Opinion Online, 6/15/18

Opinion Online is a weekly feature that enables you to comment on any topic and see it here on Saturday, not as a comment, but as part of the actual post. Anonymous comments are fine, but what you say has far more credibility if you identify yourself. I refuse to post anything I consider defamatory or vulgar. Also, anonymous personal attacks on elected officials will receive heightened scrutiny, and I refuse to allow anonymous personal attacks at most other public employees. 

Fed Ed Yard Signs

Leave your name and email address. Once orders hit 25, I will be in touch.

Bethlehem City Council Campaign Funding Analysis

Robert Donchez
2013 Pre-Primary
Raised $55,839.76
Internat'l Union Operating Engineers - $1,000 on 3/29
Sheet Metal Workers $500 on 4/15
Carpenters PAC $1,000 on 3/15
Christian Perrucci $1,500 on 3/15
LR Kimball (arhitect) $500 on 4/15
Sovereign Enterprises $1500 on 1/7, 4/2
Greg Butz $500 ON 3/15
Matt McTish $500 on 3/2
Gregory Rugerson $2,500 on 3/28 (J.G. Petrucci)
J.B. Reilly $1,000 on 3/15
Mark Pepitone $1,000 on 4/3 (Westgate Mall)
Boyle Ventures $1,000 undated
Sean Boyle $1,000 on 3/20
Joe Topper $1,000 on 3/15
Anthony Stellar $1,000 on 4/2 (construction)                      15,550
2013 Post-Primary
Raised $15,071.05
Mark Pepitone $1,000 on 5/17 (Westgate Mall)
Edward Roski $2,500 (Majestic)
Woodmont properties $500 (Perrucci)                                  4,000
LVAR $15,000 in-kind for radio ad
2013 Annual Report
Raised $250
2014 Pre-Primary
Raised $1000
2014 Annual Report
Raised $27,820.70
Carpenters $500
Operating Engineers $1,000
Laborers Local $1,000
Bricklayers $500
IBEW $1,000
T and M $1,000
Jim Hickey $1,000
Greg Butz $1,000
Luke Cunningham $1,000
Mark Pepitone $1,000 (Westgate)
Robert Kiel $500 (Liberty Properties)
Lou Pektor $500 (developer)
Dennis Benner $1,000
Edward Roski $1,000 (Majestic)
Boyle Ventures $1,000
                                                 13,000
Raised $32,550 from participants in City projects, including CRISZ and TIF
Raised $98,981.50 total.
33% of campaign funding comes from TIF, CRIZ and City Project Beneficiaries

Willie Reynolds
2013 Pre-primary
Raised $57,447.16
L.R. Kimball $500 on 4/2
Pennoni $500 on 2/21, 4/29
Greg Butz $500 on 1/8
Anthony Stellar $2,000 on 1/31, 4/30
Arif Fazil $500 on 1/31 (D'Huy)
Fred Bracalente $1,000 on 2/6 (construction)
Sean Boyle $1,500 on 2/21, 3/27
Kevin Serfass $500 on 3/11
Leo DeLong $1000 on 3/15 (Bucks Development)
Gary Dahms $500 on 3/25 (T and M)
Louis Intele $500 on 3/27 (real estate)
Scott Allinson $300 on 3/27 (lawyer)
Anthony Sambello $500 on 4/25 (Pintzuk Brown Realty)
Scott Homel $500 on 4/25 (Pintzuk Brown Realty)
Benner Family $1,050 on various dates)
2013 Post-Primary
Raised $12,731.00
Leo DeLong $500 on 5/16 (Bucks Development)
Raymond Yee $2,000 on 5/16 (C3 Holdings)
Anthiony Scarcia $1,000 on 5/15 (Allied Bldg Corp.)
Edward Roski $1,000 on 5/22 (Majestic Realty)
James Petrucci $1,500 on 5/22
Annual 2013 Report (from 6/11/13 to 12/31/13)
Raised $19,890
Sovereign Enterprises $500 on 8/1
Lewis Ronca $1,000 on 8/21
Sean Boyle $500 on 8/21
Dennis Benner $2,000 on 8/21
James Petrucci $500 on 8/15
Annual 2014 Report (from 1/1/14 to 12/31/14)
Raised $21,125.00
IUPAT $250
Bricklayers $250
Brandon Benner $250
Garrett Benner $250
Scott Allinson $100
Sovereign Enterprises $250
Carpenters $1,000
IBEW $1,250
Operating Engineers $1,500
Laborers Local $750
T and M $500
Matthias Fentermacher $500 (Serfass Construction)
Dennis Benner $2,000
Sean Boyle $500
Total raised $111,193.16
30,700 campaign funding comes from TIF, CRIZ and City Project Beneficiaries. 28%

Michael RecchiutiPre-Primary
$1,000 from Lewis Ronca on 2/26/15
$2,000 from Norton Herrick on 2/26
$500 from IUPAT District 21 on 2/11
$500 from Internat'l Union Operating Engineers on 4/27
$500 from Carpenters PAC on 4/30
$500 from Garrett and Brandon Benner on 4/30
Total Raised - $16,995
Post-Primary
$1,000 from Lewis Ronca on 5/18/15
$500 from Duane Wagner on 4/20 (Lew's right hand man)
$500 from Sean Boyle on 5/11
Total Raised - $2,275
Total Raised Pre and Post Primary - $19,270
Percentage of donations from CRIZ, TIF and City Project Beneficiaries - 36%
$7,000 of $19,270 

Shawn Martell
Pre-Primary
$500 from Lewis Ronca on 4/20
$500 from Garrett and Brandon Benner on 5/2
$1,500 from Norton Herrick on 4/24
$500 from Sean Boyle on 4/2
$1,000 from Dennis Benner on 5/1
Total Raised - $14,883.35
Post-Primary
Total Raised - $700
Total Raised Pre and Post Primary - $15,583.35
$4,000 of $15,583.35
Percentage of donations from CRIZ, TIF and City Project Beneficiaries - 26%


Michael Colon
Pre-Primary
Total Raised - $5,390
Post-Primary
Total Raised - $0
Percentage of donations from CRIZ, TIF and City Project Beneficiaries - 0%

Olga Negron
Pre-Primary
Total Raised - $6,770
Post-Primary
Total Raised - $825
Percentage of donations from CRIZ, TIF and City Project Beneficiaries - 0%

Eric Evans
2013 Pre-Primary
$100 from IUPAT on 3/25
$100 from Carpenters on 3/25
$250 from Sean Boyle on 3/25
$500 from Dennis Benner on 3/25
Total raised - $9,067
2013 Post-Primary
$250 from Jim Hickey on 5/27
Total raised $350
2013 Pre-General
Total raised $700
2013 Post-General
Total raised $0
2013 Annual (11/26 to 12/31/13)
Total raised $0
2014 Annual
Total raised $0
$1200 of 10,117
Percentage of donations from CRIZ, TIF and City Project Beneficiaries -  12%

Bryan Callahan
2013 Pre-Primary
$250 from Sean Boyle on 4/3
$250 from James Petrtucci on 3/28
$500 from Garrett and Brandon Benner on 4/3
$150 from Scot Allinson on 4/3
$250 from Anthony Stellar on 4/30
$250 from Jim Hickey on 4/30
$500 from Dennis Benner on 4/3
$500 from Fred Bracalente on 4/8
$1,000 from Sean Boyle on 4/8
Raised $13,485  (3650)
2013 Post-Primary
$200 from Christian Perrucci on 5/20
Raised $1,000 (200)
2013 Pre-Election
Raised $5368.66(1250)
$250 from Christian Perrucci
$1,000 from John Callahan
$500 from Greg Molcahny, HR at Michael F Ronca and Sons
$500 from Edward Angerman, employed by Ronca
2013 Post-General
Raised $5,368.66
2013 Annual (11/26 to 12/31)
Raised $0
2014 Annual
Raised $0
Percentage of donations from CRIZ, TIF and City Project Beneficiaries - 31%.

