Brown is off to the races, leaving the new mayor with gaping holes in the city budget

With the type of drama that is often involved in the selection of a new pope (candidates unknown and lots of secrecy but in this case no white smoke), the Board of Directors of the Western Regional Off-Track Betting Corporation (WROTBC) has selected Buffalo Mayor Byron Brown as its new President and Chief Executive Officer.  Assuming contract negotiations are worked out, the decision ends one of the most protracted public job searches in the region’s history.

It turns out that City Hall is nix on six (terms).  The Mayor is trading in his control of city government with its 3,300 employees and $631 million budget for a relatively small public agency with about 550 employees and 2024 operating expenses of about $37.5 million.  Instead of dealing with the myriad of constituencies competing for his attention and city funds Brown will only need to deal with customers whose biggest decision may be whether to bet on a horse race or play the slot machines.

You might ask, why leave all that power?  It’s simple:

  • Way less stress
  • Way more salary (The advertised salary range is $280,000 to $320,000)

Plus the Mayor via the City Charter is able to hand off the office to his friend, South District Councilmember and current Council President, Chris Scanlon.  In Brown’s successful write-in re-election effort in 2021 Scanlon moved heaven and earth to return him to office for a fifth term.

Whatever date is selected for the handoff of the keys to City Hall, rumored to be in early October, Scanlon will walk into an impending financial crisis like no other that the city has ever faced.  At a minimum the city government will need to come up with at least $46 million in new revenues for the next fiscal year starting July 1, 2025.  Because of the way in which revenues were overestimated and certain expenses underestimated the problems will become evident over the next several months, affecting the current budget too.  Because of the holes that will occur in the current budget it is probable that the city administration will use additional remaining federal pandemic funds to fill the gaps, making next year’s problems even worse.

As a loyal ally of Brown since he joined the Council in 2012 Scanlon repeatedly voted in favor of past budgets that set the stage for the impending disaster.  That problem will affect him right into next June, which happens to be when the Democratic primary for mayor will occur.  The recent changes in the budget preparation schedule approved by the Common Council move up several key dates in the process, leaving Scanlon having to maneuver around a variety of treacherous milestones along the way.

It is likely that the city will have to come up with $55-60 million dollars in new revenues or spending cuts to balance the 2025-2026 budget.  The state Legislature already turned down a Brown administration request for a hotel occupancy tax and the Council rejected increases in parking rates.  Every ten million dollars increase in property taxes would need a nearly six percent increase in the property tax levy.  Multiply that times five or six – ouch!

In the face of such issues the Niagara County representative to the OTB Board, Elliott Winter, gave an interesting interview.  Winter talked about what a tremendous job Brown had done as mayor over the past 19 years.  Then Channel 2’s Nate Benson asked the million 60-million-dollar question:  what about the budget hole that Brown is leaving for the next mayor?  About 10 seconds of silence was followed by, “I have no other comments.”

In his new role Brown also has some issues to deal with.  The Western Regional Off-Track Betting Corporation has been racked by investigations and scandals of all sorts in recent years.  In no particular order those issues include excessive pay and benefits for the agency’s executives; questionable marketing issues concerning the use of luxury box football and hockey tickets; and favoritism in selecting services and contractors.  All of the current betting parlors have been losing money for many years, essentially leaving those locations as make-work projects for people who are favored with employment.  All of these issues cost the member counties and cities of the Corporation real money every year.  Will President Brown dig into the needed reforms?

And then there is the Buffalo politics side of the mayor taking a new job.  Scanlon will obviously run for election next year.  Will he inherit the business community support that assisted Mayor Brown all these years, even as the city is collapsing financially?  State Senator Sean Ryan is a potential candidate next year.  Expect at least one Black candidate to enter the race, possibly including the newest city Councilmembers, Zeneta Everhart and Leah Halton-Pope.  Candidates other than Scanlon should be expected to explain their proposed solutions to the city’s financial crisis.

As of last July Scanlon had $126,000 in his campaign treasury.  Ryan reported $276,000.  Brown’s number was $193,000.  Will Brown try to shift some of that money to Scanlon’s campaign?

It’s always good to have more money in your campaign account than your opponent but that factor doesn’t always win an election.  The city’s impending crisis will be peaking next spring just as the mayoral campaign heats up.  The question of how the public might support certain solutions proposed by the candidates to resolve the city’s financial problems going forward could become a dominant and potentially determining factor in the primary election.

One final point.  As previously reported in this blog, the Buffalo Fiscal Stability Authority has a major role it can play in dealing with the city’s impending financial crisis.  At the moment the Authority has done nothing except watch and offer some budget analysis.  The Authority’s Board is hamstrung by the fact that there are four vacancies (appointments of the governor), and one of the current five members is the mayor, who certainly won’t want the Authority stepping into the picture.  The Authority is scheduled to meet on September 23.  What happens then?  Stay tuned.

