The LuLac Edition #3634, November 4th, 2017

ELECTION 2017-THE LU

CONTROLLERS RACE

This year the race to be Luzerne County Controller is a battle between incumbent Michelle Bednar and former Controller Walter Griffith. The situation puts Luzerne County voters in a position where they can choose between two individuals who have run the office.
Bednar was elected in 2013 defeating her opponent Carolee Medico Olenginski. The latter stepped in during the summer of ’13 when it was learned that the then incumbent, Walter Griffith, elected in 2009 and running for a second term resigned due to wiretapping allegations. Griffith later accepted a plea but the charge was deemed a misdemeanor allowing him to run again.
Both candidates were asked the same questions regarding their terms in office as well as their plans for the future execution of the office if elected. Here are the two interviews.
(Bednar got top billing because we adhere to whatever party is on the top of the ballot in an election year.)

MICHELLE BEDNAR (DEMOCRAT)

1. How would you assess your term as Controller?

We’ve had a great and productive four years! Our office has performed every one of the audits which can be found on the Luzerne County website under the Controller’s section. Not one of our audits has been outsourced to date. Close to a quarter of a million dollars has been recovered so far as a result of our audits.

2. There is a perception that County workers get away with a lot in terms of time earned. What does the Controller’s Office do to track that?

One of the most important things I’ve learned is that as a controller or auditor you cannot allow your opinions to be clouded by perceptions. What I can tell you is that there is no such issue in the Controller’s office and one of the first things I did upon being elected was to increase the length of the workday. Our office went from a 6.5 hour work day to a 7.5 hour work day.
As far as the other offices, part of our audit responsibilities includes efficiency reviews. How can the audited department be more efficient, more accurate, and more fraud-proof? Though this process we can evaluate staffing, work flow, and offer recommendations. Ultimately it comes down to the department head to make sure there are no abuses, with the Controller’s office always watching.

3. What type of response have you had from the Hotline?

The response to our CESIL Hotline has been good. We’ve gotten numerous calls and emails. We know that nearly half of all fraud is discovered through a tip, so we hope to spread the word about our anonymous CESIL hotline more each year.
Generally, the submissions are concerns of residents who are tipping us off to something. Often the concerns are beyond our authority, but in those cases I can seek out the appropriate individuals and notify them of the concern. Each case is different, of course, so in one instance we might conduct a review, another instance might involve some investigative work to determine the legitimacy of the concern and if it warrants an audit, and yet another instance might be forwarded to the Auditor General for follow up.

4. How do you think other departments view your personality and work ethic?

I hope they view me as a professional who is dedicated to her job. I regularly attend meetings with division heads to stay in the loop on county issues. But let’s be clear, the views of my personality and work ethic of others doesn’t matter. Think about having an IRS agent knock on your door to audit your taxes. Do you care about their personality or work ethic? We have a job to do and we’re going to get it done.

5. How long does it take to get an atypical audit up and running and how many have you had?

An atypical audit takes much longer to get up and running than a standard audit. A standard audit already has an audit plan done that we follow each time doing that type of audit, so they are up and running in no time at all. Some examples of a standard audit are our tax collection audits, magisterial audits, and hotel audits.
On the other hand, our atypical audits take much longer to get up and running because we have to come up with a new audit plan each time. In order to have a well put together audit plan, we do plenty of research prior to the audit. We use many different research resources, from conference materials to online searches. However, one of the most powerful resource we use is talking with other Controller’s throughout Pennsylvania. Since in office, I have built a great relationship with many of the County Controller’s and we are always bouncing ideas off each other in order to come up with the best audit plans. Once our research is complete, we then create our audit plan which we will use throughout the audit. On average, an atypical audit takes a week or two to get up and running, and could take a few months to complete the audit.

6. Greatest strength and weakness?

I believe I am a good listener and have the self-confidence to quietly get the job done without a need to be on the front page of the newspaper every day.
Greatest weakness?
Sometimes I find it difficult to ask for more resources, like additional funding from county council. I try to accomplish all of our tasks with existing resources which I guess is a good thing given the current financial state of the county.

7. If elected, what are your goals for the next 4 years?

Well, we like to keep our cards close to the vest and rarely discuss any audit before it’s completed. First, because there are a number of reasons what we might conduct an audit and we don’t want anyone speculating about why we’ve chosen the department/agency that we chose. Second, because sometimes the element of surprise is advantageous.
Let’s just say that my staff and I are excited at the prospect of serving our residents for the next four years. We have some great ideas of what to tackle next and we have fantastic resources to draw upon to succeed. We would all be humbled and appreciative to be given another term to serve you.

