I recently received a note from someone who promised during the campaign to "keep me on my toes". This reminder was welcomed as I instinctively knew I should be keeping individuals aware as to what I was doing now that I was elected and serving in office. I've been remissed not updating a newsletter that I was using. Frankly, we've been so busy, some things simply fell through the cracks.
I believe the most efficient means to update you is through this Blog site instead of the newsletters or the web site.
As a board, we've been primarily doing orientation which included 3 days on the eastern shore with an organization called Maryland Association of Counties MACo). Included in that effort is an educational credit program covering many topics that local officials face to include ethics, budget, local constraints (difference between state and local). Additionally, we've begun understanding the county government organizational structure (needed so we can work to identify the specific areas needing improvements; the improvements will take some time to implement).
Another aspect of MACo includes visiting Annapolis every Wednesday to understand and weigh-in on the various items under consideration by the state legislature. This is not a complaint, just an appreciation that time management is a challenge.
Besides the above, we've dealt with some topics such as the issue regarding spending money or not appropriately with the county-owned golf course (see another Blog entry that provides more details). We've begun to get into the nuts and bolts of the zoning ordinance which will be quite time consuming and will hopefully have much input from citizens.
We've begun meeting with the Board of Education (BOE) as education comprises about half of the county budget. This is important as we are now beginning to construct the planned budget for the next fiscal year (which begins 1 July).
We've also been attending a host of events as the Board of County Commissioners receive about 20 - 30 invites a week to attend various events and meet with various individuals and groups.
Having said the above, I have not forgotten to push for Ethics Reform (look to see that emerge before summer). We are also beginning to focus upon the various process management tools I spoke about during the campaign. One of the reasons for that is to begin an objective look at the county government structure and to make streamlined improvements there.
I will try to improve my status reports besides those that I present during our regularly scheduled televised board meetings on Tuesdays (also viewable online at:
http://ccg.mavenspire.net/.
Take care, Evan
Friday, February 11, 2011
Chesapeake Hills Golf Course
Read Into the Record, Tuesday, February 1, 2011
Thank-you General Services, Parks & Recreations, and management staff at Chesapeake Hills Golf Course for the continual improvements made over the past 18 months. The construction to address water run-off and stream flows; remodeling of the men’s and women’s restrooms, club-house roofing replacement, and club-room kitchen flooring among others all showed incremental enhancements.
Without going into why the county owns and runs a golf course, a decision was made a few years ago to purchase Chesapeake Hills instead of letting it be acquired for developing some 300 homes. Acquisition prevented increased residential density, construction of additional schools, and infrastructure that could have resulted in the county spending several additional 10’s of millions of dollars.
Given the county owns this as part of Parks and Recreations, it is fitting that due diligence is paid to ensure effective management and operation. Expenses associated with improvements are understandable.
A complete renovation of the club house, replacement of the maintenance & storage buildings, continued grooming of the fairways & greens, irrigation system, modifications to mitigate errant golf ball damage to neighboring homes; and appropriate fencing all comprise part of a long list of remaining necessary improvements.
I believe this board of county commissioners is about as informed on the condition of Chesapeake Hills as is possible. We’ve received several comments, insights and suggestions from golfers, neighboring residents, and other interested parties; and yes toured the entire course and buildings. We hear you.
We understand much work is ongoing as an effort to move forward, and in doing so demonstrating intent to make improvements. As we all know, forward movement sometimes increases and decreases in speed.
Had these several improvements not been made over the past 18 months, our discussion today might not be focused upon a proposed club house architectural plan. Rather, we might be discussing closure and disposition. Thank-you for the many projects and improvements made to date.
Today presents us with an opportunity to demonstrate who we are as a board. We are asked to support (or not) spending of budgeted funds to pay for an architectural plan which will yield details needed to renovate the existing club house into an overdue usable complex. Yet, the plan itself will not produce any improvements until additional funds are spent for actual construction. To support that construction, a $3 Million request for bonding authority is currently in front of the Maryland legislature. So, as with so many things, the bottom line is money and timing.
We are truly blessed to live in Calvert County for many reasons. To help keep Calvert the Charm of the Chesapeake, those of us in elected office need to find that balance among valid needs, wants & desires, and financial & environmental constraints. Among the strongest constraint for the moment is financial; most notably the uncertainty of what the political leaders in Annapolis will decide during their current legislative session.
While many claim our nation is slowly recovering from a prolonged economic down-turn, we remain close to danger if national and state governmental spending and taxing is not brought under control. Calvert County citizens can be proud knowing that at the local level, a conservative and responsible approach occurred for several years. I believe this board is determined to continue that philosophy.
