The Way From Conflict To Consensus

Newtown’s difficulty in adopting a budget this year opened up a fault line in the community that had been quiescent in 2004 and 2005, when similar increases in municipal spending had been approved in single definitive votes. Notwithstanding those two quiet years, Newtown has been closely divided on the twin issues of public spending and higher taxes since 2003, when town and school officials went through a similar crucible of taxpayer discontent to get a budget passed on the third try.

Maybe it will be another couple of years before there will be budget trouble again. Maybe we will be in for more of the same next year. However the balance tips on future budget proposals, reconciling voters who believe we are spending too much on property taxes with those who believe we are shortchanging our schools and other town services will require more of us than picking a number for the bottom line and hoping for the best. There have to be some fundamental changes in our collective community mindset before Newtown’s budget process moves far enough away from conflict and close enough to consensus to bring greater predictability and stability to the process.

Budget battles inevitably end up being about margins of victory or defeat. But underfunded schools or uncontrolled property taxes can hardly be described as victories for anyone. And who truly wishes for anyone in our community to be defeated in their hopes for a better life? The way from conflict to consensus is not so much a single path but a confluence of interests that recognizes from the outset that extravagance does not always equal excellence and that parsimony does not always equal efficiency.

The challenge for Newtown’s leadership is to trace the currents of discontent back to their sources in the far-flung precincts of land use, labor relations, local, state, and national politics, economics, educational theory, public health and safety, and even social trends. Trouble in any one of these areas can derail a budget. The imperatives of each of these areas are not discrete; they need to be considered as a whole, especially by those with “special interests” if they wish to advance their cause over the long term with the support of the broadest possible constituency.

In a democracy, nothing fails so miserably as insularity and narrow purpose; nothing succeeds so well as inclusiveness and accountability. Consider yourself and fail. Consider everyone and succeed. This should be a mantra for our leaders as they go forward to consider charter changes that foster more competition in our local elections, continued property tax relief for our neediest homeowners, better communications between agencies and departments, and innovations across the board from the classrooms to the board rooms.