are just a part of ordinary life for me – and so that “fearlessness” and then a knack for organizing make for one hell of a tool chest in these times. Four years after moving into this adopted city of mine (and today, I’m a Kingston resident now for 12 years – the longest I’ve lived anywhere else other than my home town) and shortly after becoming a mom, I became what they call a ‘community organizer’ or ‘activist’ I suppose – and what I found was a gaping hole between the people and city hall that was downright disconcerting. Over the years and with the help of many volunteers and good souls, close to 50 initiatives both large and small to help repair that disconnect were created and diligently worked upon that would serve the public for a long time to come. Those of you who have come along for the ride for the past 8 years know what I’m speaking of.
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I’ve been dismayed by recent events in Kingston. The decisions and reactions of our mayor have disappointed me, but it’s not something I haven’t already seen in one form or another in Kingston’s recent past. On first blush, I find my inner dialogue focused on the politicians short comings. But the truth is, that our collective lack of knowledge and resignation in how local government works is where the problem lies.
Furthermore, the people’s collective acceptance of bad behavior from those working on their behalf is mystifying. With such low expectations, what chance is there to develop and attract a greater range of talent and professionalism in high office elected positions?
Starting from the top down, Kingston has what is known as a “strong mayor” form of government. That means that whoever is elected into office essentially has full administrative authority. The people are encouraged to vote ‘across the line’ (promoting lazy voters in my estimation) and your mayor ends up navigating a $36.8 million dollar budget, a population of about 24,000 people and an entire aging citywide infrastructure.
Here’s the thing. He or she isn’t required to have any specific qualifications for a job like this because qualifications is unconstitutional for any elected official. Did you know that? In essence, that means that anyone at all can be your mayor, whether they are experienced in city management or not. Think about that for a moment and try not to panic.
The city charter currently allows ‘mayor’ to appoint department heads and membership to the city’s internal committees without much or in some cases any oversight. They might choose to cast a net to hire the most qualified candidates locally, or enlist those whose merit lies mainly in having helped them to become elected into office. As we have recently witnessed, the latter approach has led to an unprecedented number of firings.
Take a look sometime at the City of Kingston’s charter and read Article IV: “Mayor “General Powers and Duties.” The executive duties are light at best.
Compare that to municipalities with a City Manager (Oneonta, NY) or City Administrator (Beacon, NY). Pretty astonishing don’t you think?
What would be in the public’s best interest is to have an ongoing community discussion on the choices that exist for how a city like ours could be run.
Twenty years ago for a hot minute Kingston actually had a city manager form of government. It was a hard earned effort that was forged by a group of active citizens with the support of the chamber of commerce.There is an article written by Tom Benton that the Kingston Times published describing how it all came to light. Prior to that, the mayor’s role was considered a full time position, but with only part time pay. More of a role had by a retiree with some clout in the community as I understand it.
City Manager wasn’t long lived here in Kingston – as T.R. Gallo, who petitioned at the last minute to reverse the ‘City Manager’ outcome before he himself ran for mayor, strengthening its role to what it is today.
If set up correctly, a city manager could diminish the power of party politics by placing more responsibility on a larger body of elected officials and therefore, placing more control in the hands of the people.
I like that.
How about requiring those newly elected council members to take a course in civics and in Kingston government? (new school board trustees get mandatory training.) Furthermore for our council, what about term limits with a maximum of two terms? It should be a common man’s position. Like jury duty. There is no better way to learn how your local government works than by landing a role in it for a short time. If you find that you have a knack for public service? Run for higher office.
Kingston is in the midst of rewriting its citywide Comprehensive Plan, a process that hasn’t been undertaken since 1961. They are calling it “Kingston 2025” and it’s meant to act as a road map for creating a resilient and sustainable community over the next 12 years. That’s entirely possible given the efforts of a good number of initiatives that have been underway for some time. Kingston citizens, get in there. Give your input and ask that once the new plan is in place, that it is looked at again for proper updates under each new executive office term. That’s every four to five years.
City government is ours and as soon as we are afraid of it, we no longer live in a democracy. What is necessary to make things run smoothly in todays climate is organization, cooperation and different points of view. Be inquisitive, stay current and together make the changes that are needed and available to us.
This image was used from the Bainbridge Voter. Click on the image to learn more.
Did you know that in 1993, the City of Kingston adopted (by a landslide) a City Manager form of government? This is a great old article that helps us to understand what happened back then and also how we ended up with a strong mayor form of government.
Thanks to Tom Benton and Ulster Publishing for allowing us to repost this article.
How Kingston got its ‘strong mayor’ Commentary by Tom Benton
(originally printed in the KINGSTON TIMES)
This is how it actually went down, nearly 20 years ago. I should know; I was there. In fact, in a way I was caught up right in the middle of it all, though that was not my intention.
