Everyone remembers when they were younger their mother or father would say "If you don't have anything good to say, then don't say anything at all." When an embarrassing situation occurred, the polite thing to do was to look the other way and not say anything.

That was the mantra for years in Nassau County, ducking questions and hiding answers. Too often the business of government was conducted behind closed doors and out of sight. And when it came to acknowledge the problem, the polite thing to do was to not draw too much attention or say anything that might offend someone. Being polite and looking the other way might be fine at a social event, but in government refusing to acknowledge and address the problem does not work.

Since taking office on Jan. 1, I have held true to a pledge I made during the campaign to create an open government in Nassau County. Previously it was the case to find a government that was inaccessible to the residents of our county. Government "for the people and by the people" is the virtue on which our country was founded; a virtue that was never reflected by our local officials and county government.

Recently, a report issued by the Maxwell School of Public Policy at Syracuse University revealed that business as usual in Nassau County is failing. Out of the 40 largest counties nationwide (including Suffolk County), Nassau came in dead last, earning an F for financial management and a D-grade overall. This report only confirmed what many independent groups and agencies have been saying for the past two years, that Nassau County has become crippled by machine politics.

Last week, with the help of a dedicated team of financial experts, I announced that Nassau County was, in fact, in worse shape fiscally than had been previously thought. Nassau's budget team, led by Arthur Gianelli, Deputy County Executive for Budget and Finance; and Budget Director Craig W. Love conducted an intensive review of the 2002 budget. Meeting with each county department individually, they reviewed each department's initiatives and operations to determine their baseline spending and revenues, and were able to assess the scope of the county's budgetary problems.

The investigation revealed necessary adjustments to certain revenues and expenses that have exposed an operating deficit of more than $20 million for this year alone. Furthermore, we have concluded that with a new analysis, including salary costs, sales tax, Medicaid and tax certiorari expenses, we will be facing a $185 million deficit in 2003. The previous administration's multi-year plan had projected a $208 million deficit for the year 2005; but our analysis shows the gap widening to $428 million - a staggering difference of $220 million.

The first step to any recovery is to first identify the problem and then put into place a plan to fix it. Now that we know what is wrong, we can begin preparing the solution. Our four-year plan, which the Nassau Interim Finance Authority (NIFA) has required to be submitted by April 2002, will focus on 10 key areas: tax certiorari, labor contracts, outsourcing/contracting, business process re-engineering, real estate, debt, revenue initiatives, Federal/State assistance, other county entities and duplicative services in towns and villages.

The time for politeness has past. Instead of ignoring the problem and not drawing attention to it, we must face it head-on. With a state deadline looming on the horizon, it is imperative that we roll up our sleeves and be willing to do what it takes to correct the problem, instead of looking the other way.