Bill Heck's Opinon/Editorial

Newton Tab, September 2, 2009, Perspective Op Ed, Page 15.

Heck: "I have a record of five-star leadership. I want competition at every level of government to assure the best for the least money. I'll say "no" to non-essential and excessive programs and services."

Dear Reader, I am running for mayor to make Newton government viable and vibrant, and I believe the other candidates cannot reorganize and manage Newton's government, finances and institutions in ways that will achieve these goals. The other candidates are firmly entrenched in the business-as-usual attitude that dominates Newton government and exposes the city to potential fiscal crisis and unwarranted override bailouts. I intend to put Newton's financial house in order to assure excellent municipal services and a top-quality school system without new taxes or overrides.

Managing a city and all of its moving parts is remarkably different from administering an agency or drafting and voting on city or state legislation. Why is it that since January concepts such as long-term planning, performance management and CitiStat are discussed in this campaign with newfound fascination? The answer is because these concepts are largely foreign to the other candidates, none of whom has ever managed complex operations in a competitive environment where these tools are part of everyday life, and not merely a discussion point, sound bite, or abstract concept.

The mayor is responsible for managing a $300,000,000 budget, making the job of mayor an executive management position, not an administrative one. The differences between management and administration are significant, yet the other candidates use the words interchangeably, a clear indication they do not understand either the practical differences or leadership needs of Newton.

Newton government is failed stewardship. It does not protect taxpayer interests and fails to yield results that taxpayers expect from competent management. Newton government hides behind the coined term "structural deficit" with the expectation that overrides will bail out their failed policies and practices.

Recent blurring of Newton's funding pattern, from governance and services to mounting school-system costs, has caused dangerous instability with capital projects and infrastructure. We must change direction now. A 50/50 split between city and schools assures correct funding for city operations and capital expenses, sets spending parameters for schools, and mandates reform of the broken, unsustainable education model.

Prudent managers would never agree to provide benefits without knowing costs in advance. I vigorously oppose open-ended, (so-called) defined-benefit programs with no limit to city funding liability, such as the current health insurance and pension programs; they are unsustainable and completely unfair to taxpayers.

A mayor's mandate is to get the best value for money spent. Value is measured by what is obtained, not by how much is spent. I want competition at every level of government to assure the best for the least money. I'll say "no" to non-essential and excessive programs and services. If you are a contractor, supplier, service provider or employee, make yourself indispensable to Newton through your performance and actions, not by words. In this competitive world, I expect greater productivity, elimination of waste, and more value for every dollar spent.

These are not idle words. I have a demonstrated record of five-star leadership and performance in competitive entities including Hotels of Distinction where I served as Executive Vice President and managed multi-million dollar hotel operations that collectively represented more than 3,000 employees, including its flagship hotel, Boston's Grande Dame, The Copley Plaza, now a Fairmont Hotel. I have a record of attracting, training, motivating and maintaining talented staff, at every level, working together to gain profitable market share, owner returns and customer satisfaction. I have negotiated complex city-wide union contracts, chaired a joint grievance board, and have union contract negotiation and management experience in Boston, Washington, New York and Philadelphia. Please review my resume at www.HeckYesNewton.com.

Additionally, I have worked closely with local, state and federal agencies, and civic/business groups representing diverse entities and interests. I intend to work with teachers, municipal workers, civic leaders, aldermen, businesses and anyone else with an interest and desire to improve Newton's financial status and restore the city's sense of community to assure excellent municipal services and schools.

I pledge to turn this city around and manage it in the interest of taxpayers, and recognize that we, the taxpayers, control our destiny and well-being. Newton's future can be bright if we embrace stewardship and fiscal responsibility. Please give me the mandate to do the job that needs to be done.

On September 15, you have a choice. Ask yourself which candidate can best lead and manage a city with a $300,000,000 budget. I offer demonstrated skills and performance in business, education, government and the service industries and I will obtain quality and value for our tax dollars without overrides and more taxes.

William Heck