Adam Waldron
2013 Pre-Primary 
Raised $7,660
2013 Post-Primary
Raised $330
Pre-General
Raised $0
Post-General
Raised $0
2013 Annual
Raised $830
$250 from Mark Pepitone
2014 Annual
Raised $0
Percentage of donations from CRIZ, TIF and City Project Beneficiaries - 3 %.

Mark Smith on ASD Walkout

Below is my exchange with Allentown School Board candidate Mark Smith concerning the walkout. He expressed some concern I might twist his words, so I told him I would publish the actual exchange.

You really need to speak out on the walkout. Your failure to do so is irresponsible and shows a lack of leadership.

Bernie, sorry for any confusion. I made a statement on my personal Facebook page. I have included it below. Please feel free to contact me, again, with any additional questions. Regards, Mark This is a great opportunity for our leadership to engage the community. I really wish I was involved in this situation now, as one that could join that conversation. The school board and administrators need to speak with the community leaders, parents and students about what they are feeling. This is their community and school district also. Everyone should have a voice and that voice should be heard by the people directing the Government entities that effect them. Our education problems in Allentown will not be solved by ignoring those who feel disenfranchised. As I have said many times before, it is encumbent upon those in power and with influence, our school district leaders, to initiate the conversation of how WE, as members of this Allentown education community can provide access to an education. Despite of what anyone thinks of this young man organizing this demonstration and walkout, there seems to be enough people in our school district that feel they are not being treated fairly. We must take this opportunity to initiate a different approach. There is no way we can make headway in education reform when there is segment of our population that thinks no one cares about them. So, I recommend the ASD take this opportunity to engage the parents and students in a face to face discussion of their perception of what needs to be done. And the administration needs to help them understand what is actually happening. I would start with a letter to every student that left school and their parents/guardian to join in a meeting/discussion concerning their education. If they feel strongly enough about this issue to leave school, will they feel strong enough about it to come to an evening meeting? From this we will find student leaders and community leaders that an alliance can be formed to address the issues and create a strategy. When people are included in the process they take ownership. A new trust must be built at this point.

Yes, I read your statement. Do you condemn the walkout or not? Of course there are problems. My question is whether you support 1000 students walking out of classrooms for a week. I think you need to really speak out on this issue if you want to lead. Your statement tries to say something for everyone, but is not leadership.

9 hours ago

1st. You and I must have a different definition of leadership. In the development of my leadership skills, I found that it is very important to gather and understand the facts and circumstances before determining a strategy to deal with an issue. I have taken the time to speak with many involved, while reviewing all that has gone on to this point and decided today I will let everyone know my thoughts. Calling me out on my leadership skills is insulting. You don't know me. Why did you not reach out to me before your personal attack on my leadership skills? This leads me to believe your motive is confrontation not information. This is a very complex issue. A problem that has been around for 3 decades now. The answer to your question of "do agree with the walk out or not?" is not a yes or no answer. That type of bumper sticker politics is as divisive and just as counter productive as the walkout. With that being said let me give you an abridged answer, because there is noway we can cover this issue completely on facebook. I am not for the walk out. I feel it is counterproductive on several levels. There are better ways to address this problem. I do however, believe that there are people in our community that think this is the only way they will be heard. And, EVERYONE deserves to be heard. This situation is the result of lack of leadership on both sides of the discussion. I am hoping to help my school district, if elected, by bridging communities, cultures and socio-economic groups. It will take everyone in our community's participation to solve these problems. I invite you to sit down with me and have a full discussion of issues, where you can understand my positions better. That way when you involve me in your blog you can be comfortable in explaining my positions.

Look, I need a simple answer. Do you oppose the walkout or not? Do you think it;'s just fine to expose students to Nate Whips or not? Are you a leader or not? I am asking this of ALL the candidates and my motive is to see who leads and who does not. This does not rquire a sitdown. You only need answer the question. You talk about being insulted. I find it highly insulting that you think so little of the voters that you can't answer a simple question.

It's not a simple question? And who put you in charge of determining leadership skills? First, I did answer your question about the walkout. And I think the leadership of the United Youth group is not leadership at all. From the looks of things, he is surrounding himself with people of low quality and questionable character. I actually expect this walkout to fizzle out. Once again, let me be clear. I am not for this walkout and I think the leadership of the walkout is questionable in its motive and ability. With that being said, we have people in our community that believe they are not part of the process. Addressing that will take leadership.

You finally said something. Was that hard?

Don't be a wise guy. This is not simple question.

By the way. I expect this to fizzle due to lack of structure and leadership

Whether you opposed the walkout or not was a very simple question. It should not have required a root canal to get an answer. But I finally have one, and will be reporting it on my blog. I'll leave it to readers to decide how complicated this question is.

Just does us both a favor and report it accurately. I have no problem with that. And any time you would like my thoughts on anything, I am here for you, just reach out.

I will report our exchange, word-for-word. How's that?

That works. Thanks.

Barron Email To NorCo Council dated 5/5/15

From 1/2/2014 to present there have been 1,411 people who received some sort of pay adjustment. This does not included the most recent clerical staff. It does include union, non-union and part time workers. This amounts to 1,863 transactions and changes to the payroll system since John Brown has taken office. There are three known issues with Salary Adjustments (Pay Code 26). At question are the following amounts: Cathy Allen : $6,934.40 (This does not include the out of class pay which she is most likely allowed) Chris Zieger: $2,900.54 (This excludes his out of class pay, but does not include any consideration of pension impact since Mr. Zieger is vested in the pension) Stanley Rugis: $606.40 (This was simply a raise and no out of class) Total: $10,531.34 If one looks at those 1,411 employees there are 54 of those employees who were given additional salary under the Pay Code 26 or Pay Code 16 (Out of Class Pay) in the database that warrants additional review. I have those names and will conduct that review and give a report to council as soon as I follow up if there are any additional matters other than the current top administrators. Some of these people were adjusted based on council action and I want to confirm those matters and alert you to problems if they arise. Linda, please forward this to all council members and allow me until at least the June 4th council meeting to research this 51 remaining individuals situations (54 minus the 3 known problem increases).