As part of the ongoing budget build for the upcoming fiscal year, the governor of Maryland submitted his proposed budget. Without going into all the dollar figures, it appears the intent is one that offers increases by the state in various public education and retirement programs while decreasing the amount of aid to the counties. The impact to us is not yet fully known.
As citizens, we should all be concerned with ongoing activity in Annapolis. We are aware that the state has dedicated revenue streams to pay for certain programs. For example, the real estate transfer tax funds Program Open Space; the so-called flush tax supports the Bay Restoration Fund, which finances sewage system upgrades. This state then raids those funds to pay for general operations, such as education, health care, state police and other essential government functions.
State did not put those programs on hold while their funds were being raided. It simply took on more debt by issuing general obligation bonds and used the proceeds to preserve more land, continue building the Inter-County Connector, replace the Medevac helicopter fleet, and so on. Making capital expenditures that otherwise would have been paid for with cash results in the state effectively taking on debt to backfill its general fund.
It’s a question of faith. Is there anything offered to date that causes one to conclude political leaders in Annapolis desire to do anything other than a continual policy of tax & spend while passing along failed policies to the counties to solve?
Sadly, we hear political leaders in Annapolis bemoan that state employees are furloughed while Calvert County employees are not. Many claim that Calvert County is one of the richest counties in the nation presumably meaning it should be the entity that now funds all ills. The news recently reported that harm could come even to wealthy counties. Nassau County, New York where property taxes are the second highest in the nation has a long-prosperous government accustomed to high levels of services. It is having difficulty adapting to protracted lean times. “It’s the crisis of affluence,” said E. J. McMahon, director of the Manhattan Institute’s Empire Center for New York Policy. He cited “high spending, high taxes, intransigent unions, a pronounced taste for debt, and a sense that too many people in both parties have a stake in keeping it all that way.”
Given the political and financial environment this board faces, our actions today will send a message for several months. A yes vote may be interpreted as our county being rich enough for growth and enhancements. Indeed, while the economy is down, this may be exactly the right time to have an architectural plan created (as those looking for that work may offer a considerable discount). Doing such, however, may be perceived as us being in a position that is able to absorb financial cuts from the state while still providing a wide range of services.
There may be other interpretations to a yes vote; some positive and some negative. A no vote may be interpreted as a lack of support for the golf course and the improvements made to date. Others may view it as a clear-eyed assessment of financial & political realities. I submit that any no vote today should be considered a “not yet” vote.
This board understands the overall plan for Chesapeake Hills Golf Course is to become a self-sustaining enterprise. Are we to ensure that any tax dollars spent on this effort are solely a loan which would be returned to the county after the golf course becomes self-sustaining?
Should we measure this effort using Calvert Marine Museum as a benchmark? CMM draws tourists into Calvert County. The museum is a public, non-profit community museum, established in 1970 by local residents. It also raises money through membership, grants, donations, and special events which has allowed the museum to grow into an exceptional facility, providing history, education, and culture to all of Southern Maryland. Could the golf course become such an attraction?
Helping the golf course achieve its vision as a jewel in the Charm of the Chesapeake is a role the county government has performed. The real question therefore goes towards a matter of speed. How quickly should we make all the necessary improvements to achieve its full potential of being a self-sustaining enterprise?
Thank-you General Services, Parks & Recreations, and management staff at Chesapeake Hills Golf Course for the continual improvements made over the past 18 months. The construction to address water run-off and stream flows; remodeling of the men’s and women’s restrooms, club-house roofing replacement, and club-room kitchen flooring among others all showed incremental enhancements.
Without going into why the county owns and runs a golf course, a decision was made a few years ago to purchase Chesapeake Hills instead of letting it be acquired for developing some 300 homes. Acquisition prevented increased residential density, construction of additional schools, and infrastructure that could have resulted in the county spending several additional 10’s of millions of dollars.
Given the county owns this as part of Parks and Recreations, it is fitting that due diligence is paid to ensure effective management and operation. Expenses associated with improvements are understandable.
A complete renovation of the club house, replacement of the maintenance & storage buildings, continued grooming of the fairways & greens, irrigation system, modifications to mitigate errant golf ball damage to neighboring homes; and appropriate fencing all comprise part of a long list of remaining necessary improvements.
I believe this board of county commissioners is about as informed on the condition of Chesapeake Hills as is possible. We’ve received several comments, insights and suggestions from golfers, neighboring residents, and other interested parties; and yes toured the entire course and buildings. We hear you.
