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July 15, 2010 |
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—Editorial—
Anthony Lakes Could Be A Gem For The County
So the question has been asked, Should Baker County acquire the asset of Anthony Lakes, is it a gem or a mill stone? The answer is yes! A gem, when polished, shines for many to see its beauty. Isn’t a mill stone the corner stone for production?
While we do not always support government being involved in the running of private recreation in this case it may be necessary for the County to take the necessary steps to ensure the continued operations of Anthony Lakes.
The Baker County Commissioners have been working hard researching all of the information that has been provided to them, they have asked the public for their opinions and they are listening.
Under the current business model the area has needed cash support from its current owners. If that business model were to change and the area was able to operate under a different tax structure such as a 501 (c) 3 the business could become self-supported and maintained.
The County could also choose to lease out the area to private individuals or nonprofit organizations. Any of these changes could ensure winter recreation for us and our children for many years to come, because what are our children going to be doing if they are not at the mountain? We believe that Anthony Lakes is a positive driving force of our local economies supporting the local restaurants, motels, suppliers, fuel providers, contractors and shop owners.
When the founders were in the early stages of developing Anthony Lakes they were sold on the concept of winter recreation not only for the skiers but for all winter enthusiasts. These founders were and are your neighbors and local business owners, they believed in developing and sustaining businesses and assets for the entire community. Many things have changed since the early development of Anthony Lakes, but the love of the sport and the opportunities that winter recreation create for our communities is still endless.
—Letters To The Editor—
Thank You Gene Stackle
To The Record-Courier:
Thank you for your dedication and loyalty to the people in Baker City/County and beyond that have a love and interest in setting up a business here. Your professionalism and integrity are above reproach.
Thank you for the hours you put into business development, business retention and presenting potential business owners with information they need to put a business plan together, to start a business. You always work with the public, setting them up for success. Not giving them the fish, but teaching them how to fish. And the people you saved from themselves who were not ready or prepared to start a business.
I have had the honor of serving with you on several volunteer boards and have always trusted your judgment and honesty. I admire your desire to do what is right and how you search for ways for potential business owners to succeed. You do what is best for the community. I am a past BEGIN (business development) Board member; I read the reports of new contacts (business started and retained). Your efforts have brought economic benefits to all of us who live in Baker City/County.
What an awesome team you and Jennifer Watkins are. You both have brought into our community a lot of money and your talents will be hard to replace. How sad for Baker City/County that we lose two of the people who have the ability to bring in money. Oh, the three people let us not forget Steve Bogart. Steve, I am proud of you for standing by your employees and saying it like it is. We are going to miss you too. Thank you for your professionalism and integrity.
Out of the ashes the Phoenix will rise. Ya think?
Thank you Jennifer Watkins.
Jennifer, thank you for the millions of dollars you’ve acquired in grants and the businesses you have brought into Baker City/County that have benefited our communities throughout Baker County.
Thank you for all of your dedicated time administrating the grants once the grants were awarded.
Thank you for not giving up on potential businesses that have moved into our community because of your continual contact, even after several years. You got them here, I know – they told me it was because of you that they are here.
Thank you for attending all those meetings, after hours in the evenings, and on weekends. You did what needed to be done to get the project completed. I appreciate what you have done for this community. I am very blessed knowing you for the past 15 years. Working with you on projects, and watching you grow, becoming the respected professional you are, with grace and integrity.
I am so sad I will not be able to call you at the City anymore. This community is truly at a loss without you. God Bless You.
Terry Drever Gee
Baker City
Councilor Explains The City Budget Process
To The Record-Courier:
The Record-Courier editorial on July 8 made a couple remarks that made me believe someone was not aware of what budget processes are about.
Oregon Revised Statutes Chapter 294 establishes the authorities and procedures for municipal budget committees.
Baker City Charter, Section 22. Subsection (c) (8) states that the manager shall “Prepare and submit to the budget committee the annual budget estimate and such reports as may be required by that body.”
Under ORS 294 and Baker City Charter, the City Manager prepares estimates of financial resources and costs. He prepares the budget message and “proposed financial policies of the municipal corporation.”
