Archival Candidate Forums 2007

MAYORAL CANDIDATE FORUM: Ask the candidates about education

This is the first in series of four articles by members of Team Haverhill — an independent, non-partisan, citizen action group. Team Haverhill is co-sponsoring a mayoral candidate forum with The Eagle-Tribune and the Haverhill chapter of the League of Women Voters on Monday, Sept. 10 at 6:30 pm at the City Hall Auditorium. Team Haverhill welcomes your response to this article. You may e-mail Team Haverhill directly at article.response@comcast.net.

A lively mayoral contest is a great thing for Haverhill at this crucial point in history. So much is at stake, especially for our youngest residents —- those in, or soon to enter, Haverhill Public Schools. As chairman of the School Committee, a mayor holds a crucial leadership role in determining the overall direction of the school system and the degree of financial support it receives. We hope this series of articles will empower citizens to question our mayoral candidates in depth on four key issues: city finances, open space/conservation, public safety and this week’s topic: education.

Public education is one of the most important criteria used to determine the “health” or “desirability” of a city. One of the first questions families looking to move into a city will ask is, “How is the local school system?” Similarly, companies looking at moving into a city want to know if there is a well educated workforce available for them to hire. At least some of the indicators provoke serious concern about both the present and future status of public education in Haverhill.

Loss of teachers, staff and programs: In fiscal year 2002, there were 968 positions in the school department, compared with 777 in the 2008 budget. While every effort has been made to avoid cutting teaching positions, the current ratio of one teacher per 14.8 students falls below the state average posted by the state Department of Education (1:13.2 in the 2006-07 school year). Though many teaching positions have been saved to keep the ratio from dropping further, there has been a significant loss of courses and programs offered to our students. Middle school foreign languages, arts and music programs have been hit particularly hard, and user fees for high school athletics have increased significantly.

Signs of trouble: Three facts are particularly disturbing. According to the Department of Education (2005-06 statistics), Haverhill has one of the lowest technology ratios in the state — 17.6 students per “modern” computer, compared with the state average of 3.8 to 1. Haverhill spent $19.54 on textbooks and related software per pupil, versus the state average expenditure of $83.20. Our dropout rate among students in grades nine through 12 — 5.7 percent — is nearly double the state average — 3.3 percent.

Financial burdens: Haverhill faces the same pressures as many other school systems, plus a few that are more particular. Dramatically increasing health care costs and pension obligations for its employees eats up a large percentage of the school system’s budget. Our superintendent has to allocate money for unanticipated mandates from the Department of Education that are not supported by additional funding. Because our textbooks are sorely out of date, the replacement budget is high — it will take about $1 million a year (with subjects rotating on a five-year cycle) to provide books that match the content students will face on the MCAS tests. At the same time, the percentage of state support for the Haverhill Public School’s budget is declining (48 percent now compared to 52 percent just a few years ago), and the cost to the city of the Hale Hospital debt continues to climb (from $7 million in fiscal year 2007 to $8.5 million in fiscal year 2011).

These challenges cannot be treated as excuses to underfund the education of Haverhill students. It is up to each mayoral candidate to put forward a solid financial plan based on recurring sources of revenue, to provide our students with a first-rate education. The school system is introducing many exciting new programs at the high school in an effort to retain the city’s best and brightest students. These programs include the Classical Education Program, International Baccalaureate and a program coordinated with Northern Essex Community College where Haverhill High School students are given the chance to earn college credits. If Haverhill is to truly become a better place to work, live and play, we must have a school system that is second to none.

This was written by Raleigh C. Buchanan and Timothy J. Jordan on behalf of Team Haverhill. Published: August 15, 2007 04:15 pm in the Gazette.

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MAYORAL CANDIDATE FORUM: Preserving open space should be a top priority. Mayoral Candidate Forum.pdf

Haverhill residents are clearly concerned about preserving open space. In a recent survey by the Open Space and Recreation Committee, 96 percent of respondents affirmed the importance of this goal, compared to 60 percent in a similar 1998 survey.

As of April 4, 2007, Haverhill had an inventory of more than 2,800 publicly or privately owned acres reserved for conservation or active/passive recreation, plus almost 2,400 additional acres containing no structures. This amounts to about 22 percent of Haverhill’s total acreage.