On Sunday night, at least six local police departments, along with the Pennsylvania State Police and FBI, participated in the frantic search for a missing 7 year-old girl. Nazareth was in virtual lockdown as helicopters circled overhead and cruisers raced through town, looking for a mysterious Subaru that seemed to be everywhere and nowhere. The search was eventually called off because, as time ticked away, it appears there never was a missing girl. The supposed abductors may have engaged in an elaborate and cruel hoax. More likely, someone just misunderstood what he or she saw. Police really had no choice but to do what they did. But this tremendous expenditure of manpower shows a serious weakness in the Nazareth Police Department. Under Chief Thomas Trachta, all attempts at community policing have ceased. Had they been in place, this may never have happened. Yesterday, I told you that there's supposed to be a special police detail at the Borough Park on weekends, from 4 pm until sunset. This detail lasts until the bathrooms are closed for the winter. But Chief Trachta, in a September 1 memo, ended the detail early, though it was part of the approved budget. Had an officer been at the park, it is certainly possible that what was perceived to be an abduction would still have occurred. But it would have been far more unlikely. Before Trachta became Chief, Nazareth had established a fairly effective community policing program. Trachta ended it. Jack Herbst, a former member of Borough Council Police Committee Chair, explains. "The first decision he made when appointed Chief was to eliminate the community policing policies that Chief Sinclair put in place - crime watch meetings, park officers and bank and business checks." This is simply insane. According to The National Institute of Justice, in police departments that have tried community policing for just one year, "99 percent reported improved cooperation between citizens and police, 80 percent reported reduced citizens’ fear of crime, and 62 percent reported fewer crimes against persons." Those business checks were appreciated, as owners sometimes forgot to lock up when they leave for the day. The banks loved it. Officer Fred Lahovski, who with former Chief Michael Sinclair was a community policing advocate, was ordered to send a notice to local businesses, announcing this termination. "Some time ago, 2008-2009, the police attempted a specific community policing service. It included walking patrol in the business district as well as a month community police meeting. However, due to a variety of circumstances, the program has ceased as a viable entity." Lahovski attempted to establish an email database for local businesses and residents. For something as simple as a found dog, Officer Lahovski could send a blanket email with pictures and a note like this: "This little guy was found in the unit block of Belvidere St. We got along well after he straightened me and let me know who was boss. We held him for awhile unfortunately had to turn him over to the SPCA. If you know this dog or his owner, please help. FREDDY" If this could work for a lost dog, it would certainly be something to use when a potential child abduction occurs. Chief Trachta refused to use the email database. So on Sunday night, when there could have been a real missing child, the public was kept in the dark. "We can't just blindly give out a description when things are still unfolding," Mayor Carl Strye, a carwash salesman, told The Morning Call. Why the hell not? I'd think that would be the first thing police would do, and would be one way in which the public could assist. Instead, people who were just walking the street at night were accosted and asked what they were doing. Instead of reaching out to the public, Trachta treats them with disdain. According to Herbst, "He is the first Chief not to go out on patrol, show his presence at Borough events and refuses to give an extra second of his time to the community. After meeting nights, he'll show up to the office later the next day based on how long the meeting went the night before. Wonder why Bushkill Twp. got to the park before him! I'm surprised that he even showed up at all, but I guess when the big boys got involved, he had no choice." Numerous police departments responded on Sunday night for a search that really had to occur. But did Trachta call in his officers? No. Instead of calling on all the manpower he had, he let other departments do the work. They know it, too. One fellow I know was stopped by a fed last night, and asked if he saw anything unusual. This federal officer told a citizen that if he saw anything odd or suspicious, to please call 911. Then as he left, he said, "I got to go see what Cupcake is doing." Nazareth needs to re-institute community policing. There should be a block watch, business checks, foot patrols. Most importantly, there really needs to be an officer on beat at the park, especially on weekends.

Barack Obama Executive Order re Abortion Restrictions and Health Care Reform

By the authority vested in me as President by the Constitution and the laws of the United States of America, including the “Patient Protection and Affordable Care Act” (approved March ­­__, 2010), I hereby order as follows:

Section 1. Policy.

Following the recent passage of the Patient Protection and Affordable Care Act (“the Act”), it is necessary to establish an adequate enforcement mechanism to ensure that Federal funds are not used for abortion services (except in cases of rape or incest, or when the life of the woman would be endangered), consistent with a longstanding Federal statutory restriction that is commonly known as the Hyde Amendment. The purpose of this Executive Order is to establish a comprehensive, government-wide set of policies and procedures to achieve this goal and to make certain that all relevant actors—Federal officials, state officials (including insurance regulators) and health care providers—are aware of their responsibilities, new and old.

The Act maintains current Hyde Amendment restrictions governing abortion policy and extends those restrictions to the newly-created health insurance exchanges. Under the Act, longstanding Federal laws to protect conscience (such as the Church Amendment, 42 U.S.C. §300a-7, and the Weldon Amendment, Pub. L. No. 111-8, §508(d)(1) (2009)) remain intact and new protections prohibit discrimination against health care facilities and health care providers because of an unwillingness to provide, pay for, provide coverage of, or refer for abortions.

Numerous executive agencies have a role in ensuring that these restrictions are enforced, including the Department of Health and Human Services (HHS), the Office of Management and Budget (OMB), and the Office of Personnel Management (OPM).

Section 2. Strict Compliance with Prohibitions on Abortion Funding in Health Insurance Exchanges.

The Act specifically prohibits the use of tax credits and cost-sharing reduction payments to pay for abortion services (except in cases of rape or incest, or when the life of the woman would be endangered) in the health insurance exchanges that will be operational in 2014. The Act also imposes strict payment and accounting requirements to ensure that Federal funds are not used for abortion services in exchange plans (except in cases of rape or incest, or when the life of the woman would be endangered) and requires state health insurance commissioners to ensure that exchange plan funds are segregated by insurance companies in accordance with generally accepted accounting principles, OMB funds management circulars, and accounting guidance provided by the Government Accountability Office.

I hereby direct the Director of OMB and the Secretary of HHS to develop, within 180 days of the date of this Executive Order, a model set of segregation guidelines for state health insurance commissioners to use when determining whether exchange plans are complying with the Act’s segregation requirements, established in Section 1303 of the Act, for enrollees receiving Federal financial assistance. The guidelines shall also offer technical information that states should follow to conduct independent regular audits of insurance companies that participate in the health insurance exchanges. In developing these model guidelines, the Director of OMB and the Secretary of HHS shall consult with executive agencies and offices that have relevant expertise in accounting principles, including, but not limited to, the Department of the Treasury, and with the Government Accountability Office. Upon completion of those model guidelines, the Secretary of HHS should promptly initiate a rulemaking to issue regulations, which will have the force of law, to interpret the Act’s segregation requirements, and shall provide guidance to state health insurance commissioners on how to comply with the model guidelines.

Section 3. Community Health Center Program.

The Act establishes a new Community Health Center (CHC) Fund within HHS, which provides additional Federal funds for the community health center program. Existing law prohibits these centers from using federal funds to provide abortion services (except in cases of rape or incest, or when the life of the woman would be endangered), as a result of both the Hyde Amendment and longstanding regulations containing the Hyde language. Under the Act, the Hyde language shall apply to the authorization and appropriations of funds for Community Health Centers under section 10503 and all other relevant provisions. I hereby direct the Secretary of HHS to ensure that program administrators and recipients of Federal funds are aware of and comply with the limitations on abortion services imposed on CHCs by existing law. Such actions should include, but are not limited to, updating Grant Policy Statements that accompany CHC grants and issuing new interpretive rules.

Section 4. General Provisions.

(a) Nothing in this Executive Order shall be construed to impair or otherwise affect: (i) authority granted by law or presidential directive to an agency, or the head thereof; or (ii) functions of the Director of the Office of Management and Budget relating to budgetary, administrative, or legislative proposals.
(b) This Executive Order shall be implemented consistent with applicable law and subject to the availability of appropriations.
(c) This Executive Order is not intended to, and does not, create any right or benefit, substantive or procedural, enforceable at law or in equity against the United States, its departments, agencies, entities, officers, employees or agents, or any other person.