Some time around 1992, Kingston Mayor John Amarello got to thinking that the city’s charter, which hadn’t been modified since the late 1800s, could use a little updating. Maybe it was those provisions prohibiting displays of magic and legerdemain (sleight of hand) on city streets that got him thinking, or the ones dealing with where horses could be tied up. In any event, the mayor decided that it would be useful for someone to take a look at the charter to see if some modernizing might be in order.
And so it was that he decided to create a Charter Revision Commission to tackle the task. John — I knew him well enough to call him by his first name — approached me about acting as chairman of the committee. At the time, I was a young attorney practicing in Kingston, very much involved with various civic groups and friendly with many of the business and governmental figures in town. And best of all from the mayor’s standpoint (or so I believe now), I had no political axe to grind. I have never sought or held elective office (unless you count student council in high school) and had no aspirations to do so then. So I think the mayor felt that I would be somewhat free from the rough-and-tumble of local, partisan politics. If I may say so, they don’t get more fractious anywhere than they do in Kingston (with the possible exception of the recent debt ceiling imbroglio in Washington).
With some reservations about the time commitment it would involve, I signed on, so to speak, along with a half-dozen or so other local appointees. Significantly, one of those original members was then-Alderman T. R. Gallo, who resigned from the commission after several meetings (more about that later). We set about our work at frequent evening sessions, studying the charter of Kingston along with those of other similarly sized small cities. As it happened, I was also then the president of the board of directors of the Ulster County Chamber of Commerce. Some chamber members I knew believed that the “city manager” form of local government was preferable to the traditional model, theoretically being more efficient and business-like, and they encouraged me to introduce that concept into our discussions.
A brief overview of the “city manager” form: Traditionally in the U.S., most governments, be they state, county, city, village or town, have followed the federal model, wherein three branches (executive, legislative and judicial) regulate the entity’s affairs. This structure is designed to provide checks and balances on the uses and potential abuses of power. By the beginning of the 20th century, progressives started to wonder whether all that power-balancing was really needed at the smaller and more local levels of government. Couldn’t the legislative body (city council) just hire an executive to conduct the administrative affairs of the community? After all, the council has its own internal checks and balances built in by virtue of its multiple members. It was also thought a hired executive, with specific training and expertise, would provide better and more efficient operation than might be expected from an elected mayor who, well-liked and popular though he or she might be, usually has no real training for the job.
I don’t remember the number of meetings we had, but in the course of many weeks, a consensus began to build in the direction of the “city manager” form. I believe that this was about the time Mr. Gallo bowed out. Be that as it may, after months of meetings and many hours of discussion and debate, the commission ultimately finalized a proposed revised charter for the City of Kingston, incorporating the city manager concept. This was submitted to the city for consideration and potential adoption.
During the spring and summer of 1993, the charter revision commission held a number of public information meetings throughout the city, so residents would have the opportunity to learn about the new proposal. These were well-attended and aroused great interest and passion on both sides. In due course, and in accordance with the required procedure, Kingston’s Common Council approved the submission of the proposed charter revision to the local board of elections so that it could be placed on the ballot as a referendum item to be voted on in the fall of 1993. Supporters of the measure conducted an aggressive grass-roots campaign, handing out flyers door-to-door in Kingston neighborhoods and taking out ads in local newspapers. On Election Day, the revision was approved.
Those of us who had been active in the revision process, including prominent local business figures like Frank Bailey, George Hutton, George Bell and others, were celebratory. But it should be admitted that there was no certainty about how well the “city manager” form of government would work in Kingston. The “city manager” form had been quite successful in some cities — Austin, Texas, for example — but arguably less so in others. And the work of transition still lay ahead, as the new charter structure was to take effect in January 1995.
As it happened, the 1993 vote also brought about the defeat of the incumbent Republican mayor, John Amarello, by the Democratic candidate, T.R. Gallo. It was no secret that T.R. had long dreamed of becoming Kingston’s mayor. His late father was a fixture in Kingston politics two decades earlier. The new charter preserved the office of mayor, but significantly reduced his or her official duties and authority to what might fairly be characterized as “ribbon-cutter in chief.” This was far from what the newly elected mayor had envisioned for himself.
After a few weeks, then-alderman-at-large, James Sottile, responsibly formed an ad hoc committee to work on the transition process and to begin the search for a city manager. Because of my past involvement with the new charter, I was invited to participate in that group as a citizen member at meetings throughout the winter of 1993-94. Some time in the spring, word began circulating in Kingston about a new proposal which would supplant the recently adopted city manager charter by providing for a so-called “strong mayor” — an elected mayor with greater authority than is traditionally found. The document itself soon surfaced as Mayor Gallo began a public petition campaign to place the new charter revision proposal on the 1994 ballot as a referendum item.
