7 Point Proposal for the First 12 Months

Thomas R. Creamer

Over the next few months, I will be actively engaging Sturbridge residents in an effort to
gain your support and your vote. The honor and privilege of serving as your selectman
comes with a great deal of responsibility on my part and expectations on yours. In
seeking your support, I have a fundamental obligation to provide you with as much detail
as possible regarding my positions and my visions.

To that end I am committed to ensuring that there is no doubt as to what you can expect
from me - should I be granted the honor of serving you. My positions on issues will be
clearly articulated in print and available via this medium at all times. This will ensure that
residents understand my approach to issues, my deliberative process, and the basis for
the information used when coming to a decision. As well, it will provide each of you with
a means of holding me accountable.

Each and every day of a three year term you have a right to expect and demand the
highest level of integrity, commitment, and objectivity from your selectmen in dealing
with the issues facing our community. I have an obligation to ensure that every decision I
make is based upon principles as opposed to personalities.

There will be times when the decisions I make will be in conflict with positions held by
long-time friends within the community. That is inevitable, and despite those
relationships, I will come to my final determinations based upon the facts through careful
review of all information, and grounded ultimately in the overwhelming needs of the
many.

With that said, one would do well to remember that as a community activist one can
advocate strongly from one side or another; as a selectman, however, one must always
govern from the middle.

This is, and shall always remain, my personal commitment to each of you.

Moving forward, I have outlined (and will continue to outline) a list of items that I am
committed to addressing in the first 12 months of my term. These items will provide the
basis for a comprehensive review and discussion regarding the manner in which we
conduct and project our responsibilities to those we serve. This list should not be
interpreted as being exclusive of other items warranting review, but merely as a starting
point for more open and engaged dialogue on all issues of town governance.

1) Comprehensive Budget Analysis

We are well aware of the current economic crisis facing this nation, and in fact the world.
Nationally our unemployment rate is at 7.6%, with many predicting 9-10%
unemployment by year’s end. Home foreclosures have increased 81% since the same
period last year and 225% since 2006. Further complicating the national crisis is a
significant retrenchment in consumer spending which in the last 6 months has
demonstrated the lowest rise in 47 years. At a time when consumer spending is receding
in such magnitude due to the economic crisis, it is unconscionable that leadership at any
level entity would propose or support spending initiatives that are unnecessary and or
unwarranted.
At the very first regularly scheduled meeting (if not provided sooner in response to my
ongoing inquiries) I will publicly request a comprehensive list of non-essential budget
items planned or currently being implemented along with the taxpayer costs associated
with those expenditures. I will request that a spreadsheet be developed (and made
publicly available on the town website) that details the tax levy upon residents for each
of the items considered or approved. This will enable residents to clearly see the
associated monthly cost per resident for each item proposed or approved. As well, I will
ask that these items be categorized in terms of how and why they were prioritized on the
list.

Subsequently, each budget request that comes before the Board of Selectmen during
the course of the year should be added to this list, and made publicly available on the
town website, along with the item’s projected tax levy. This will enable residents to make
more informed judgments about the use of taxpayer dollars.

All too often individual requests are acted upon as completely separate entities with little
connectivity to their impact on the overall taxpayer debt. This frequently results in
requests being approved because of what appears to be an insignificant tax increase
associated with a particular item. Sadly, as each of these requests add up, the burden
on Sturbridge taxpayers increases, resulting in diminished discretionary income for some
and a loss of obligated income for others. This serves only to the detriment of residents.

• This spreadsheet will include, yet not be limited to, the following items and their
subsequent tax impact upon residents:

o WWTF
o Town Hall/Center School Renovations

Alternate site locations for the Town Hall
o Burgess Elementary School Renovation/Reconstruction Project
o Sturbridge Landfill/Recycling Center
o Non-dedicated funds (i.e. Community Preservation Act) associated with
the purchase of land and/or capital expenditures.
o Legal Fees and associated costs in relation to our contractual
agreements with Kopelman and Paige as well as alternative agreements
with other acceptable prominent law firms.

