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Date: 10/6/2021
HOLYOKE - On Sept. 21 voters in Holyoke went to the polls to narrow the mayoral candidate pool from seven to two.
Candidates Joshua Garcia and Mike Sullivan earned the most votes from residents, securing their spots as the mayoral candidates for the Nov. 2 municipal election. Sullivan, who has served as a City Council member for many years, received 1,431 while Garcia, who works as the town administrator of Blandford, received 1,127. Once elected, the winner of the November election will be sworn in during the month of November rather than the traditional January inauguration. The change in election procedure was deceided after the departure of former Mayor Alex Morse, who left his term early to become the town manager of Provincetown.
In an effort for residents to better know the candidates who will be on the ballot and their position on city-specific issues, Reminder Publishing reached out to each candidate. Each candidate was asked to submit short responses to several questions regarding specific issues impacting the city of Holyoke.
Responses printed by Reminder Publishing on behalf of the candidates represent the candidates' own thoughts, feelings and beliefs.
Reminder Publishing does not endorse any candidate nor their beliefs. Their responses, listed in the order they will appear on the ballot, are as follows.
Reminder Publishing (RP): Do you support the increase of marijuana cultivation business in the city, why or why not?
Garcia: I do. We have abundant space in our empty mill buildings to accommodate both cultivation and sales of marijuana products. The state's legalization of recreational marijuana created a modern-day "Gold Rush" for low-cost space and low-cost electricity. The marijuana industry plays to Holyoke's strengths. We would be missing a major opportunity for employment and tax revenue if we failed to get on board.
Sullivan: I believe Holyoke should be the destination city for cannabis manufacturing on the East Coast, but we need to make sure that local people are a part of that economy and can build wealth for themselves and their families. That is why my cannabis manufacturing platform is focused on social equity and is designed to support a new generation of diverse business owners right here in Holyoke.
RP: The aging infrastructure of the city has been a significant and costly issue over the years. What steps would you take to address needed improvements for the city's infrastructure in a way that is both affordable for the city and timely?
Garcia: First, we need to implement the plan outlined in Question 5 which has been identified throughout my campaign as the top priority. Improving internal controls will allow us to better plan for and execute the necessary infrastructure investments the public expects. A key part of our strategy is to draft a capital improvement plan to better maintain and replace large capital assets and public infrastructure in a way that is affordable and timely. Having available such a dynamic community planning and fiscal management tool will help the city identify capital projects, equipment purchase and infrastructure needs, provide a schedule, and identify options for financing capital needs.
Sullivan: Rebuilding our infrastructure is our highest priority issue. We cannot build a new house on a crumbling foundation. As mayor, I will work with state and federal leaders to bring money into Holyoke and accelerate the most urgently needed repairs so that Holyoke is ready for the coming impacts of climate change. Fixing our water and sewer and opening up natural gas will allow businesses to expand and bring new residential developments to the city and are vital to our long-term public safety.
RP: Recently the cost of living in Holyoke has been discussed in relation to potentially increased sewer fees. Many current city councilors have said high fees associated with homeownership are driving residents to leave the city. How will you work to make it affordable for residents to buy homes and maintain the costs associated with said homes in the city?
Garcia: I question whether sewer fees are "driving residents to leave the city." What would drive people to leave would be a substandard sewer system. Holyoke has benefits other communities lack: no-fee trash, brush and recycling pickup and low electric rates. Our average tax bill for a median home is lower than surrounding communities. Investing in our infrastructure ensures Holyoke is a place where people want to live and do business. The deficit is a result inadequate revenue and uncollected delinquent debt. Even if we collected 100 percent of user fees, the current sewer rate is not enough to cover expenses. The sewer rate needs to go up to balance the budget and pay for operations and upgrades. Or combine the water and sewer departments and establish efficiencies. Our existing operation is not sustainable. Holyoke has been able to cover the revenue gap by transferring funds from free cash - an unhealthy practice. Now that we have no free cash, the city must find other means to cover the deficit and do infrastructure upgrades. Transparency and communication are critical to get the community to understand that doing nothing will be more costly than raising the rate.
Sullivan: We need to expand our tax base and drive investment in Holyoke. Over the last decade, residential taxes have gone up while incomes have fallen, leaving Holyoke with the highest poverty level and lowest household income in the state. Holyoke needs responsible city leadership that understands the issues that are driving people out of the city and knows how to budget our tax dollars effectively.
RP: Are there any businesses/industries you feel Holyoke's climate and infrastructure are uniquely suited for? If so, how will you market Holyoke to such businesses?
Garcia: Holyoke's enormous Connecticut River energy resources - the cheapest and greenest in the state - already produce low-cost electricity that is always appealing to businesses. Manufacturing enterprises, in particular, will benefit from the power sources that put Holyoke on the map in the first place. It's important to note, however, the feeling that while business owners have taken a risk to invest in our city they do not always feel the city is investing in them. That perception is a disincentive to staying and growing in Holyoke, let alone convincing new businesses to move into the city to take advantage of our green infrastructure. Among the many challenges I have heard are concerns of deteriorating capital infrastructure, public safety, trash everywhere, questionable enforcement from city departments, and excessive panhandling, all while the tax rate continues to climb. The lack of coordination of public resources and inefficient support for business owners are barriers for any enterprise looking to invest in our city. We need to first work on our management gap to better serve and attract new growth.
Sullivan: Holyoke cannot be a single-industry city. We saw what happened when we depended exclusively on paper, and we cannot repeat that mistake. I would leverage and promote our assets, especially our green energy, to bring new industries to Holyoke including hydroponics and robotics development. I will also focus on tourism and capitalizing on the Volleyball Hall of Fame and the beautiful historical city we have that can be a destination for international travel.
RP: What are your plans to directly address any current/future budget deficits within the city?
Garcia: Municipal finance is complex. There are strategies and best practices that need to be adopted between now and over the next four to six years if we are to avoid receivership. First, set goals. My goal is efficient systems management and operation to safeguard public funds, protect assets, and comply with financial standards. We have to restructure management policies and procedures. The existing, inefficient practices in Holyoke have caused deficits, a negative free cash balance, reconciliation variances and capital project shortfalls. We have to improve our departmental budget-setting process, close books timely, ensure an efficient warrant processing and payroll system and require timely completion of annual audits. We can enhance our revenue by reviewing permit fees, host community agreements, and revenue sources beyond residential and commercial taxation. Collaboration among the treasurer and tax collector, assessors, and auditors has to be strengthened to foster clear communication among financial departments and the Finance Committee of the council. When we close our deficit, maintain a forward-looking system, have a healthy level of free cash, and make sound decisions on using free cash for one-time expenses and not day-to-day operations, we will attain fiscal stability and get off the path to receivership.
Sullivan: This one is simple - under my administration there will be no budget deficits, period.