To place a referendum on the ballot (an alternative to the mayoral commission procedure) requires the signatures of certain percentage of the affected voting public. Even for a mayor as popular as T.R. Gallo, this was a large undertaking, particularly in the turbulent wake of the previous year and a half of charter debates. 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!
By late August, it appeared that the petition campaign would fall short of the required number of signatures. With time was running out to meet the filing deadline for the fall vote, Mayor Gallo hastily created a his own charter revision commission, whose appointed members immediately adopted the new “strong mayor” proposal without discussion or debate. A single public information meeting (a half-hour in duration) was held a few days later at City Hall and in short order, the “strong mayor” charter was submitted to the board of elections for placement on the ballot. As I recall, all of this took place in the space of less than two weeks.
With Election Day looming, there ensued an intense period of public debate and a visible war of lawn signs. Things took a turn toward the uncivil. At a public information meeting sponsored by The League of Women Voters, I was loudly and aggressively heckled throughout my presentation by a small group of partisans. Such was the tone and tenor of the time.
Many Kingstonians will remember the outcome. In one of the largest voter turnouts in city history, the “strong mayor” charter revision was passed into law. Although the margin of victory was narrow (around a hundred votes, as I recollect), 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.
Disappointed as some of us were, we all moved on. But the city manager issue has recently resurfaced in comments by some Kingston mayoral candidates. Knowledge of historical precedent can be instructive, so perhaps the foregoing will be useful to some. For others, it might merely be an interesting story. I do note that the county has recently changed to an “executive” structure. If Kingston does decide to revisit the city manager concept, it is hoped that the residents display the political will to give it a fair chance the second time around.
Tom Benton is a retired attorney who owns and operates the Tom Benton School of Music in Woodstock.
The first fundraiser for the Kingston YMCA Farm Project is planned.The event will take place on Saturday, May 18th at 8:00pm at the Shirt Factory located at 77 Cornell Street in Kingston.
Kingston, NY – A new farm project is underway at Kingston’s YMCA located off of Susan Street in Kingston. Their mission is to educate and empower young people by directly engaging them in sustainable food production on an “urban farm”. Youth will learn and practice the skills needed to produce their own food and to make healthy choices throughout their lifetime, while increasing the community’s access to fresh produce.
Led by first generation organic farmer Kaycee Wimbish who is also managing the South Pine Street City Farm in 2013 in Midtown Kingston, the location already hosts 33 community garden plots and a greenhouse on almost 1 acre of land.
The groups first fundraiser party will take place on Saturday, May 18th at 8:00pm located at the Shirt Factory, 77 Cornell Street in Kingston. There will be live music provided by Pocatello and the Rosendale Brass band. DJ Liz will also provide music, and Keegan Ales will provide the beer. A suggested donation of $10 – $20 will be collected, but noone will be turned away. The group encourages all supporters to give what they can.
If you can’t attend but wish to give a donation, you can do so by following this LINK.
For more information, contact KayCee Wimish at: ka************@***il.com or call 845/332-2927
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About the Kingston YMCA Farm Project: This fall we will break ground on a quarter acre farm in Midtown Kingston. The farm will be a place of education and community food production. The Farm Project will engage young people in the magical process of growing food. With planned integration into the YMCA’s on-site afterschool and summer camp programming, the farm will train 200 young farmers each season. Children will be involved in all aspects of food production and garden care: seeding, transplanting, watering, weeding, harvesting, and ultimately preparing and enjoying the harvest. YMCA Farm Project participants will know exactly where their food comes from, how it grows, and the energy and effort it takes to arrive on a plate. Children participating in this program and the wider community will gain access to fresh, healthy, chemical-free food as the result of the YMCA Farm Project.
Below is the Press Release issued from UC Executive Mike Hein on a public meeting regarding the transition of the Sophie Finn Elementary School into a SUNY Ulster Satellite Campus. The details are below. Is an opportunity to hear a presentation from the key players on the proposal for re-development.
ULSTER COUNTY EXECUTIVE MIKE HEIN INVITES COMMUNITY TO DISCUSSION OF SUNY ULSTER’S FUTURE SATELLITE CAMPUS AT SOPHIE FINN Meeting will be held on Wednesday, May 8th at 7 PM at Sophie Finn
Kingston, NY – Ulster County Executive Mike Hein and SUNY Ulster President Donald Katt invite the public to discuss proposed plans for the conversion of the Sophie Finn School into a SUNY Ulster satellite campus. The meeting is scheduled for Wednesday, May 8 at 7 PM at Sophie Finn: 94 Mary’s Avenue in Kingston. Officials from the County, the City of Kingston, SUNY Ulster and the Kingston City School District are expected to attend.