In line with this request, I will seek a public accounting and
detailed explanation as to the process and rationale for
maintaining our relationship with Kopelman and Paige as
opposed to “market shopping”
o Hamant Brook Dam Renovations/Maintenance vs. the Stream
Restoration Project proposed by the State Division of Fisheries and
Wildlife.
o A detailed report and tax levy estimate on the underground power line
proposal that the Town Administrator has indicated he will bring before
the town for the 2010 Annual Town Meeting.
o A review of the current tax assessments levied upon residents

• Understanding the level of detail that these requests entail, I will commit to
working with the Board to ensure that the foundation for this proposal be initiated
 within the first 4 months of my term and completely operational prior to the fiscal
2010 Annual Town Meeting.

2) Burgess Elementary School

It is no secret that we have one of the finest educational systems in the area. One lays
witness daily to the remarkably talented youth that grace our community. This is certainly
no accident and stems from the selfless sacrifices of parents and educators. Our
children represent our future and the foundation that we lay for them, is in effect the
foundation that we lay for the future prosperity of our community.

Unfortunately, our children and teachers at the Burgess School find themselves in less
than “ideal” conditions that will only continue to deteriorate. We must endeavor to identify
resources with which to facilitate the construction of a facility that is more conducive to
our children’s needs.

Current estimates on the Burgess School are approximately $42 million, with the state
thus far proposing to cover a minimum of 51% of those costs. In balancing the return on
investment and the necessity of such an endeavor, we would do well to recognize the
difference between “spending” and investing.

As I’ve previously stated, the future prosperity – financial, social, and historical) of a
community is directly linked to the investment it makes in its youth and its educational
system. Investing in a new elementary school for our children, will reap significant
rewards in terms of the desirability for businesses and residents to relocate in the area.

World class businesses recognize the value of locating in desirable communities which
invest in their youth and their seniors. Potential employees and residents associated with
those businesses fully understand and prioritize the educational and social needs of
children and seniors.

As your selectman, I am committed to promoting the renovation/reconstruction of a new

elementary school at every appropriate opportunity, be it locally or if necessary at the
state level. Simultaneously, working with the Board and members of the School
Committee, I will encourage and pursue as much public discussion as necessary in
order to ensure that residents are provided with the very best information possible with
which to make an informed decision.

3) Senior Services

There is little doubt that many of our seniors are faced with mounting challenges that
present significant difficulties in terms of their quality of life. Escalating costs coupled
with dwindling fixed incomes have placed some of our seniors in a most vulnerable and
precarious predicament. The impact of tax increases and service reductions has a much
more immediate affect upon them.

Elderbus: Consider the plight of seniors who have depended upon Elderbus services to
shuttle them back and forth between medical visits. Recent cuts in service over the last
year have forced reductions in the number of hours and trips that Elderbus operates. In
turn, this has resulted in extended day trips for seniors in order to attend a 30 minute
doctor’s visit. What was once accomplished in a matter of hours has now become a full
day-long trip for many who travel out of town for doctor visits.

This creates the necessity for seniors to plan a day’s worth of snacks, lunches, and
medications if they need to address medical issues. For some, the logistics of such can
be overwhelming and may result in failure to attend planned appointments or to simply
stop making them altogether. This is unfortunate, and more importantly, it is
unnecessary.

There are 21 communities in the Elderbus service area and each of those communities
shares a portion of the services associated with Elderbus. An increase of $26,000 would
provide the additional revenue needed to offset the costs of a second van. This cost, if
spread among the 21 communities (perhaps based upon ridership/usage), would result
in minimal to zero impact upon most municipal budgets. The issue here is one of
engagement.

As your selectman I will personally reach out to the selectmen and/or appropriate
authorities in the 21 Elderbus service communities in an effort to engage them in
dialogue on a comprehensive and unified approach to addressing this shortfall. I will
initiate this outreach within the first 2 months of the election, with the hopes of providing
a proposal to the town within 6 months of the election.

Senior Municipal Service Program: Each year the town sets aside $10,000 for the
Senior Municipal Service Program, which enables seniors within a certain earnings level
to provide volunteer services to the town, which, based upon the hours worked, are
converted into credits or reductions on their tax bill. The Town Administrator’s webpage
indicates that up to $500 can be earned as a credit by those utilizing the program. Other
figures indicate the number to be more in the range of $750.