THE WHITE HOUSE,

Joe Brudnak Allentown City Council Race

D.O.B. - 1961
Education: Salisbury High School, one year of community college
Occupation: Fuel Oil Truck Driver, Altemose Fuel

LVR Posts:

Allentown Mayoral & Council Candidates Send in the Clowns

Other Sources:

Valley 610: Meet Joe Brudnak

Ray O'Connell Allentown City Council Race

D.O.B.: 1949
EDUCATION: BS – Kutztown State University, 1971; M Ed – Lehigh University, 1977
OCCUPATION: Retired
QUALIFICATIONS: Public School Employee/Administrator – 1972 to 2007 (35 years); Allentown resident for 33 years; Member of Allentown Recreation & Allentown Human Relations Commission

LV Rambings Posts

Why People Jump Off the 8th Street Bridge

Phillips, Hershman & O'Connell Shine at NAACP Debate

Allentown Mayoral & Council Candidates Send in the Clowns

Allentown's Three Blind Mice

Other Sources

Queen City Daily: Meet Ray O'Connell

Valley 610: Meet Ray O'Connell

Mike Schlossberg Allentown City Council Race

D.O.B.: 1983
EDUCATION: B.A. (Political Science & Psychology), Muhlenberg College, M.A. (Political Science), Lehigh University
OCCUPATION: Urban Revitalization Specialist
QUALIFICATIONS: Former aide to Representative Jennifer Mann and County Executive Don Cunningham, State-certified Urban Revitalization Specialist, Allentown Government Reform Committee, West Park Civic Association Officer, Hamilton Street Revitalization Committee, Congregation Keneseth Israel
Web Page: www.mikeschlossberg.com
Party: Democrat.

LV Ramblings Posts

A Reason for Urban Living

Schlossberg, Hoover Weighing Allentown City Council Races

Muhlenberg College Dems Like D'Amore & Schlossberg, But Not Howells

Allentown's Three Blind Mice

Schlossberg Recognized for Façades

Other Sources

Queen City Daily: Meet Mike Schlossberg

Valley 610: Meet Mike Schlossberg

Julio Guridy Allentown City Council Race

D.O.B.: 1960
EDUCATION: BA in Sociology, Minor in CJA; MA in Sociology
OCCUPATION: Director of Compact Authorized Investment - DRJTBC, Business Owner, Real Estate Investor
QUALIFICATIONS: Incumbent who chairs the Public Works Committee and an ad- hoc Finance Committee. Member of Public Safety Committee, Human Resources Committee, Community and Economic Development and Legal and Legislation.
WEB PAGE: http://www.guridyforcitycouncil.org/
Party: Democrat.

LV Ramblings Posts

Why People Jump Off the 8th Street Bridge

Guridy to LVR:Turn That Flipcam Off, Gringo!

Allentown Mayoral & Council Candidates Send in the Clowns

Allentown's Motto: Stupid is as Stupid Does?

Allentown City Council Votes To Let Lou Speak, 6 to 1

Allentown "Development Specialist" Engages in Illegal Political Activity

Eichenwald: A Teachable Moment

Other Sources

Will Julio Guridy suffer from a case of Hispanic Voter apathy?

Queen City Daily: Meet Julio Guridy

Bill White: Camera Shy

Valley 610: Meet Julio Guridy

Lou Hershman Allentown City Council Race

D.O.B.: 1936
EDUCATION: Lehigh Community College, Accounting
OCCUPATION: Business Owner, Hershmans & Associates, Prepare Income Taxes
QUALIFICATIONS: Businessman, Councilman, City Controller, Special Investigator, PA. Dept of Revenue, S-2 US Army.
Web Page: None
Party: Republican.

LV Ramblings Posts:

Phillips, Hershman & O'Connell Shine at NAACP Debate

Allentown Mayoral & Council Candidates Send in the Clowns

Allentown City Council VP Michael Donovan: "Some of You Disgust Me"

Hershman to Donovan: Allentown Needs Watchdogs, Not Lapdogs

Hershman: Overtime Abuse Nothing New in Allentown

Hershman: More Cops Without More Taxes

Was Hershman Political Ad Censored in Allentown?

Allentown City Council Muzzles Citizen Participation

Allentown's Incumbent Protection Rule

Tony Phillips & Marc Grammes: Let Lou Speak!

Allentown: We're Broke, So Let's Borrow Money!

Allentown City Council Votes To Let Lou Speak, 6 to 1

Allentown City Council Contender Lou Hershman: Ban Convicted Drug Dealers From City

Lou Hershman Being Victimized By Anonymous Robocalls

Rob Hopkins, James Spang Behind Anonymous Hershman Slur

Lou Hershman Still in Allentown City Council Race as Republican Write-In

Allentown's Three Blind Mice

Lou Hershman Now Batting Righty

Hershman Demands Debate With Hopkins & Pawlowski

Lou Hershman Will Refuse Allentown City Council Salary

Hershman: More Cops Without More Taxes

Other Sources

Queen City Daily: Meet Lou Hershman

Molovinsky: The Hershman Hoffman Affair (At this time, I had a different view of Lou.)

Molovinsky: In the Jungle, the Mighty Jungle

LVPoliblog:Allentown City Council Candidate Lou Hershman is a True Class Act (NO, he's not running for Mayor)

Valley 610: Meet Lou Hershman

Bill White: Lou Hershman

Mike D'Amore Allentown City Council Race

D.O.B.: 1969
EDUCATION: Graduate of Dieruff H.S.; BA Moravian College (1992); MA University of Vermont (1998); Ph.D. University of Massachusetts-Amherst (2009)
OCCUPATION: Community College Faculty
QUALIFICATIONS: Born & raised in Allentown; Current President of Allentown City Council; Current member of Allentown City Council
Web Page: None.
Party: Democrat.

LV Ramblings Posts:

Eckhart & D'Amore to Duel at Coplay Coke Wagon

Mike D'Amore Rules Out Challenge to King Ed's Allentown Throne

Lehigh County & Allentown Conduct Peace Talks

Muhlenberg College Dems Like D'Amore & Schlossberg, But Not Howells

Allentown City Council Muzzles Citizen Participation

Allentown City Council Votes To Let Lou Speak, 6 to 1

Allentown's Three Blind Mice

Allentown City Council: Public Needs More Time For Cedar Park Plans

Michael D'Amore: Allentown Tax Hike Not Viable


Other Sources:

Queen City Daily: Meet Michael D'Amore

Valley 610: Meet Mike D'Amore

John Stoffa Campaign Finance Report Filed 5/5/09

Stoffa Campaign Finance May 5, 2009

Publish at Scribd or explore others: Magazines & Newspape northampton county john stoffa

Business Plan for Norco Civil Division

Strategic Plan Paper
Darcel Gibson
University of Phoenix
MBA/580 – Strategies for Competitive Advantage
May 19, 2008

With trends, consumers want everything available at their fingertips. For example, the consumer pay the bills, check banking, order food and other products on the Internet. Suppliers are affected by trends because if consumers do not purchase their products then the suppliers are faced with an excess amount of goods.

Companies are faced with creating short-term strategies to lure in customers. For example, technology is a basis for many companies. Companies are always looking for ways to please the customer so the company will invest in high speed hardware and software along with creating new ideas to reach an unchartered market. New technology is being invented and in the next five to 10 years, consumers will be able to access everything from home. Many companies will have to downsize because they would need a handful of employees to fill orders; deal with customer care and monitor the computer system to make sure everything is in working order.
A project team must be able to address the issues that the company is faced with. The one strategy that a company could use is strategic thinking. Strategic thinking focuses on finding and developing unique opportunities to create value by enabling a provocative and creative dialogue among people who can affect a company’s direction (What is Strategic Thinking, 2001). Northampton County will have to research companies that have gone through similar issues and how the companies have overcome the situations. For example, the arrival of a global marketplace, information technology and intense competition caused many companies to reevaluate middle management activities to determine just what value was truly being added to the company's products and services (Pearce & Robinson, 2004). The Administrative Office would have to think of some action plans that could help the department.

