Go‑Forward Solutions: What I Will Do as Supervisor
My approach is not about re‑litigating the past. It’s about building modern financial controls that are easy for residents to understand and hard for any administration to misuse.
1) Adopt a clear Fund Balance Policy so taxpayers know “how much is enough”
2) Build realistic budgets with transparent assumptions and stop “paper” budgeting
2) Build realistic budgets with transparent assumptions and stop “paper” budgeting
OSC explicitly noted the Town lacked a fund balance policy and therefore had no documented rationale for maintaining elevated unrestricted fund balance levels.
My solution:
• Adopt a formal fund balance policy that defines:
• Target ranges (operating cushion vs. reserve needs)
• When and how funds can be used
• When excess fund balance should reduce tax levy or fund one‑time needs
• Publish the policy on the Town website and review it annually with public input.
Why this matters: It creates a transparent “rule book”, so residents understand whether balances are prudent not arbitrary
2) Build realistic budgets with transparent assumptions and stop “paper” budgeting
2) Build realistic budgets with transparent assumptions and stop “paper” budgeting
2) Build realistic budgets with transparent assumptions and stop “paper” budgeting
OSC found repeated patterns of underestimating revenues and appropriating fund balance that wasn’t needed.
My solution:
• Require a Budget Assumptions Document each year that clearly states:
• Revenue estimates by source and why they’re reasonable
• Expense drivers (contracts, fuel, insurance, debt, capital)
• A comparison to the prior 3–5 years of actuals
• Present a “budget vs. actual” dashboard quarterly.
Why this matters: It makes it harder to budget in a way that obscures the true tax impact and financial position
3) Implement a Multiyear Financial Plan (3–5 years)
2) Build realistic budgets with transparent assumptions and stop “paper” budgeting
4) Create a Comprehensive Capital Plan and connect it to development decisions
OSC found the Town lacked a written multiyear financial plan.
My solution:
• Publish a rolling 3–5 year plan that includes:
• Revenue and expense forecasts
• Expected capital costs and maintenance
• Known risks (inflation, insurance, debt, mandates)
• Scenario planning (best case / likely / stress case)
Why this matters: It allows residents and the board to see future impacts before decisions are made especially around development, infrastructure, and service demands
4) Create a Comprehensive Capital Plan and connect it to development decisions
4) Create a Comprehensive Capital Plan and connect it to development decisions
4) Create a Comprehensive Capital Plan and connect it to development decisions
OSC found no comprehensive capital plan that addresses capital needs.
My solution:
- Develop a 5‑year Capital Improvement Plan (CIP) that lists: Road projects, storm water, equipment replacement, facilities needs.
- Cost estimates, timelines, and funding strategy (grants, reserves, bonding)
- “State of Infrastructure” reporting so residents see what’s coming
- Address the water demand and growing population. (Better solution for existing 5 districts)
Why this matters: It helps prevent reactive spending and ensures growth doesn’t outpace infrastructure.
5) Require Monthly Financial Reporting that residents can read
4) Create a Comprehensive Capital Plan and connect it to development decisions
5) Require Monthly Financial Reporting that residents can read
OSC noted the Board was not receiving up‑to‑date financial reports and detailed monthly money‑received/money‑disbursed statements.
My solution:
- Monthly “Residents Snapshot” showing cash position, spending, revenue, and variances in plain, easy‑to‑read language.
- Variance Report requiring each department to explain any line item that moves more than 5–10% from plan.
- Monthly Procurement Log listing all purchases over a set threshold (e.g., $1,000) with vendor, cost, and purpose.
- An Online Financial Dashboard updated monthly so residents can see budget vs. actuals, fund balances, and capital spending.
What the NYS Comptroller Found (Wawayanda Audit 2024M‑160)
1) Budgets were not realistic and may have led to higher taxes than necessary
The audit concluded the Town Board and officials did not properly manage financial operations and that the Board did not provide adequate oversight.
Specifically, OSC found the Town adopted budgets that:
• Underestimated revenues by approximately $5.2 million, and
• Appropriated about $2.2 million of fund balance that was not needed during the audit scope period.
OSC also concluded the Town’s unrestricted fund balance grew substantially, increasing from $4.3 million to $7.7 million (all funds) by the end of 2023 about 118% of 2024 appropriations and noted that no rationale was established for maintaining that level because the Town did not adopt a fund balance policy.
OSC’s audit summary stated that real property tax obligations for residents were likely higher than necessary as a result.
2) No multiyear financial plan and no comprehensive capital plan
OSC found the Board did not develop a written multiyear financial plan and did not develop a comprehensive capital plan addressing capital needs.
The audit explains that without these plans, leadership cannot adequately assess expenditure commitments, revenue trends, financial risks, or the affordability of new services and/or capital investments.
3) Financial reports were not up to date limiting oversight
OSC found the Board was not receiving up‑to‑date financial reports or a detailed monthly statement of money received and disbursed, which limited the Board’s ability to evaluate financial condition and make informed decisions.
4) Accounting records/reporting issues and an excessive number of bank accounts
OSC also cited concerns that accounting records and reports were not up to date and accurate, and that the Town maintained an excessive number of bank accounts, which can make cash management and controls more difficult.
Town Response (Context)
Public reporting noted that Town leadership disagreed with aspects of the audit’s conclusions, and stated the Town was working on establishing a fund balance policy while emphasizing conservative revenue estimates as a stability approach. 3
Regardless of differing viewpoints, audits are valuable because they highlight where systems can be strengthened and where residents deserve clearer answers and better safeguards.
Want to Read the Audit Yourself? • NYS Comptroller audit landing page click below
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