Converting Sophie Finn into a SUNY Ulster satellite campus in midtown Kingston is part of County Executive Hein’s Strategic Taxpayer Relief through Innovative Visions in Education (S.T.R.I.V.E.) Project. S.T.R.I.V.E is designed to improve educational opportunities for local Kingston area students, support revitalization of midtown Kingston, and provide financial savings for taxpayers. Through the S.T.R.I.V.E. Project, the County Executive is creating the foundation for an educational corridor with a modern community college campus right in the heart of Kingston.
Officials from the City of Kingston, Kingston City School District, and SUNY Ulster will discuss the goals of the S.T.R.I.V.E. Project, and SUNY Ulster’s architectural consultant, CSArch, will explain the design. The meeting is also intended to provide an opportunity for neighborhood residents to discuss the project with SUNY Ulster, County, Kingston City School District, and City of Kingston officials while the planning and design phase is in its early stages.
Over the past seven years, I have had the opportunity to meet and work with some amazing people. But none as dear and few as great as Farmer Jesica Clark.
I met her years ago, when she approached me to help as a consultant to the Kingston City Hall Victory Garden back in 2007, a project that was a 10×10 foot raised bed organic garden on City Hall grounds – pretty unprecedented – with the support of then Mayor Jim Sottile and former city clerk Kathy Janeczek who sadly passed in 2009.
Jesica was a young first generation farmer , who was working as the head farmer of Phillies Bridge Farm Project in Gardiner, NY – and I was so pleased to have her support and to pick her brain on how to make this project successful then. Allyson Levy of Stone Ridge also volunteered at that time, who has since become a master gardener through the Cornell Cooperative Extension program and is co-owner of Hortus Conclusus. With such help, I couldn’t go wrong.
When I took post at the Kingston Land Trust as Executive Director back in 2010, Jesica got in touch with me again – as she was moving to Kingston and was looking for land to farm hoping for 10 acres. All I had then to offer was a small 1/4 acre parcel in the midtown area thanks to Binnewater Ice who had donated the land and a partnership with the wonderful Diane Reeder and the Queens Galley.
The space came with a free water source, and I convinced her that creating a ‘farm’ on a small parcel could help Kingston to learn the benefits of urban farming.
She ran with it and moved away from her desired farm space and within a few weeks, Jesica had a three year business plan and a fundraising platform on Kickstarter. Very soon after, we negotiated a lease, a sublease – and she raised almost $6,000.00 to make the ‘farm’ concept a reality. The South Pine Street City Farm was born.
…and it was completely Jesica’s invention. A space that grew over 150 varieties of vegetables with an educational component. In addition, she took on the task of developing ‘The Dig Kids – an Urban Farm Program” with me that in the past two years has successfully worked to transform the Everette Hodge Center garden and new garden plots at the Van Buren Street playground that not only educated each of us, but also dozens of children and their families in farming practices with the invaluable help of Megan Weiss of Kingston Cares who is someone else I hold in the highest esteem. She started a farm stand (that Hugh Cummings built for free) selling her beautiful produce to the community three days a week at the farm, got involved with the Kingston’s Farmers market’s in uptown and midtown – and also developed a farm to table program providing vegetables to local businesses all over Kingston.
Jesica is one of the most hardworking people I know. But on top of it all, she has a deep understanding of how things work and is a savvy business woman. What’s more is her ‘can-do’ attitude that makes the impossible possible, with a personality that all of us have simply fallen in love with.
But her vision in being completely sustainable through farming a larger parcel is her dream – and she found such a space across the river. Although I am very happy for her, it is also with great sadness for me to see her leave Kingston. She and her husband Daniel Clark (of Prime Print Shop in Poughkeepsie, who has also been essential and generous to our efforts) are the kind of residents that you lose with a heavy heart.
Jesica Clark has put Kingston on the map on the Urban Agriculture front – something that is critical for us in this current climate. She has helped to remind us all something that our grandparents knew but has been lost in only two generations. We must grow our own food, help one another and do so with grace, beauty – and simplicity.
Her additional gift to our city is that she attracted another first generation farmer to Kingston – Kaycee Wimbish and her family – who will take over the South Pine Street City Farm, the Dig Kids Program and work towards a new and larger farm at the YMCA. Because of Jesica, we will continue to pursue urban agriculture to benefit our community and continue to be a model for other Hudson River cities.
Thank you, Jesica. For all of your hard work and in helping to make us more healthy and thoughtful citizens.
“The future for a rare surviving example of a type of industrial operation once common along the Hudson River is in question pending the outcome of development plans for the site. The surviving structures of the Hutton Company Brick Works in Kingston, N.Y., including rare surviving kiln sheds, currently face the threat of demolition….” READ ON: “Hutton Brick Works Threatened, Kingston NY”