Company Background

On February 17, 1764, the Assembly initiated an act authorizing trustees to commence construction of the first Northampton County Courthouse which was opened in 1766 and George Taylor (one of the signers for the Declaration of Independence) was one of the trustees that was in charge of the construction (History of the Courthouse, 2007).

The first courthouse was fashioned after the Carpenter’s Hall in Philadelphia and was located in the center of Public Square in Easton. Two years later, the bell cast was placed in the cupola of the courthouse so that the public could be notified of the events. The courthouse had many events, including a group of petitioners that wanted the courthouse to be moved to another location. On August 23, 1860, the County Commissioners accepted an offer of land at $1 that was west of the original courthouse and the structure was built on top of a steep hill for $53,000 (History of the Courthouse, 2007). On June 18, 1861, the first court session was held.
The courthouse has added two additional wings because of the population growth and to satisfy the judicial needs.

In 1978, various offices, such as, the Clerk of Criminal Courts and Clerk of Civil Courts, moved to the newly constructed administrative building to help improve efficiency.

The County Executive is responsible for overseeing county operations that serve the residents and municipalities of Northampton County, and oversees the departments of Administration, Community and Economic Development, Corrections, Court Services, Fiscal Affairs, Human Resources Department, Human Services, and Public Works, and the offices of the Coroner, Public Defender, Sheriff, and Solicitor (Gateway to Government, 2008) and has a four year term.

The courthouse does not have stakeholders, but the public plays a big part in the elections. The executive shows the employees leadership and have the employees share in the same vision. If the County Executive does not work out, the public will vote the party out so that a new replacement could take over the position.

The clerk of courts – civil is also known as the prothonotary’s office. The primary function of the office is to docket and file all legal documents pertaining to civil complaints, civil lawsuits, equity actions, mortgage foreclosure actions and indexing of judgments as well as federal and commonwealth tax liens (Department of Court Services, 2008). The other functions that the office deals with are: processing passport applications; issuing writs of executions for mortgage foreclosure in real estate and personal property; assist in the processing of naturalizations twice a year; and court minutes, such as, commitments from mental health; articles of incorporations; naturalizations, awards of ownerships; legal name changes and swearing in ceremonies. The clerk of courts - civil has another office called the protection from abuse that deals with domestic violence matters. That office assists the victims with filing the paperwork; getting victims before a judge to get a temporary abuse order and later, a final abuse order.

The office consists of clerk of courts – civil/prothonotary, five deputy prothonotaries that have the authority to sign documents on behalf of the prothonotary and assist in supervising the office, six clerks who process civil matters, two clerks who process protection from abuse cases and a file clerk (Department of Court Services, 2008).

Value Statement

The Civil Division has been faced with creating a webpage where consumers could review the Sheriff’s Sales. Title abstracts companies and law firms have been pressuring the county to come up with a solution for them to review information on houses on the Sheriff’s Sale lists. Things are being worked out, but the project will be up and running in a few months.

The current problem is that three employees left their positions creating additional stress for other employees. The jobs will have to stay open until 30 days because of union rules and if the employee needs more time, they get an additional 30 days added before they have to give a definite answer about not coming back to the Civil Division.

The problem that the department is facing is that the Northampton County Civil Division does not offer online services for the public.

Vision Statement

The Civil Division will enter into the competitive market with the other courthouses so that the department will be able to increase its revenues by 60% within in the next five years.
The department will offer online services to the public. With implementing the new technology, the Civil Division’s software package will have firewall protection so that viruses will not attack the system nor will hackers have accessibility to the software.

The department will improve the work environment for the employees through training sessions and raising employee wages that would include the cost of living.

Mission Statement

Northampton County Courthouse’s mission statement is to plan, implement, and direct a comprehensive Personnel Management System for all County Employees (Human Resources, 2008). The definition of the mission statement is that a plan is implemented guide each department to achieving the goals set forth for the courthouse, each employee should implement a form of professional conduct towards the public and management should guide each employee about the rules and regulations of the company. The mission statement not only identifies what product or service a company produces, how it produces it, and what market it serves, it also embodies what the company believes (Pearce & Robinson, 2004).

When creating a new strategy, the strategic management process should be reviewed. First, the mission statement should be restructured if the company makes changes to the values. Second, an internal analysis should be done so that the company can assess the strengths and weaknesses of the company's management and organizational structure (Pearce & Robinson, 2004). The company could focus on future capabilities. Third, the external environment could have an effect on the competitive situation and the strategic plan. Fourth, the policies that empower action. Fifth, action plans and short-term objectives. Six, the long-term objectives should be implemented in the mission statement. The county would have to review the mission statement to see if changes have to be made.

Environmental Analysis

The Northampton County Civil Division must examine the internal and external environments because the two play an important part when implementing short- and long-term objectives.

Internal Environment

The remote environment comprises factors that originate beyond and usually irrespective of, any single firm's operating situation: (1) economic, (2) social, (3) political, (4) technological, and (5) ecological factors (Pearce & Robinson, 2004). A company will research the factors for opportunities, threats or weaknesses that would influence on a company’s decisions for the company. For example, the trade agreements that resulted from improved relations between the United States and China and the United States and Russia are examples of political factors that impact individual firms (Pearce & Robinson, 2004).

Social and Cultural Factors

One of the social changes that society has been facing is an increase in female employees in the labor market. This has not only affected the hiring and compensation policies and the resource capabilities of their employers; it has also created or greatly expanded the demand for a wide range of products and services necessitated by their absence from the home (Pearce & Robinson, 2004). Firms who act quickly to the change will offer child care services, microwave ovens, fast food restaurants and microwavable foods. A second profound social change has been the accelerating interest of consumers and employees in quality-of-life issues (Pearce & Robinson, 2004). At Northampton County Courthouse, the number of women hired has increased in recent years as well as the number of employees who are retiring and some of the retired employees come back to work because the pensions are not enough to get by. According to Pearce & Robinson (2004), evidence of this change is seen in recent contract negotiations. In addition to the traditional demand for increased salaries, worker demands such benefits as sabbaticals, flexible hours or four-day workweeks, lump-sum vacation plans, and opportunities for advanced training. Northampton County Courthouse employees have voted in a union because the employees want pay increases because the pay hand not increased in the last three years and the treatment of the employees was getting abusive at the workplace. The employees needed a neutral party to help with the employment issues, bring in opportunities to allow seniority to play a factor in promotions on the job, and training sessions for employees to improve behavior on the job. When the contract was negotiated, the employees received pay increases, more added time for vacation hours, and other demands. Some employment issues are being discussed in the contract, such as, a disciplinary board that oversees the complaints from employees (neutral parties are evaluating the situation and rendering a decision in the matter). Cutting across these issues is concern for individual health (Pearce & Robinson, 2004). Northampton County Courthouse changed insurance carriers because the company believed that employees would benefit with the new changes.