However, two factors are driving a rapid loss of open space: the city’s overall financial situation and its failure to adopt the Community Preservation Act, a tool communities use to acquire funds for land purchase. As a result:

- We are auctioning off city-owned property. In some cases, the City Council has approved auctioning off parcels that the Planning Department had not recommended for sale because they abut a natural resource like Little River.

- City Council is less inclined to negotiate with developers. We are missing the opportunity to have undevelopable land returned to the city, because of pressure to maximize tax revenue.

- We are not applying for grants to purchase land or improve trails. The city would like to purchase more land, as they did in the past, but local contribution funds are not available to apply for matching grants. For some grant purposes, such as improvement of trails, labor could be substituted for money as a basis of the local match, but city department layoffs make this approach impossible.

- We cannot act strategically. When crucial properties like the abandoned Bradford rail bed become available, the city needs to be able to act quickly. It may be too late to secure private funds to purchase this property.

- Except downtown, we are not using Smart Growth strategies for residential development. The Metropolitan Area Planning Council projects that if Haverhill continues its sprawl-friendly development pattern, it will lose an additional 1,064 acres (20 percent) of open space by 2030.

Beyond land acquisition and residential development, Haverhill’s financial situation also threatens its open space maintenance and beautification. In particular:

- One of two conservation officer positions has been eliminated. Mark Sheehan, the remaining conservation officer, is required to patrol the 10 conservation areas, with no backup for days off. Sheehan’s responsibilities also include assisting the animal control officer and coordinating the Haverhill Trails Committee. The committee has launched an adopt-a-trail program to help monitor city trails, but volunteer efforts cannot compensate for staff reductions.

- Haverhill Trails Committee funding has been reduced. The HTC (all volunteers) focuses on preserving Haverhill’s trail network and conservation areas. Its modest budget for tools and supplies has been reduced, and is not sufficient for the work it needs to do. For example, wood for bridges is not supplied by the city; the Committee must expend energy finding other funding sources, which is very difficult since they cannot apply for most grants without nonprofit organization status.

- The activity of award-winning Brightside has diminished: Brightside has gone from vibrant to nearly extinct since Denise Johnson’s position of executive director was eliminated from the city budget in 2002. Since the fundraising burden finally caused Johnson to leave the position last year, Vincent Ouellette — already directing both the Recreation and Human Services departments — inherited responsibility for coordinating the Adopt-a-Park program. Meanwhile, Brightside’s flower planting efforts have greatly diminished.

The Department of Economic Development and Planning, which oversees the city’s open space preservation efforts, is doing what it can with the available resources. Director William Pillsbury believes that an open space plan is an important way to manage and control growth. That plan is now being written, and will incorporate more Smart Growth options aimed at preserving open space and expanding Haverhill’s land inventory.

In addition, the department negotiates with developers to keep land open for public use (such as the Don Orione project); negotiates with sellers to donate parcels to the city for open space preservation; and promotes to landowners state provisions (MGL Chapters 61, 61A, 61B) that can reduce their property taxes while providing short-term protection for open and recreational lands.

Nevertheless, while these efforts are commendable, preserving Haverhill’s open space will require more from both its elected officials and citizens.

Contributed by Larry Olasky, Haverhill Trails Committee and Haverhill Open Space and Recreation Committee member with editorial assistance from Team Haverhill co-Chairwoman Alice Mann. This is the second in a series of articles by members of Team Haverhill — an independent, nonpartisan, citizen action group. Published: August 22, 2007 in the Haverhill Gazette.

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MAYORAL CANDIDATE FORUM: Ask the candidates about public safety

Haverhill is a growing city. Population has increased more than 25 percent since 1980. Between 2000 and 2005, Haverhill added close to 200 housing units per year, and recent downtown development is accelerating that pace dramatically. Essential services like police and fire, however, are not keeping up with the pace of Haverhill’s residential and commercial development.