We understand much work is ongoing as an effort to move forward, and in doing so demonstrating intent to make improvements. As we all know, forward movement sometimes increases and decreases in speed.
Had these several improvements not been made over the past 18 months, our discussion today might not be focused upon a proposed club house architectural plan. Rather, we might be discussing closure and disposition. Thank-you for the many projects and improvements made to date.
Today presents us with an opportunity to demonstrate who we are as a board. We are asked to support (or not) spending of budgeted funds to pay for an architectural plan which will yield details needed to renovate the existing club house into an overdue usable complex. Yet, the plan itself will not produce any improvements until additional funds are spent for actual construction. To support that construction, a $3 Million request for bonding authority is currently in front of the Maryland legislature. So, as with so many things, the bottom line is money and timing.
We are truly blessed to live in Calvert County for many reasons. To help keep Calvert the Charm of the Chesapeake, those of us in elected office need to find that balance among valid needs, wants & desires, and financial & environmental constraints. Among the strongest constraint for the moment is financial; most notably the uncertainty of what the political leaders in Annapolis will decide during their current legislative session.
While many claim our nation is slowly recovering from a prolonged economic down-turn, we remain close to danger if national and state governmental spending and taxing is not brought under control. Calvert County citizens can be proud knowing that at the local level, a conservative and responsible approach occurred for several years. I believe this board is determined to continue that philosophy.
As part of the ongoing budget build for the upcoming fiscal year, the governor of Maryland submitted his proposed budget. Without going into all the dollar figures, it appears the intent is one that offers increases by the state in various public education and retirement programs while decreasing the amount of aid to the counties. The impact to us is not yet fully known.
As citizens, we should all be concerned with ongoing activity in Annapolis. We are aware that the state has dedicated revenue streams to pay for certain programs. For example, the real estate transfer tax funds Program Open Space; the so-called flush tax supports the Bay Restoration Fund, which finances sewage system upgrades. This state then raids those funds to pay for general operations, such as education, health care, state police and other essential government functions.
State did not put those programs on hold while their funds were being raided. It simply took on more debt by issuing general obligation bonds and used the proceeds to preserve more land, continue building the Inter-County Connector, replace the Medevac helicopter fleet, and so on. Making capital expenditures that otherwise would have been paid for with cash results in the state effectively taking on debt to backfill its general fund.
It’s a question of faith. Is there anything offered to date that causes one to conclude political leaders in Annapolis desire to do anything other than a continual policy of tax & spend while passing along failed policies to the counties to solve?
Sadly, we hear political leaders in Annapolis bemoan that state employees are furloughed while Calvert County employees are not. Many claim that Calvert County is one of the richest counties in the nation presumably meaning it should be the entity that now funds all ills. The news recently reported that harm could come even to wealthy counties. Nassau County, New York where property taxes are the second highest in the nation has a long-prosperous government accustomed to high levels of services. It is having difficulty adapting to protracted lean times. “It’s the crisis of affluence,” said E. J. McMahon, director of the Manhattan Institute’s Empire Center for New York Policy. He cited “high spending, high taxes, intransigent unions, a pronounced taste for debt, and a sense that too many people in both parties have a stake in keeping it all that way.”
Given the political and financial environment this board faces, our actions today will send a message for several months. A yes vote may be interpreted as our county being rich enough for growth and enhancements. Indeed, while the economy is down, this may be exactly the right time to have an architectural plan created (as those looking for that work may offer a considerable discount). Doing such, however, may be perceived as us being in a position that is able to absorb financial cuts from the state while still providing a wide range of services.
There may be other interpretations to a yes vote; some positive and some negative. A no vote may be interpreted as a lack of support for the golf course and the improvements made to date. Others may view it as a clear-eyed assessment of financial & political realities. I submit that any no vote today should be considered a “not yet” vote.
This board understands the overall plan for Chesapeake Hills Golf Course is to become a self-sustaining enterprise. Are we to ensure that any tax dollars spent on this effort are solely a loan which would be returned to the county after the golf course becomes self-sustaining?
Should we measure this effort using Calvert Marine Museum as a benchmark? CMM draws tourists into Calvert County. The museum is a public, non-profit community museum, established in 1970 by local residents. It also raises money through membership, grants, donations, and special events which has allowed the museum to grow into an exceptional facility, providing history, education, and culture to all of Southern Maryland. Could the golf course become such an attraction?
Helping the golf course achieve its vision as a jewel in the Charm of the Chesapeake is a role the county government has performed. The real question therefore goes towards a matter of speed. How quickly should we make all the necessary improvements to achieve its full potential of being a self-sustaining enterprise?
Subscribe to:
Posts (Atom)
