From Big Government:
Feb 25, 2011 (yesterday)The Untold Story of Scott Walker’s Long History with Laborfrom Big Government by PubliusFrom The Hispanic Conservative:
The year that best summarized Walker’s saga with local labor was probably 2010. As the 2008-2009 Great Recession hit the country, Milwaukee County’s tax base felt the pinch. Walker called for an aggressive strategy of employee wage cuts and increased benefit contributions. AFSCME refused to accept those concessions provoking Walker to order layoffs and furloughs for hundreds of county workers. The exchange typified the continuing narrative that is Scott Walker.
At no point during Walker’s eight year tenure did AFSCME recognize the financial impact the pension scandal had upon Milwaukee County. In short, Milwaukee County’s Pension Board – without so much as a cost study on pension benefits – passed ultra-lucrative pension buy-backs to hundreds of employees. Almost in a day, Milwaukee County government found herself mired in a $60 million hole without a viable exit strategy.
Instead of acknowledging the county’s fiscal woes, AFSCME fought Walker every step of the way.
Walker took his story to the public explaining that 48% of the county budget was spent on wages and benefits. He also explained that more concessions were necessary to narrow their $10 million budget gap. Ultimately, AFSCME refused to make any concessions prompting Walker to order 22 furlough days for nearly 1,500 county employees. In a rare display of solidarity, the County Board put their firm support behind Walker’s decision in the hope it would prod the county’s largest union to be reasonable. That never happened.
Rich Abelson , President of AFSCME’s Council 48, said “His [Walker] union-busting attitude shouldn’t surprise anybody.” In some sense, Abelson was right. As the County Executive, Walker may not have tried to “bust” unions, but he fought them tooth and nail for eight years on issues such as privatizations, program cuts, furloughs, and on employee givebacks. Walker always put the taxpayers first going toe to toe with Abelson every time.
Walker is no newbie when it comes to collective bargaining. He has eight years of experience standing up to labor unions in the most liberal county in the state; seemingly, Walker was bred for this moment in history. He has always believed that the services provided by governments must be defined by the taxpayers’ ability to pay. It was a dogma that served Walker well.
During Walker’s tenure, he reduced the size of the county workforce by 20%, decreased the county debt by 10%, and did it all without raising the property tax levy from the previous year. According to Moody’s, Walker’s “strong management and prudent budgetary controls” strengthened the county bond rating for future investing. Nobody would argue that Milwaukee County’s fiscal health is without ailment or disease, but there is no doubt that Walker left the county in a healthier state from which he had first found it.
Feb 25, 2011 (yesterday)The Untold Story of Scott Walker’s Long History with Laborfrom Big Government by PubliusFrom The Hispanic Conservative:
The year that best summarized Walker’s saga with local labor was probably 2010. As the 2008-2009 Great Recession hit the country, Milwaukee County’s tax base felt the pinch. Walker called for an aggressive strategy of employee wage cuts and increased benefit contributions. AFSCME refused to accept those concessions provoking Walker to order layoffs and furloughs for hundreds of county workers. The exchange typified the continuing narrative that is Scott Walker.
At no point during Walker’s eight year tenure did AFSCME recognize the financial impact the pension scandal had upon Milwaukee County. In short, Milwaukee County’s Pension Board – without so much as a cost study on pension benefits – passed ultra-lucrative pension buy-backs to hundreds of employees. Almost in a day, Milwaukee County government found herself mired in a $60 million hole without a viable exit strategy.
Instead of acknowledging the county’s fiscal woes, AFSCME fought Walker every step of the way.
Walker took his story to the public explaining that 48% of the county budget was spent on wages and benefits. He also explained that more concessions were necessary to narrow their $10 million budget gap. Ultimately, AFSCME refused to make any concessions prompting Walker to order 22 furlough days for nearly 1,500 county employees. In a rare display of solidarity, the County Board put their firm support behind Walker’s decision in the hope it would prod the county’s largest union to be reasonable. That never happened.
Rich Abelson , President of AFSCME’s Council 48, said “His [Walker] union-busting attitude shouldn’t surprise anybody.” In some sense, Abelson was right. As the County Executive, Walker may not have tried to “bust” unions, but he fought them tooth and nail for eight years on issues such as privatizations, program cuts, furloughs, and on employee givebacks. Walker always put the taxpayers first going toe to toe with Abelson every time.
Walker is no newbie when it comes to collective bargaining. He has eight years of experience standing up to labor unions in the most liberal county in the state; seemingly, Walker was bred for this moment in history. He has always believed that the services provided by governments must be defined by the taxpayers’ ability to pay. It was a dogma that served Walker well.
During Walker’s tenure, he reduced the size of the county workforce by 20%, decreased the county debt by 10%, and did it all without raising the property tax levy from the previous year. According to Moody’s, Walker’s “strong management and prudent budgetary controls” strengthened the county bond rating for future investing. Nobody would argue that Milwaukee County’s fiscal health is without ailment or disease, but there is no doubt that Walker left the county in a healthier state from which he had first found it.
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