This is an outstanding program that affords qualifying seniors with the opportunity to
provide much needed assistance to the town at bargain rates that are conveyed to the
seniors on their tax bill. Sadly, the program has been underutilized for a variety of
reasons, all of which can be easily addressed. Consider the following statistics provided
relative to the use of this program:

In fiscal 2007, there were 2 total participants resulting in $628.75 in tax credits being
issued.

In fiscal 2008, there were again 2 total participants resulting in $1,000 in tax credits
being issued.

As of the date of this publication, there are currently 4 residents participating in the
program, which would result in a total of $2,000 in tax credits being issued.

It is unfortunate that the number of seniors taking advantage of this program is so low.
Each year, the town is left with a balance in this account, which is then utilized
elsewhere. An effective program of this nature would - and should - result in zero funds
available at the end of the fiscal year. This would indicate an effective and convincing
outreach campaign relative to the merits of the program.
Recently, I shared some thoughts with the Town Administrator relative to the reasons
some qualifying seniors are, and have been, reluctant to take advantage of this program.
It is my hope that he will carefully consider the merits of that information and take the
appropriate steps.

Within the first month of my tenure I will work closely with the Town Administrator to
develop a more sensitive approach to the implementation of this program.

4) Sturbridge Landfill/Recycling Center

Within the first month of my tenure (if not acted upon sooner based upon my ongoing
inquiries) I will request that (per the recommendation of the Finance Committee over the
last two years), a comprehensive study of the Sturbridge Landfill/Recycling Center be
undertaken to evaluate/identify the costs vs. the benefits associated with the current
financial management of that center. Additionally, as requested by the Finance
Committee for the past two years, the study will include the following:

1. Cost of on going operations and budget

2. Land Fill Cap Fund
3. Fee generation
4. Cost Reductions
5. Town trash /recycling initiatives
6. Hauler recycling alternatives
7. Landfill closure
8. Future “Brownfield” options: After capping, some town landfills are recycled into
community assets, using them for recreation areas.

The Sturbridge Landfill/Recycling Center has been identified as an asset by our current
leadership; few would argue to the contrary. However, the financial management of that
asset is somewhat questionable in light of the projections by our Town Administrator that
we currently have a $200,000 shortfall in the landfill cap (closure) account for 2009 and
that such will need to be appropriated this year.

Additionally, the fiscal 2009 budget for the landfill/recycling center was $280,000.
Considering that 2500 stickers (not individual households, as many households have
multiple stickers) were issued last year (approximately ¼ of our population), it is hard to
rationalize that such a study is not warranted. Yet, current town leadership has resisted
such a study for years. Taxpayers deserve the right to know if our return on investment
is consistent with our expectations. I am committed to ensuring this study is initiated
within the first 8 weeks of my election.

Green Initiatives: There is no doubt that energy conservation is a key component of

overall cost management and environmental protection. Implementing a strong locally
focused “Reduce, Reuse, Recycle and Recover” program can have a significant impact
in creating a greener and more sustainable environment while simultaneously producing
financial benefits to the community if undertaken as a comprehensive approach.

A community wide approach to “Green Initiative” implementation can produce significant

savings in energy costs - both residential and municipal - while providing significant
benefit to our local environment. For example, it is estimated that recycling one
aluminum can saves the energy that it takes to power a television for three hours.
Certainly, this has little to no immediate impact upon an individual’s energy costs, but in
terms of the bigger picture, it translates to resource sustainability in a more global view.

Sturbridge was once a leading statewide innovator in its approach to recycling when it
first developed and implemented the current recycling center. Sadly, with the passage of
time, we have become a spectator, watching numerous communities statewide take the
lead on green initiatives.

Over the past two years we have talked at length about the merits of a more pro-active
approach towards eco-tourism and developing it as one component of our overall
economic vision. We have done little, however, in terms of increasing our green
approach to promoting our community.