In 1977, before the era of Proposition 2 1/2, the total Fire Department staff consisted of 132 employees, with a population in Haverhill of some 20,000 to 25,000 less than today. Today’s staff total has dropped to 101, with a loss of three firefighting positions this year alone. The number of full-time stations has dropped from five to four with the closure of the Essex Street facility; between 2002 and 2004 the situation was even worse due to the closure of the Bradford station. In addition to the four full-time stations, Rocks and Ayers Villages have “call stations” staffed by volunteers.

Beyond the staffing crunch, the department faces other pressing needs, starting with replacement of the aging ladder truck. While the city has committed to replacing the truck, the project has not yet been put out to bid.

Additionally, the aging Ayers Village station needs to be replaced, and due to the rapid commercial and residential development occurring near Broadway and Interstate 495, a new station needs to be constructed in this area as well — a $2 million project. It might be possible to construct the new Broadway/495 facility as a combination station that would also serve Ayers Village, thereby addressing both priorities in one project. Finally, public safety education in schools, which has been cut back drastically, needs renewed attention.

The police department is also stretched thin and the effect of funding levels on local crime has been an ongoing topic of concern. Recent reports in The Eagle-Tribune indicate that Haverhill residents are fed up with fireworks at all hours of the night, and that tagging is out of control. According to community policing studies, cities that pursue these minor crimes aggressively create both the image and the reality of a safer community.

In addition, this year’s two homicides, a serial rapist in the Mount Washington neighborhood and numerous burglaries and noise violations give citizens cause for concern. The department has made arrests in the homicides and rapist case. The crime rate continues to decline, and crimes are solved even with a limited staff. While our police should be commended for these efforts, we should not be complacent about capacity falling behind the city’s growth.

Is Haverhill’s Police Department large enough to keep us safe? According to a 2003 Department of Justice report, police departments in cities our size (population of 50,000 to 99,999) average 1.8 full-time police officers per thousand residents. Haverhill’s department today — with 92 officers, including the chief and deputy chief — comes in at just over 1.5 officers per thousand. Police departments today typically strive for a staffing level of at least 2 officers per thousand. Haverhill’s number of police officers compares unfavorably with both the target level established by police professionals and the average level for all cities of comparable size. According to Haverhill police Chief Alan R. DeNaro, Haverhill has the lowest number of officers per capita in the commonwealth of Massachusetts.

How does Haverhill stack up against communities in the Merrimack Valley? A comparison of police officer staffing levels for Methuen and Lawrence shows Haverhill far below our sister cities:

Methuen has 44,259 residents and 106 police officers, which is 2.39 officers per 1,000 residents; Lawrence has 70,662 residents and 167 police officers, which is 2.36 officers for 1,000 residents; and Haverhill has 58,969 residents and 92 police officers, which is 1.56 police officers per 1,000 residents.

It is important to note that Haverhill has the largest land area of the three cities — more than 33 square miles. It should also be noted that the Police Department has a limited civilian staff as well. This forces the officers to take on additional roles.

Twenty years ago, Haverhill had over 100 police officers. With the population increase we have already experienced, with projections of more to come, it is hard to dispute that policing levels have gone in the wrong direction. According to DeNaro, we do not have enough line vehicles to adequately patrol the city, and due to current staffing levels, “proactive patrol to reduce crime is only a future dream.”

As you listen to and talk with the candidates, be sure to ask them what their plans for public safety are. Whether the person taking the oath of office in January is an incumbent or a challenger, these dual public safety challenges need more assertive leadership in the next two years.

The city needs a strategic and financial plan to ensure that public safety services keep up with our growing community. If Haverhill is to become a better place to work, live and play, we must have a public safety infrastructure that is second to none.


Written by Ronald Thompson and Adam Sotirakopoulos on behalf of Team Haverhill. This is the third in series of articles from members of Team Haverhill — an independent, nonpartisan, citizen action group. Team Haverhill welcomes your response to this article. You may e-mail Team Haverhill directly at article.response@comcast.net.

Published: August 29, 2007 in the Haverhill Gazette

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MAYORAL CANDIDATE FORUM: Ask the candidates about city finances

It is a widely held belief that Haverhill's finances are a mess. The Hale Hospital debt is often identified as the reason there are not enough textbooks, not enough police, not enough in general. On the other hand, we hear of our balanced budget and improved bond ratings. Where do we really stand? It is our intent to explore Haverhill's financial health and its implications. 