WALTER GRIFFITH (REPUBLICAN)

1. How would you assess your term as Controller?

My term from January 1, 2010 to August 13, 2013 was a huge success. I performed several “High Level” audits like the Hotel Sterling and the Prison Foodgate to name a few. There also was an audit of payroll and the timeclock system. I also was responsible for the purchase of a state of the art accounting system and setting up the chart of accounts. This was a huge task that was done in 6 months by the staff of my office. I also performed several audits of the Luzerne County Sheriff’s office and identified the lack of oversight on the Gun Permit process. I also audited the weapons that were being held by the County with regard to PFA’s and confiscated weapons. I also audited the Prisoner transport fund and identified money missing. I audited the Prothonotary Office and had an employee arrested for stealing funds and the employee is currently paying the county the money that was taken. I uncovered the Little Red Wagon scandal that was being done by the Clerk of Courts and the Records Retention warehouse. The office was also very busy doing 16 Magistrate office audits as required by County Code and I also held the County Government accountable to perform the Purchasing Bid Process correctly. I audited the Prison Uniform fund and stopped the practice of issuing a payment to the Vendors for over 150,000.00 without accountability. My office performed a Gas Card audit of the Sheriff’s Office and identified that there were many places that lacked oversight. The Controllers Office held a Lake Township Tax Collector accountable for not performing her duties and went after the Bond Insurance Company to regain our tax dollars that were missing.There are several other audits that were done by my staff that went directly to accountability of the County Government to the taxpayers.

2. There is a perception that County Workers get away with a lot in terms of time earned. What does the Controller’s Office do to track that?

I performed several audits of the time clock system and found that employees were not being accountable and the Controller helped to change this practice. The way to track it was to identify the Security Card used to open or enter the building with the Kronos Timeclock system.

3. Do you think that Hotline instituted by the current Controller was a good idea and will you continue it?

I had a Hotline System when I was in office and this Controller simply copied my idea. This was done because the new Home Rule Accountability and Ethics Commission would not accept anonymous complaints so I put this system in place to allow for confidentiality as well as a place for people to inform the County of any mistakes or problems.

4. How do you think other departments view your personality and work ethic?

The Controller is not responsible to make friends of County Employees but is required to be the “Watchdog” for the PEOPLE OF LUZERNE COUNTY. I have a very strong work ethic and was in the Controller’s office every day from 7 AM to 7 PM serving the people.

5. How long does it take to get an atypical audit up and running and how many have you had when you served?

That depends on the audit. Most audits take an average of 4 weeks from beginning to end. My Office performed an average of 10 audits per year.

6. Greatest strength? Greatest weakness?

My greatest strength is that I am determined to be a representative of the people not the powerful in government. I will not hesitate to identify waste in government and also look at policy and procedures to be sure everyone is as efficient as possible.
My greatest weakness is that I tend to be too aggressive in my work.

7. If elected, what are your goals for the next 4 years?

a. My goal is to look into the Human Services Agencies and Children and Youth to help identify waste and mismanagement. I also want to work with the County Council to be sure the budget is as lean as possible and that the Home Rule Charter is followed.
b. The other goal is to identify specifically as possible areas of wasteful spending.
c. The other goal is to get the purchasing policy revised to implement the bidding process instead of doing everything with an RFP.


COUNCIL MEMBERS WEIGH IN

This week I received two communications from current Luzerne County Council members on the two candidates in the race. Instead of relegating them to the Comments section, I've included them here. The first is from Eugene Kelleher a Republican. The second is also a Republican Kathy Dobash.
One is for Bednar, the other for Griffith. Here are their thoughts.

KELLEHER

WHY I WILL VOTE FOR MICHELLE BEDNAR FOR LUZERNE COUNTY CONTROLLER

As a Luzerne County Councilman (registered Republican) I have had not only the opportunity, but the privilege to be associated with the County Manager, Division Leaders, Department Heads and Elected Officials.
One of the Elected County Officials is our Controller, Michelle Bednar. She is presently completing her first 4 year term and seeking re-election.
Let me emphatically state that since... she assumed the office of County Controller there has been a significant increase in office morale, efficiency and professional integrity.
Michelle Bednar is an unassuming, quiet, competent public servant. She is not ego-centric, boastful or media driven. She respects her staff and has total confidence in their abilities.
Consequently, the results of her first term has proven she is a credible, competent, and experienced public official who has saved the taxpayers approximately one quarter million dollars.
I, Eugene Kelleher, believe a vote for Michelle Bednar will sustain the professional integrity and fiscal responsibility she has established during her initial and successful tenure as Luzerne County Controller.

DOBASH

Friends,

While serving my term as an elected Luzerne County Council Member I realized our current County Controller is not a watchdog as designated in the Home Rule Charter. 
Michelle Bednar's salary during her term was over a quarter of a million dollars.
Bednar sat in the back of the room during County Council meetings for four years and said nothing while the County Manager overspent millions.
Bednar never questioned budget transfers.
Bednar ignored my requests  to investigate and audit:
Children and Youth
Act 13 spending
Redevelopment Authority
Probation fees
Bednar's campaign promised to be the eyes and ears for the taxpayers.
Bednar saw and heard , but did and said nothing to stop the County Manager from overspending millions!
Bednar never spoke about the burden of each and every tax increase placed on property owners.
She has been a do nothing Controller.
No more silence from the Controller's office.
Vote Walter Griffith Luzerne County Controller!!!!

Sincerely,
Kathy Dobash

The Citizen's Voice this morning endorsed Bednar. Interestingly enough, what these two letters discuss is the subject of the editorial. Here's that link: 
 http://citizensvoice.com/opinion/bednar-for-luzerne-county-controller-1.2263807