The director of the Chamber of Commerce has indicated at several public meetings that
a strong component of any eco-tourist program is the implementation of green initiatives
within the community as part of an overall marketing approach. There is very little cost
associated with implementing such a program and the return on investment in terms of
education, energy conservation, and environmental sustainability make it a plus – plus
for the community.

Within the first six months of my tenure, I will work with the Board to schedule a work
session presentation on green alternatives that can be implemented at the local level.
Utilizing local resources - perhaps representatives from local activist groups - we can
begin the educational process of dialogue and program availability, as well as
researching appropriate initiatives that can be implemented at the local level.

5) Charter Communications

Within the first 3 months, I will initiate a request for a public accounting of all revenues
associated with, and services provided by, Charter Communications.

It is no secret that residents have complained for years about the poor video and audio
reception that has plagued this community in terms of public broadcast of meetings. On
repeated occasions the Town Administrator has provided updates relative to his
communications with Charter representatives, yet still issues persist.

The Town Administrator has indicated that Sturbridge receives $50,000 annually from
Charter Communications and that a portion of those funds are utilized to pay for the
services of students who operate the console during meetings. I will request a public
accounting of those funds and an itemized list of all expenditures associated with the
Charter account.

Additionally, I will request that a public presentation be provided by a Charter

Communications representative in terms of their efforts to address the ongoing issues
associated with public broadcast of meetings.

Additionally, I will request a public accounting as to the rationale and limitations that
prevent us from providing continuous loop broadcast of all televised meetings on public
access television. In today’s technological age, I am unconvinced that this issue cannot
be rectified in a more expeditious manner.
6) Public access to information

In the 2006 Finance Committee Annual Report, the FinCom identified the need to ensure
that residents had access to “…accurate [and] relevant information on numerous
and often new subjects”. They went on to write that without such “…there is little
chance for sound decision-making”. Yet, 3 years later, in an age of information
technology, we find ourselves still lacking in providing online publication of simple
meeting minutes for a number of town entities. In this day and age one can certainly
argue that this is inexcusable and contrary to the principles of open and accessible
government.

To that end, I commit to pursuing the online publication of all appropriate meeting
minutes and to have such initiated and available for public review within the first 6
months of the election.

7) Sewer Service Area Review

As most of us know, the sewer service areas addressed last year by the Board of
Selectmen were done with a significant level of engineering, as well as a level of political
positioning. This is understandable, but not completely in the best interests of the intent
of water and sewer distribution.

Noticeably absent from a position of prominence in the discussions pertaining to sewer

service designations was the Board of Health. In part, this was due to a level of
reluctance on the part of the BOH to engage this issue as they were leery of being
caught up in political debate. In part, it was due as well to a failure by some to
completely engineer all aspects of the sewer service area with science void of politics.

When one considers the importance of our water resources (i.e. lakes, ponds, wetlands)
and the number of septic systems that threaten those resources through certain and
ultimate failure, it is inconceivable that more direct and frank participation from the Board
of Health was not undertaken.

Within the first few months of my tenure I will call for a complete review of our sewer
service area and request direct and proportionate input from the Board of Health and our
DPW Director. As well, if and where warranted, I will request the Board’s support in
soliciting input from representatives from the engineering firm that provided consultant
services during the initial sewer watershed discussions - Tighe and Bond.

Additionally, on future sewer service extension or service requests, I will seek

appropriate input from the Board of Health to ensure that appropriate concerns and
issues are considered in the equation.

In closing, it may appear to some that this approach may seem ambitious, while others
may view it otherwise. In considering the challenges facing this nation and this
community over the next three years, I believe it necessary for us to develop a sense of
urgency as it relates to the business of governance.

The economic numbers I’ve previously stated - 7.6% unemployment with predictions of
9-10% by year’s end, along with the staggering increase in foreclosures - 86% increase
over this same period last year - coupled with the lowest consumer spending percentage
in over 40 years, leave little doubt that vigorous attention to detail is critical if we are to
minimize the detrimental impact to our community.

The level of engagement on the issues itemized in this plan will better enable us to
manage our affairs while simultaneously positioning us to take advantage of those
opportunities that will surely manifest.