Political Factors

Political factors define the legal and regulatory parameters within which firms must operate. Political constraints are placed on firms through fair-trade decisions, antitrust laws, tax programs, minimum wage legislation, pollution and pricing policies, administrative jawboning, and many other actions aimed at protecting employees, consumers, the public environment (Pearce & Robinson, 2004). At Northampton County Courthouse, all employees have to follow the rules and regulations of the employment laws because the employer would have to pay for the consequences of the employees’ actions. The county has established policies that the employees have to follow in the company handbook. Employees can be given a verbal warning as well as a written warning. In recent years, some employees and some of the prisoners have filed lawsuits against the county because their rights have been violated and no one was listening to the problems that the individuals were having with the other employees. Human Resources have been lacking education in some areas of harassment on the job because some of the employees are not aware of the federal and state laws pertaining to employment. The county has started some training classes that involve communication, ethics, customer service, and leadership so that employees could be trained to prevent future problems.

Political activity also has a significant impact on two governmental functions that influence the remote environment of firms: the supplier function and the customer function (Pearce & Robinson, 2004). The supplier function occurs when the government decision affects the strategies of a company. For example, the County Executive’s decisions affects how business is done at the county. If prices are raised on the different filings in various departments, lawyers have to increase the fees with clients and the consumer will have to find a way to pay for the increased costs. The customer function occurs when the government demand for products and services can create, sustain, enhance, or eliminate many market opportunities (Pearce & Robinson, 2004). For example, the County Executive wanted employees to get an increase in pay, but wanted employees to keep out the union. HR wanted health and wellness addressed.

Technological Factor

A technological breakthrough can have a sudden and dramatic effect on a firm's environment. It may spawn sophisticated new markets and products or significantly shorten the anticipated life of a manufacturing facility (Pearce & Robinson, 2004).

Technology is a big factor at the Northampton County Courthouse because the county uses a computer system for daily activities. The computer system keeps a daily record of all activities within the courthouse. At the Civil Division (also known as the Prothonotary’s Office and Clerk of Courts – Civil), the public can come into the office to access any file that is not sealed by the courts. Thus, all firms, and most particularly those in turbulent growth industries, must strive for an understanding both of the existing technological advances and the probable future advances that can affect their products and services (Pearce & Robinson, 2004).

The Civil Division employees use the computer systems to make daily entries of filings and have access to email, but the employees cannot send civil documents to the public as attachments because the Civil Division does not have that kind of software package system like some of the other counties. For example, some counties offer civil documents on the Internet where the public can purchase civil docket entries and other civil document via credit card or Pay-Pal service along with filing electronic documents from attorneys and pro se individuals (individuals acting on their own behalf). The Civil Division will have to think of ways to please the public and to compete with the other counties with an upgraded computer software system.

If the Civil Division wants to make any upgrades on the computer software, the Prothonotary would have to meet with the County Executive, the Controller, the County Solicitor, and the Director of the Information Department to discuss the upgrades. Once approved, the Director and staff of the Information Technology Department will create a software package that will allow the feature available for the public, but will have to create firewall protection and other means of protection so that no one can plant viruses on the county’s computer system.

Demographic Factors

The demographic factors involve the relationship between business and ecology. Specific concerns include global warming, loss of habitat and biodiversity, well as air, water, and land pollution along with the threats to our life-supporting ecology caused principally by human activities in an industrial society are commonly referred to as pollution (Pearce & Robinson, 2004). For example, some law firms file lawsuits that concern asbestos cases with the Northampton County Civil Division because some of the big companies in the Lehigh Valley have had their employees working in buildings that contained a high concentrate of asbestos and after so many years, employees were diagnosed with different kinds of cancers and other health related problems. The Civil Division has one clerk that handles the filings for the asbestos where they are posted on Lexus Nexus plus that clerk has to go into court for the swearing of the jury and reading the verdicts for the asbestos cases. The courthouse has one judge that is assigned to hear the asbestos cases along with a court appointed attorney that argues the cases in the courts.

External Environment

A trend is nothing but the general direction of the price of an asset or market in general and can be apply to equities, bonds, commodities and any other market which is characterized by a long-term movement in price or volume (Trade Trending, n.d.).

A force is an interaction between two objects and their environment. For example, an environment relies on five forces to create a strategic agenda in a competitive market. The five forces are:

The threat of entry. New entrants enter into the industry bringing a desire to gain market share, new capacity, and substantial resources to shake-up the other markets to begin leverage in the industry (Pearce & Robinson, 2004).

The bargaining power of customers. Customers will have competitors in the industry against on another because of the demand for different products or services in the market forcing a price reduction. Consumers tend to be more prices sensitive if the consumers are purchasing products that are undifferentiated, expensive relative to the incomes and of a sort where quality is not particularly important (Pearce & Robinson, 2004).

The bargaining power of suppliers. Suppliers can squeeze the profitability out of an industry unable to recover cost increases in its own price (Pearce & Robinson, 2004). Suppliers will either raise the prices or reduce the prices of the product or service, but other industries are affected by the changes causing erosion in that particular industry. For example, bottling companies are in competition with powdered mix, fruit juices, and other beverage companies.

The threat of substitute products or services. Substitute products that deserve the most attention strategically are those that (a) are subject to trends improving their price-performance trade-off with the industry's product or (b) are produced by industries earning high profits and could rapidly into play if some development increases competition in their industries and causes price reduction or performance improvement (Pearce & Robinson, 2004).

Jockeying among current contestants. Rivalries amongst competitors in the market take a form of jockeying. The companies will use tactics, such as, introduction of a new product, advertisements that degrade the competition or competition with prices.

With the collective strengths of the five forces, the ultimate profit potential depends on the industry (Pearce & Robinson, 2004). For example, the tire and metal can industries will not have a spectacular return on investments, but the soft drink and toiletries industries will have high returns on investments.

Long-Term Objectives

The Civil Division’s strategic plan could be implemented, but the department would follow six strategic long-term objectives so that the Civil Division could enter into the competitive market. The objectives are: invest in upgrading the technology; offer online services to the public; hire additional employees to help with the increase of filings; re-train employees and hold stress management classes; downsize some of the job positions and raise employee wages so it includes the cost of living.

With a limited income, consumers are living paycheck to paycheck and cannot afford to pay the mortgage. Mortgage companies will be filing more complaints in foreclosures. The filings will increase to about 60% at the Civil Division in the next 10 years. The situation would cause employees to become overworked; absenteeism would increase; conflicts will increase amongst the employees and the office would be understaffed. The Civil Division will need to hire more employees. The department would need 12 additional employees (six to help with the Sheriff’s Sales and six to input the increased paperwork) plus the county will have to increase employee wages. If an increase of unemployment occurs in the next five to 10 years, domestic violence and divorce filings would increase. Some consumers will become frustrated and angry causing more domestic violence cases to be filed with the PFA (Protection From Abuse) office. The PFA office will need to hire more employees because the office would be understaffed; an increase in absenteeism; overworked and would cause conflicts amongst the employees. The opportunity would be to hire seven employees in the next 10 years.

The department will have to invest in upgrading technology and hire tech support operate the online services. With the Civil Division implementing new technology, marketability would increase in the competitive legal market and increasing revenue by 60% in the next five years. The department would not need as employees working in the department because most of the new complaints will be processed via the Internet. The department needs two deputies (one handles mortgage foreclosures and the other handles the PFA department), five employees and a file clerk who will handle walk-in filings, mail; run receipts; file requests and mail. The county could train an assistant Director of IT to oversee and implement all managerial functions f or the Civil Division, train one IT specialist that will be trained to handle the job functions of the three civil deputies, and train eight IT technicians to do the civil functions of the department (the IT staff members would be replacing the prothonotary, three deputies, and seven employees). The change in positions would cut down on costs for hiring additional employees; increase the employees’ wages; decrease employee complaint and decrease unethical behavior from its employees causing an unhealthy work environment.