The purpose of having a budget committee includes:
(4) To provide specific methods for obtaining public views in the preparation of fiscal policy;
(5) To provide for the control of revenues and expenditures for the promotion of efficiency and economy in the expenditure of public funds; and
(6) To enable the public, taxpayers and investors to be apprised of the financial policies and administration of the municipal corporation in which they are interested.
The budget committee is composed of all members of the council and an equal number of unpaid citizen volunteers who together serve with staff to advise the council. City Staff is by State law excluded from voting on the final budget recommendation. The committee serves to deliberate and decide upon actual budget expenditures and uses of funds. Thus taxpayers who have no vested interest in maintaining jobs, salaries, or tax revenue streams thereby control the process and result. The law intends to give taxpayers and not municipal employees control of expenditures and decide upon services they think are needed. If the staff proposal does not meet their concerns, they have authority to make changes.
The budget process is a policy advisory process. The City Council either accepts or modifies the recommendations of the full committee. By law, neither the City Council, nor the citizen budget committee is intended to be a rubber stamp for the recommendations of staff.
The process can be obscure. It is not always clear for example, that funds you think were set aside to cover employee retirement costs have been spent down. You might have plenty of employees, but not have money to buy asphalt to keep them busy paving the streets. You might not have planned enough money to pay expenses during the next budget year until revenues start coming in.
Each one of us can improve our skills, and in my view, could have contributed to improving the process and communication. To his credit, Budget Committee Chairman Randy Daugherty did specifically ask the City Manager what he needed to make the budget goals work. It was an opportunity to negotiate, to find ways to make cuts in other areas and add back other parts. Most of us are bottom-line money managers in our own experience. The Council made some choices to add back some funding, and responded to the reduction in lodging tax revenue by re-balancing the budget.
The City Charter, approved by our citizens, gives us our government structure. It provides division of power and authority for good reasons. It protects the taxpayers from run-away government and provides reasonable protection from political interference in the day to day administration of government. The Council may not eliminate the position of City Manager. If you want a “strong mayor” form of government, you will have to modify the City Charter.
While it may feel good now and then to take a cheap shot and make a remark about the council not listening to the City Manager, from what I have observed, we all do listen and value professional staff input. When we disagree, it is the Council that has authority to direct the City Manager on policy matters, not the other way around. You elect us and you have the choice to re-elect us or not. When you take your turn serving on the City Council after I am gone, I hope you will put as much time, effort, and thought into the budget process as we did this year. I hope you will be concerned about holding down taxes, covering expenses without borrowing more than you have to, and maintaining a balanced budget. Yes, budget cuts may mean jobs are lost or readjusted. These are not easy choices.
Clair Button
Baker City Councilor
Former City Manager Loses Job After Fraudulent Vote
To The Record-Courier:
The current news tells us little about the history of the city manager problem. But listen to your elders. In the early 1950s Baker had the mayor form of city government. Ming McKim was mayor for a while and he was followed by Jim Hanley (Tom's grandfather). Then an old high school classmate of mine, Bob Applegate, was hired as city manager. I think that Bob was doing a good job, but after a few years of shouting and waving of arms, a measure appeared on the ballot to return the city to the mayor form. This measure passed. Poor Applegate began looking for a job and soon found one in El Cajon, Calif. But, wonder of wonders, a judge declared the previous vote fraudulent and ordered a new vote. This time the measure failed.
Now Baker was without a manager and Applegate had a very good job. El Cajon began to grow very fast and Applegate stayed there until he retired.
While he was in Baker little was known of Applegate's record in WW II. He had told me that he was shot down in the Pacific and had been fished out of the water by an American submarine. But this year a new book is just out called “Whirlwind The Air War Against Japan” by Barrett Tillman. On page 211 you can read that: Rookie Corsair pilot, Lt.(jg) Robert M. Applegate traded gunfire with Kaneyoshi Muto. Both fighters went down but the 23 year old Oregonian slew the "toughest dogfighter in the Imperial Navy and lived to tell the tale."
Elsewhere in the book several pages are devoted to Muto's previous exploits.
Carl R. Kostol
Baker City
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