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Texas flood survivors need more than physical help



By Lee Ann Rawlins Williams, Clinical Assistant Professor of Education, Health and Behavior Studies, University of North Dakota.

The devastating losses from the historic flooding in Texas Hill Country on July 4, 2025, are still coming into grim focus, with more than 130 deaths confirmed and more than 160 still missing as of July 14.

As emergency responders focus on clearing debris and searching for victims, a less visible and slower disaster has been unfolding: the need for ongoing mental health support long after headlines fade.

This phase is no less critical than restoring power or rebuilding bridges. Disasters destabilize emotional well-being, leaving distress, prolonged recovery and long-term impacts in their wake long after the event is over.

Without sustained emotional support, people and communities face heightened risks of prolonged trauma and stalled recovery.

As an educator and practitioner focused on disability and rehabilitation, I explore the intersection of disaster recovery and the impact of disasters on mental health. Both my research and that of others underscore the vital importance of support systems that not only help people cope in the immediate aftermath of a disaster but also facilitate long-term healing over the months and years that follow — especially for vulnerable populations like children, older adults and people with disabilities.

Emotional toll of disasters

Natural disasters disrupt routines, displace families and challenge people’s sense of control and security. In the immediate aftermath, survivors often experience shock, grief, anxiety and sleep disturbances. Often these symptoms may evolve into chronic stress, depression, post-traumatic stress disorder or a combination of these conditions.

A 2022 study found that Texans who experienced two or more disasters within a five-year span had significantly poorer mental health, as reflected by lower scores on standardized psychological assessments, which highlights the cumulative toll repeated disasters can have on mental well-being.

After Hurricane Katrina ravaged New Orleans in 2005, nearly a third of survivors continued to experience poor mental health years later.

And reports following Hurricane Maria in Puerto Rico in 2017 revealed surging rates of anxiety, depression and suicidal thoughts, especially in areas where services remained unavailable for extended periods of time.

Strained recovery systems

Disaster response understandably focuses on immediate needs like rescue operations, providing post-disaster housing and repairing damaged infrastructure. In addition, short-term mental health supports such as mobile health clinics are often provided in the immediate aftermath of a disaster.

However, although emergency services are deployed quickly after a disaster, long-term mental health support is often delayed or under-resourced, leaving many people without continued care during the recovery period, especially in remote or rural communities, exposing deep structural gaps in how recovery systems are designed.

One year after Hurricane Harvey devastated parts of Texas in 2017, more than 90% of Gulf Coast residents reported ongoing stress related to housing instability, financial hardship or displacement. Yet less than 10% of people stated that they or someone in their household had used mental health services following the disaster.

Hurricane Helene in 2024 similarly tested the resilience of rural mental health networks in western North Carolina. The storm damaged roads and bridges, schools and even local clinics.

This prompted a news organization, North Carolina Health News, to warn of rising “trauma, stress and isolation” among residents as providers scrambled to offer free counseling despite legal barriers stemming from licensing requirements to provide counseling across state borders.

State health officials activated community crisis centers and helplines, while mobile mental health teams were dispatched from Tennessee to help those impacted by the disaster. However, state representatives stressed that without long-term investment, these critical supports risk being one-off responses.

These events serve as a powerful reminder that while roads and buildings can often be restored quickly, emotional recovery is a slower, more complex process. Truly rebuilding requires treating mental health with the same urgency as physical infrastructure. This requires investing in strong mental health recovery systems, supporting local clinics, sustaining provider networks and integrating emotional care into recovery plans from the start.

Finding mental health support

Lessons learned from previous disasters and an abundance of research show how sustained mental health supports can help people recover and build resilience.

These six lessons are particularly helpful for finding needed mental health support following a disaster:

  • If you’re feeling overwhelmed after a disaster, you’re not alone, and help is available. Free and confidential support is offered through resources like the Disaster Distress Helpline (1-800-985-5990 or text TalkWithUs to 66746), which connects you to trained counselors 24/7.
  • Many communities offer local mental health crisis lines or walk-in centers that remain active well after the disaster passes. Check your county or state health department’s website for updated listings and information.
  • Even if physical offices are closed, many clinics now offer virtual counseling or can connect you with therapists and medication refills remotely. If you’ve seen someone before, ask if they’re still available by phone or video.
  • After major disasters, states often deploy mobile health clinics that include mental health services to shelters, churches or schools. These temporary services are free and open to the public.
  • If someone you care about is struggling, help them connect with resources in the community. Share hotline numbers, offer to help make an appointment or just let them know it’s OK to ask for support. Many people don’t realize that help is available, or they think it’s only for more “serious” problems. It’s not.
  • Mental health support doesn’t always arrive right away. Keep an eye on local news, school updates or health department alerts for new services that may become available in the weeks or months after a disaster.

Disasters don’t just damage buildings; they disrupt lives in lasting ways.

While emotional recovery takes time, support is available. Staying informed and sharing resources with others can help ensure that the road to recovery isn’t traveled alone.

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