Statement by Emergency Manager Since my appointment as Emergency Manger in July of 2010, the work to correct the emergency situation in Pontiac has been extremely intense. The restrictions placed on an Emergency Manager to control the City by the State Treasurer with little if any input from the Pontiac citizenry and the public perception of this control as an occupation of the City are severe impediments to achieving long term solutions for the chronic financial situation in this community. Long term neglect – many years of neglect – in both financial terms and community planning terms has virtually sealed the fate of the distressed community represented in poster child fashion by Pontiac. This is a sad and almost hopeless endeavor considering the absence of democratic process and lack of support or involvement by competent local elected leaders. The approach taken by the State does not presume other than an attempt to quickly balance the books – somehow – and get out as soon as possible, many times with a draconian approach that ignores the vital service needs of the community. This approach will likely not succeed in the long term as witnessed by the several communities in the repeat cycle of emergency management: Communities enter emergency management status and then leave emergency management status only to enter emergency management status again. Communities such as Hamtramck and Ecorse know all too well this continual cycle of distress. This is because long term solutions have not been secured by simply – somehow – balancing the books. It is a much more difficult situation and requires long term structural fix. I have tried over my time in the position of Emergency Manager to seek long term structural fixes for Pontiac. As difficult as it has been, I have: 1. Removed the Planning Commission from being purely politically controlled by the position of Mayor in order that future development would be allowed to proceed in a non-political fashion. 2. Succeeded in contracting with the County Sheriff to save 2.2 million dollars annually and to provide services for a community where only years of law enforcement cut back resulting in rampant increases in crime had been experienced. 3. Prioritized the operation of computer and information services for the City to modernize and update this vitally necessary data reporting function so that financial data and other important data could be provided up-to-date. 4. Worked to produce the first coordinated Capital Improvement Plan for the City – an obvious and important part of the financial picture of a community which had never been undertaken. 5. Prioritized the management and operation of the Utility (Water and Sewer) to save 2.8 million dollars annually and to bring competent management skill to a critical asset long mismanaged and in a situation of disarray. 6. Investigated and rooted out instances of fraud, misuse of public funds and political cronyism long tolerated as “business as usual” at the expense of Pontiac taxpayers.
These areas were among numerous other areas of progress that were made in a calamitous and chaotic work environment with multiple daily crises demanding immediate attention for which – many times – there was no good answer to be had. The relatively improved situation accomplished after much hard work, though, does not have much chance of overall or long term success under the present required limited viewpoint approach which features, among other things, in cowtowing to political cronyism and a set of very limited options to achieve real structural reform with the urban policy now in place. While I hope for the best for the people of Pontiac, there is no real solution anywhere on the horizon under the current process. I determined early on that bankruptcy or merger are the only viable courses of action which would truly allow Pontiac residents and businesses to be successful in the long term. I am proud of the achievements over the last 14 months even though they only touch the surface of what is really necessary in Pontiac. It has been my intention for the past several months to return to the professional city management field, the profession I have enjoyed for the past 30 plus years, in a community that is committed to progress and improvements. Considering the situation in Pontiac, the time is right to pursue other opportunities. I wish the new Emergency Manager all the best in this difficult position. Michael Stampfler September 9, 2011