This post originally ran as an opinion column in the Gotham Gazette and has been re-posted here with the publisher’s permission. Albany chatter in anticipation of Governor Andrew Cuomo’s 2020 State of the State message was dominated by the prospect of a $6.1 billion budget gap. How to fill it? Tax? Read more…
In 2014 the State of New York sent 6,347 soldiers into the U.S. military, widely considered the best trained, best organized armed force on the planet.
Unfortunately a recent study by the Benjamin Center’s Dr. Gerald Benjamin and Timothy Toomey, both veterans themselves, found that New York state’s own organization serving our veterans once they return from service is disorganized and dysfunctional. And among the findings of the recent discussion brief, are that although service members are required to receive lengthy separation counseling, where they also learn of multiple support systems that include state and federal networks ranging from health care to education, employment, and financial and legal benefits, all too frequently these new veterans get fire-hosed with information.
As one analyst noted:
… [M]embers of today’s military have many resources at their fingertips when they separate, but it’s often incredibly overwhelming. Transitioning service members are trying to change careers, and may be moving themselves and families across the country, all while doing their day jobs up until terminal leave. Many service members may still be trying to figure out exactly what they want to do.
It’s not just that veterans may not hear of benefits they’re qualified for, either. Toomey and Benjamin’s research shows that veterans may be victims of fraud as a result of getting conflicting information, or they may over-pay when they’re entitled to benefits. For instance, in New York state law requires that localities offer veterans partial exemption from property taxes; there are specially focused programs for veterans with service-related disabilities, and for those who have gotten caught up in the criminal justice system.
The problem goes beyond information overload, however. Too frequently New York’s State Division of Veteran Affairs overlaps county entities, and the agencies are either at cross purposes or frequently not in communication with each other, or literally feuding over turf instead of working in unison. Rarely are these layers of bureaucracy in touch with each other, working from the same databases, or even aware that they’re offering similar services to the same constituent base.
A further problem is that there’s a fundamental lack of accountability (more…)
Social Media can make government better, more accessible, more transparent, more accountable, all good things. But when elected officials decide that government social media accounts are theirs to use as they please, we may be in very different territory. Sheriff Paul Van Blarcum reminded us of that this week.
In 2015 the Benjamin Center studied how local governments in the Mid-Hudson region use their websites and social media. We found that nearly 97 percent of the towns, villages, and cities of the region had some digital presence. At the time of the study 60 percent of local governments had a Facebook presence, but barely one fifth were on Twitter. (This was in the sleepy pre-Trump era of Twitter.) In general, we found that the more open governments are with constituents, the more they engender trust.
Even though our study was conducted barely two years ago, it came against a very different societal backdrop. President Obama was behind the push for government at all levels to communicate electronically with the goal of increasing trust and accountability. These days cities like Kingston and Poughkeepsie maintain fairly active Twitter accounts and post frequently. This seems appropriate: In our fast-paced era, when even Facebook seems too onerous to peruse, governments that can blast quick info to constituents (especially missives that can be read on a phone) are reaching people quickly and simply.
But what happens to the trust that openness engenders when the public official steps out of his or her governance role, and uses official social media platforms to advance personal views, or agendas?
Once Donald Trump pardoned Sheriff Joe Arpaio in Arizona, sheriffs around the country have felt emboldened to use social media to express their own views, sometimes using government platforms as their bullhorn. The latest but hardly the most inflammatory missive came this past weekend when Ulster County Sheriff Paul Van Blarcum used both Facebook and Twitter to tell citizens to boycott the NFL because, he argued, players taking a knee during the national anthem were being unpatriotic.
If you were ever in combat and were the last person to pull up the zipper on a body bag of your fallen… https://t.co/R1YNHu79dT
— Ulster Co Sheriff (@UlsterCoSheriff) November 11, 2017
This isn’t nearly as disturbing as sheriffs in Oklahoma trying to thwart criminal justice reform through use of official social media communications. (more…)
Proposed budgets in 2016 two upstate counties, Ulster and Onondaga, delivered bad news to comptrollers, county elected officials charged with fiscal oversight. In Ulster, County Executive Michael Hein sought a 22% cut (from $890,000 to $695,000) in Comptroller Elliot Auerbach’s budget. Meanwhile, in Onondaga County Executive Joanie Mahoney took $479,000 (27%) out of Comptroller’s Bob Antonacci’s budget. Were these decisions political payback that reveal a need for structural changes in county government, or simply tough-minded management?