Haverhill's current annual budget is $180 million. Half our revenue (50 percent) comes from property taxes. The average annual single family tax bill in Haverhill is $3,200, below the state average of $3,800. Our share of state aid, principally to support education, comprises 33 percent of the general budget.

From the $180 million in revenue, almost half ($87 million) goes to the schools. Other departments receive their shares: police ($7 million), fire ($8 million), DPW ($26 million). Health insurance for present and former city employees costs $18 million, plus $8 million in pensions. Then there is debt service - principal and interest for capital projects. Haverhill's annual debt service is $10 million.

We now turn to the Hale debt. In 2001 the city took on the hospital's debts, which fell into two categories: 1. $45 million in fixed debt and 2. millions more in health care and pensions for hospital employees.
Category one represents the debt incurred from the actual hospital building ($15 million) as well as the operating losses the hospital sustained prior to sale ($30 million). This sum is structured to be paid over 20 years with annual payments of approximately $3.5 million, ending in 2023. This Hale amount requires one-third of the city's annual debt service. The balance of what started as $45 million is now $38 million.

Category two - health care and pension costs to hospital employees - is a variable amount, like any benefit package. Currently the health care liability is $32 million, with an annual payment of $2.5 million (14 percent of city total). The pension balance is $25 million, with annual payment of $1.6 million (21 percent of city total).
When people talk about a Hale debt of $95 million, they are totaling the outstanding fixed debt ($38 million) with the employee benefits ($32 million health care plus $25 million pensions). The annual cost of Hale debt service becomes approximately $7 million by combining the resulting annual payments ($3.5 million plus $2.5 million plus $1.6 million).

Every community has debts for its unique projects. Haverhill has issued a total of $115 million in debt with a current outstanding balance of $80 million. The Hale's $38 million is 33 percent of this total; school construction/remodeling (we're still paying millions per year for projects as far back as 1997) totals $39 million.

Every community also has health care and pension responsibilities. The impact of the Hale is most evident in Haverhill's pension burden, especially considering the number of Hale employees who took early retirement when the hospital was sold. Although Haverhill's pension investments have outperformed state averages, an unfunded pension liability exists, which negatively affects our credit rating. Haverhill was able to reduce this liability (from $60 million to $50 million) in the years before the hospital sold. Since then, the liability has climbed to $95 million. From 2001-05 pension costs increased statewide 4 percent per year, but they rose at a rate of 15 percent in Haverhill.

Many Massachusetts communities are struggling financially. We offer the following comparative analysis with both our immediate neighbors as well as communities with whom we share similar size, city budget, and average income. Please refer to the chart [below] to see our similarities and differences.

A bond rating is a community's report card for financial health and management. Haverhill's bond rating has recently improved. Reserve account balances are up, residential and retail development is occurring, and city leadership is credited for improved budgeting and planning. However, our bond rating needs to be viewed in perspective. From 1997-2003, Haverhill's bonds were graded by Moody's as Baa3 (1 out of 10), the lowest level - the same as Lawrence and Springfield. Haverhill's most recent grade was up to Baa1 (3 out of 10) - an improvement, but still among the ranks of Revere, Fall River, and Lynn.

Finally, consider that the city's own forecasts project deficits of $18 million over the next three years ($2 million in FY08, $7 million in FY09, and $9 million in FY10). Even with aggressive cost controls plus moderate estimates of economic growth, we risk spending the recently rebuilt reserves, exhausting the supply of one-time revenue, and further pinching funds for vital services.

As a community we must decide: Is the pace of progress since selling the hospital sufficient, or should we make more dramatic steps to transform our future? For example, if we could pay down our debts faster, this would free up current tax dollars for schools, public safety, economic development, and conservation, all while protecting valuable emergency savings.

It is premature to conclude that we need a tax increase. Given the recent DPW scandal, elected officials must earn our trust in their stewardship with independent audits and responsible accounting. We strongly encourage citizens of Haverhill to get educated, to vote and to remain engaged after the election in the process of solving our financial problems.

Finance Table.pdf

Written by John Maddox and Steve Chooljian on behalf of Team Haverhill.

Published September 6, 2007 in the Eagle-Tribune and Haverhill Gazette.