The Milford-Orange Times is continuing its election-year tradition of asking the candidates to respond to questions about what they would do for the residents of Milford if voters elect them on Nov. 2. This year we asked the Milford mayoral candidates the following question:
What is your vision for the future of Milford, and what specific steps will you take to make that vision a reality?
Peter Berube (R) – Challenger
Peter Berube
My vision for Milford is to create long-term plans, specifically a 10-, 15- or 20-year outlook and to prioritize Milford’s finances by implementing sound fiscal policies.
It must be a priority to reduce deficits in a sustainable way in order to continue the necessary growth of the city. I would look at every city department and assess where we can create savings and hold all department heads accountable to the residents of Milford for the services provided.
It is time to look at staffing and fill all needed positions to maintain a protective and secure environment. Recognizing employee(s) who may suggest a plan to reduce costs gives every employee a sense of ownership and a reason to work more productively.
Our police, fire and public works facilities as well as our equipment are rapidly aging. We must review all assets to determine the feasibility of repair or replace. This could be a long-term public safety investment plan.
The overdevelopment of parcels of land destroys nature and wildlife and changes the character of our unique neighborhoods. We must look at ways to slow this development down. I see the need to reach out to owners of vacant buildings and properties for incentives to remodel or rebuild to create small business growth and a sustainable tax base.
Budgeting: Justify every budget request through vigorous questioning to completely understand the need. We will put projects outside of the purview of city employees out to bid. We must also create a plan to repay the city pension, which has been underfunded for the past six years.
Operations: Evaluate how Milford conducts business and review all business processes and operational efficiencies.
Negotiations: Review union contracts ensuring they do not expire (i.e., Public Works is currently three-and-a-half years without a contract). Meet with arbitrators to work out the contracts in the best interest of the city and union employees.
Analysis: Monthly review of revenue and expenditures by aldermen according to budget and, if necessary, adjust as needed.
Capital Improvement Plan: This should include a long-term plan for infrastructure; consider the facility needs for police, fire and public works and develop a plan for remodeling vs. new buildings. We should consider the growing population in our city and plan for the growth needed to adequately maintain public services.
Education: A balanced Board of Education should include representation of citizens living in our city. The Board should be transparent in their review of practices, procedures and of utmost concern, instruction. Parents must be informed of recommended changes and the board should always encourage and welcome dialogue without censorship.
Economic Development: Strong economic development is imperative to maintain a stable tax base and provide a good quality of life for our citizens. We must begin to designate areas within the city appropriate for housing or business development and it should always be a priority to create a business-friendly environment.
Municipal Boards: It is evident that the public requests the ability to ask questions of board members at public meetings; therefore, public comment should be a required item on every meeting agenda.
Terms of Office/Board Composition: Mayor, four-year term; city clerk should not be an elected position; Board of Education and Planning & Zoning should have minority party representation.