The department will enter into the competitive market in the legal system, offer ongoing training for the employees with stress management classes and raise employee wages so it includes the cost of living.

Strategic Analysis and Choice

Northampton County could research other courthouses, such as, Lehigh County and Montgomery County. The other company that could be researched is Delta Air Lines because the company had a great deal of issues dealing with situations, such as, downsizing, mergers, supplier diversity programs, Chapter 13 bankruptcy and the company figured out a way overcome the situations.

Companies

Lehigh County

Lehigh County’s Clerk of Courts Office, consists of the civil division, criminal division, Recorder of Deeds, and Recorder of Wills. The office is responsible for the complete, accurate filing and maintenance of original records for the Lehigh County court system (Clerk of Courts, 2008). The first strategy for Lehigh County was downsizing one of the supervisory positions so courts combined the two offices together so that one supervisor running one office so that money would be saved. Downsizing is eliminating the number of employees, particularly middle management, in a company. The second strategy that the courts used was allowing the public to access public records via the Internet. The software that is used is called Odyssey Public Access. For example, the public could go on the site and receive a tutorial on how to set up a subscription, a username, and a password. The new release of Odyssey's public access site is now certified to work with Internet Explorer version 7 as well as continuing to work with IE version 6, but Odyssey public access is not certified to work with browsers other than Internet Explorer (Odyssey Public Access, 2008). The third strategy was that the Clerk of Judicial Records position is an elected position. The clerk has a term of four years. This strategy allows the office to receive new ideas from a fresh face and offices problems are limited because each elected clerk has ways of doing things.

Northampton County could have the Prothonotary’s position for the Civil Division an elected one. The term would run every four years where the department. The department would get a fresh face with new action plans that could be developed to focus on upgrading technology for the office and considering downsizing some of the positions by combining different departments.
The idea would eliminate some of the issues and concerns in the office so that the Northampton County Civil Division could enter the competitive market with the other county courthouses in Pennsylvania.

Montgomery County

The Prothonotary is the elected civil clerk of the Court of Common Pleas and is responsible for recording all civil procedures before the court (Prothonotary’s Office, 2008). The courts came with a strategy to enter into the competitive market by creating a pilot program for electronic filings for court documents. The pilot program will be open to all Pennsylvania attorneys [current e-filing initiative is designed to handle all permitted civil filings in the Montgomery County Civil Courts starting with initiation of suit by a Summons or a Complaint-Civil Action. Initially, the system is permissive, not mandatory. (E-filing with Montgomery County, 2008)]. E-filing will allow legal documents with exhibits and attachments to be filed on the county’s website. The legal documents will not have to be delivered through the mail nor hand-delivery service. The process will cut down litigation costs and time. If attorneys wanted to file other paperwork that involved pleadings, the pleadings could still be delivered by mail or hand delivery service at the Court House in Norristown.

Northampton County Civil Division could create a website that attorneys could file e-filings so that the courts could cut down of litigation costs and time. The office could create a strategy with the information technology systems to create software that would help them enter into the competitive market with the other counties. The Net will allow the global enterprise with different functions, offices, and activities dispersed around the world to be seamlessly connected so that far-flung customers, employees, and suppliers can work together in real time (Pearce & Robinson, 2004).

Delta Air Lines

In the 21st century, the company dedicated to Supplier Diversity Managers who help coordinate certification, introduction, and ongoing performance measurement process for the small, minority-, and women-owned businesses because Delta wants to assure the highest quality products and services for managers to maintain continuous dialog with the buyers and this provides Delta with the necessary criteria for determining the most qualified diverse suppliers (Supplier Process Overview, 2007). The company has a four step process of: reviewing certified business, identifying suppliers, matching supplier with opportunity, and measuring performance that helps Delta determine which companies will participate in the diverse supplier program.
Delta hired Neil Shah as the vice president. Shah was hired to helping the company focus on building a world-class cargo business that leverages the size and scope of Delta’s global network and helps create the company to be one of the world’s extensive air freight operations (Delta Appoints Vice President to Lead Cargo Division, 2007). President Ed Bastian believes that this will be an opportunity for Delta to create a new form of brand equity and cargo revenues.
Delta Air Lines offers more destinations than any other airlines in the global market and has more than 600 weekly routes to 58 destinations. Delta carefully planned the company’s supply chain strategy [is the idea that applies to a total systems approach to managing the entire flow of information, materials, and services from raw materials suppliers through factories and warehouses to the end customer (Chase, et al., 2006)] to develop a plan to create a new form of revenue.

Northampton County Civil Division could research the ways of how outsourcing [the act of moving some of a firm's internal activities and decision responsibility to outside providers (Chase, et al., 2007)] and planning [for example: Long-range planning is generally done annually, focusing on a horizon greater than one year (Chase, et al., 2007)] that works for Delta. The Civil Division could examine how Delta selects companies that will benefit in the diverse supplier program through a four step process.

The Civil Division will need to examine alternative solutions that the department could help with employee satisfaction and update computer software that would satisfy the public.
The Controller would have to create a budget that would include any additional costs that may be incurred when implementing the projects.

Plan Goals and Implementation

The Civil Division will need to a project team that will benchmark other courthouses and corporation to create ideas to help the department to enter into the competitive market in the legal system along with offering different services to the public.

The Director of IT and staff will create the software for the upgraded technology along with will be installing new hardware, conduct tests to make sure the software is in working order, and create firewall protection on the software so that no viruses could get attached nor could hackers obtain access to the software.

The Controller would have to create a budget that would include any additional costs that may be incurred from the new projects and will have to re-evaluate the employees’ pay rate.
The Civil Division would need to be restructured so that the new technology would be acceptable by the employees as well as the public. The department would need on-going training sessions, such as, computer training, code of ethics, interpersonal skills training, stress management and managerial training. The county will have to hire an outside consulting firm that could help the Civil Division with restructuring. The outside consulting firm could examine the strengths and weaknesses of the department so that a training program could be implemented for the employees along with assisting the IT department with ideas concerning the computer upgrades. First, the outside consulting firm would examine the strengths of the Civil Division. The department does have its strengths that allow the Civil Division to be at its best.

The strengths are:
Each employee is trained to do a job.
The Prothonotary has four deputies that help her check each employee’s work.
Registers are counted daily. (This prevents employees from embezzling money). All checks and cash are put in locked bags each day with a deposit slip and sent up to the Tax Department to be re-checked and later sent to the bank.
Public is treated with care.

Second, the outside consulting firm will examine the weaknesses of the department. Unfortunately, the Civil Division’s weaknesses outweigh the strengths. The weaknesses are:
Poor management skills. (Prothonotary needs help dealing difficult employees).
Too many bosses. (A few employees believe that they answer to know no one and the Prothonotary listens to the solutions for the workplace).
Favoritism. For example, one to three people are being cross-trained on different job duties and others are trained to do three job functions.
Employees lack knowledge of the federal and state employment laws. For example, employees do not respect others.
Poor communication skills between management and employees.
No educational training classes for proper work ethics.
Increase in employee overturns. For example, three employees left the office in the Spring 2008 to pursue other jobs in different departments compared to two employees leaving in 2007.
More employees are dissatisfied with jobs.
Mission statement too vague for employees to understand.
Employees are disgusted with the union. For example, the union keeps everything a secret and does not hand out newspapers or meeting notes.
HR ignores the problems that are happening within the Civil Division.
The weaknesses are rising and if the problems are not fixed, the Civil Division will face more overturns; increase in absenteeism; conflicts amongst the employees; an increase in grievances and an increase in lawsuits filed in federal court. The result could be that the department gets closed down until the problems are resolved.

The Northampton County Civil Division has the opportunity to correct the weaknesses. First, re-training could be done for all the employees so that everyone is cross-trained on every job duty. This situation would eliminate the favoritism amongst the employees. Second, all employees will need to have pay increases so that they are not frustrated and take things out on other employees. Third, the county needs to have on-site stress management classes for the employees. The classes will help relieve daily stress from day-to-day functions on the job. Fourth, a disciplinary board could be created. The county could elect four individuals who oversee the conflicts, grievances and other issues that are going on in the Civil Division. Fifth, weekly or monthly meetings need to be created to open up communication lines between union, management and employees. Six, on-site training classes (involving work ethics, the federal and state employees, and business etiquette) should be on-going.

The other alternative that the department could implement is downsizing. The department would not need as many employees in the Civil Division because most of the new complaints and filings would be sent via the Internet. The department would only need two deputies (one handles mortgage foreclosures and the other handles the PFA department), five employees and the file clerk that would take in any filings over the counter; run receipts; handle file requests and handle mail requests. The county could replace the prothonotary, three deputies, and seven employees. The county could just have an IT department that handles all civil matters where eight IT technicians, one IT specialist (handles the three civil deputies’ job duties) and an assistant Director of IT (handles the prothonotary’s job duties) to be trained on all aspects of the civil functions. The changes would cut down on costs for hiring additional employees where the county could increase employee wages and the department would not have to deal with poor management issues or unethical behavior from its employees causing an unhealthy work environment. Employee complaints would be reduced by 80%.

Critical Success Factors

The first factor that influence the Civil Division that the County Executive because they are elected every four years and they bring new strategies to be implemented for that term. The executive will deal with new ideas; new projects; and cleaning up any problems that the last County Executive might have left unfinished.

A second factor that would impact decisions in the Northampton County Civil Division is the rise in prices in the economy. Many consumers are feeling the crunch. In the next five to 10 years, the situation is going to get worse. Consumers will be limited in purchasing products or pay the bills. The situation cause more civil actions to be filed at the county.

The third factor would be downsizing. Companies are becoming more advanced in technology and need fewer employees; some have merged with others and some have gone out of business because of the increased costs.

The fourth factor that would impact the decisions of implementing the new technology in the Civil Division is the appointed judges. Some of the judges may disagree with having civil filings accessible through the Internet because they do not like to use the equipment so the project leader would have to meet with all the appointed judges to discuss the importance of moving into a more competitive market and how some changes will affect their offices, but they could chose to hire an IT staff member to help with adjusting to the changes and to teach the judges and their staff members the new computer system for the Civil Division.

Financial Projections and Analysis

The Northampton County Civil Division has one of the lowest rates for no-fault divorces. The county charges $132. Attorneys have been filing divorce cases with the county so that the costs are reduced for the clients and profits are increased at their firms. The competitors are: Cameron and Potter counties because they try to increase revenue by offering no-fault divorces at a cheap, convenient rate.

The other situation is technology. Some counties offer docket printouts and scanned copies of files online to the consumer. Law firms and title abstract companies do not have to leave the office or home to receive a copy of public file. The Civil Division would have to invest in high speed software and hardware that would prevent viruses or spyware or hackers from getting into the computer system so that the department could compete with other counties. The fees for the civil filing will have to be adjusted because the department would have to put additional fees for printouts from the Internet site. The fees will have to keep increasing each year by 5%.

The Civil Division could increase the fees for filings, inquiries, and requested if the county offers online services. For example:
Fees for new complaints filed on the Internet would be $200.
Fees for divorce complaints filed on the Internet would be $350 and up (depending on the additional counts).
Fees for child custody complaints would be $300.
Requests for complete files sent via as an attachment by email would be $20 and up (depending on the files).
Requests for docket entries sent via as an attachment by email would be $3 for the first page and $1 for each any additional page.
Requests for divorce decrees sent via as an attachment by email would be $3 for an uncertified copy and $15 for a certified copy.
Requests for certain file request sent via as an attachment by email would be $5 for the first page and $1 each for any additional page.

The Civil Division will have to upgrade the payment system for all filings, inquiries, and requests from the website. The department would have to offer a pay pal system (the system would include debit card access, check card access, credit card and check by phone access). The pay pal system would help the department keep track of all payments.

The costs for the new equipment and software would be $40 million. The costs would include having all the county departments upgraded so that they will be able to be converted to Internet accessibility along with ongoing training computer classes, stress management classes, managerial training, and different employee training programs. The upkeep of the equipment would be less costly and more efficient.

Downsizing some of the job positions in the Civil Division would have a positive effect on the department. For example, the department would have a decrease in employee complaints; decrease in absenteeism; decrease in the employees’ unethical behavior and an increase in a healthy work environment.

With the necessary changes, the Northampton County Civil Division would be able to offer online services and compete in a competitive market in the legal system along with creating a health work environment for the employees.

Controls and Procedures

The County Executive is responsible for overseeing county operations that serve the residents and municipalities of Northampton County, and oversees the departments of Administration, Community and Economic Development, Corrections, Court Services, Fiscal Affairs, Human Resources Department, Human Services, and Public Works, and the offices of the Coroner, Public Defender, Sheriff, and Solicitor (Gateway to Government, 2008). A County Executive is elected every four years and a new strategy is implemented for that person’s term. The executive will deal with new ideas; new projects and cleaning up any problems that the last County Executive might have left unfinished. Each employee will be observing to see if the executive will tend to the needs of the employees. Some employees may not like the new strategic plan that the County Executive may bring and the employees struggle with the changes.

The courthouse does not have stakeholders, but the public plays a big part in the elections. The executive shows the employees leadership and have the employees share in the same vision. The organizational culture is similar to an individual’s personality. For example, that personality influences the behavior of an individual, the shared assumptions (beliefs and values) among a firm's members influence opinions and actions within that firm (Pearce & Robinson, 2004). If the County Executive does not work out, the public will vote the party out so that a new replacement could take over the position.

If the changes are to be made in the Civil Division, the prothonotary must meet with the Controller, the Director of Information Technology Department and the County Executive to get approval.

The Controller is the individual who will create the budget for any projects that the Civil Division would like to do.

The Director of IT will create the software for the upgraded technology along with the staff who will be installing new hardware in the IT department and the Civil Division. The Director and staff will conduct tests to make sure software is in working order.

The County Executive, HR, County Solicitors and Controller would have to restructure the Civil Division and create an organizational structure and chart to show the changes, such as, technology and downsizing. The County Executive would have to downsize the Civil Division if the department offers online services because there would be an excessive amount of employees. The department will only need two deputies (one handles mortgages foreclosures and the other handles the PFA department), five employees and a file clerk to work the counter, data entry, run receipts and retrieve files. An IT support team could run all civil functions and online services where an assistant Director of IT (will handle the prothonotary’s job duties), one IT specialist (will handle three civil deputies’ duties) and seven IT technicians could be trained to run the civil functions of the department.

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