annual state of the city address
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MAYOR FRANK HUTTLE III. ANNUAL State of the City Address. Englewood City Charter. This address is delivered in fulfillment of Section 5.6 of the Englewood City Charter. . - PowerPoint PPT PresentationTRANSCRIPT
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ANNUAL STATE OF THE CITY ADDRESS
MAYOR FRANK HUTTLE III
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ENGLEWOOD CITY CHARTERThis address is delivered in fulfillment of Section 5.6 of the Englewood City
Charter.
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OVERALL PURPOSE The overall purpose of this address is to
have a full and frank discussion on the true economic conditions facing the
City.
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THE STATE OF OUR CITY Our assets are unlike any other municipality which can
guide us out of any crisis, including: One of a kind location – 10 miles from Times Square Tremendous City Assets
Downtown bergenPAC Englewood Hospital Flat Rock Nature Center MacKay Park Englewood Library Stable Neighborhoods Industrial / Commercial Sector
Active, informed and engaged residents Strong and Active Communities centered around Houses of Worship
The Delivery of Services Financial Condition
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THE STATE OF OUR CITY However, the City is coming out of a historic and
sharp decline the Great Recession of 2008 and its lasting impacts.
The State of the City in 2009 was in a financial and infrastructural imbalance caused by: INTERNAL FACTORS - Out of Control Tax Increases to
support uncontrollable and wasteful spending. INTERNAL FACTORS – True City deficits have been hidden
by interest only bonds EXTERNAL FACTORS - A Municipal Quagmire brought
about by the Global Financial Crisis – the City, like so many others, was at a tipping point.
EXTERNAL FACTORS – A sharp cut in aid by the State of New Jersey and an increase in State mandated spending.
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THE STATE OF OUR CITY Municipal Government needs to re-invent
itself to face the cold reality that a 4 decade real estate bubble has come to an end:
Mayor’s “Municipal Tipping Point” – Mayor Frank Huttle, Swearing in remarks, January 3, 2010
“Local governments have been hit with a one-two punch – State aid and property taxes” - Pew Charitable Trust Report
“Cities are still going to be facing very rough waters for the next couple of years…” – Wall Street Journal, August 11, 2012
“Municipal Tsunami” – Professor Raphael Caprio, Bloustein School of Planning and Public Policy, Rutgers University
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THE STATE OF OUR CITY As Margaret Thatcher said of Great
Britain,
I was not elected to manage the decline of
the Great Britain.
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THE STATE OF OUR CITY Here in Englewood I can say,
Neither I nor the Council were elected to manage the decline of the City of Englewood…and we
have to make a plan now to work through the great recession by
using the gifted assets of our City and its people.
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THE STATE OF OUR CITY We knew something was wrong, that is why
I created the Mayor’s Commission on budget and Finance – to study the problem.
How did we get here? Local – Mistakes of the past State – vise grip of the State government on our
budget and this Administration’s depletion of State Aid.
Economic – massive real estate downturn And…
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THE STATE OF OUR CITY …WE ARE A MATURE ECONOMY.
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THE STATE OF OUR CITY The perfect storm has come and it’s why I’m here…to
face the storm head on to meet these insurmountable challenges: Drop in Real Estate Values – NO NJ COMBACK Over reliance on property taxes throughout the State –
National Average of local property taxes is 29% and in NJ it is 70%.
Rising Health Care costs. Drastic Cuts in State Aid. High statewide unemployment rates at nearly 10% A historic and unprecedented number of tax appeals State
mandated, historic uncontrollable pension cost increases Reliance on short term borrowing – weakening the balance
sheet
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THE STATE OF THE CITY It becomes – in the real world outside of
government an operational deficit. For the first time, I have embarked on
projecting the true finances, and we have a multimillion dollar structural deficit (without resorting to tax increases.)
We are faced with after four decades of rising real estate values and we have to plan and dig our way out.
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THE STATE OF OUR CITY
2012 2013 2014 2015($500,000.00)
$0.00
$500,000.00
$1,000,000.00
$1,500,000.00
$2,000,000.00
$2,500,000.00
$3,000,000.00
($0.50)
$2,900,000.00
DeficitsProjecte
d
And
Risin
g….
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THE STATE OF OUR CITY
2005 2006 2007 2008 2009 2010 2011$40,000,000
$45,000,000
$50,000,000
$55,000,000
$60,000,000
$65,000,000
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THE STATE OF OUR CITY The Englewood Projections match with
Prof. Caprio’s. Upon taking office, I wanted to hit the
deficit head on….But as I was told when I came into office: “Don’t worry Frank in municipal
finance, we don’t have deficits, we just raise taxes.”
I said no, this is a new day.
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STATE OF THE CITY Now let’s drill deeper into the budget
and dynamics that drive it because we have to understand where we came from before we know where we are going.
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STATE OF THE CITY Everyone is entitled to their own opinions, but not to their own facts. -Daniel Patrick Moynihan, U.S. Senator, New York
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FINANCIAL CONDITION
OF THE CITY OF
ENGLEWOOD
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FUNDING THE CITY GOVERNMENT
THE REVENUE SIDE OF THE CITY BUDGET
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REVENUE, GENERALLY 1/5
10%5%
70%
1% 8%
1%3%
Revenue 2005
Surplus UtilizedLocal RevenuesProperty TaxesSpecial Items (non-recurring)State Aid - Un-restrictedState & Federal Grants - RestrictedDelinquent Taxes
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REVENUE, GENERALLY 2/5
5%8%
75%
3%
1%
5% 1% 3%
Revenue 2011
Surplus Utilized Local RevenuesProperty Taxes Library (min)Special Items (non-recurring)
State Aid - Un-restricted
State & Federal Grants - Restricted
Delinquent Taxes
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REVENUE, GENERALLY 3/5 In 2011, the amount of money raised
from Property Taxes had risen to 75%, while State Aid had declined to 50% of its 2005 number.
The hole in State Aid shifted the burden directly to Property Taxes.
The Governor should not balance the State’s own budget on the backs of municipalities.
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REVENUE, GENERALLY 4/5
2005 2006 2007 2008 2009 2010 2011 $- $5,000,000
$10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 $40,000,000 $45,000,000 $50,000,000
$34,208,213 $35,614,086 $38,576,150
$42,173,710 $44,245,348 $45,365,955 $45,246,889
Revenue Detailed 2005 - 2011
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REVENUE, GENERALLY 5/5 Our revenues have increased due to
out of control property taxes which we have put a stop to….for now.
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REVENUE SIDE OF THE BUDGET 1/2
2005 2006 2007 2008 2009 2010 2011$40,000,000
$45,000,000
$50,000,000
$55,000,000
$60,000,000
$65,000,000
$48,600,163 $50,110,434
$52,582,330
$57,929,423
$60,387,843 $60,507,275 $60,562,494
Total Revenue 2005 - 2011
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REVENUE SIDE OF THE BUDGET 2/2
-60%
-40%
-20%
0%
20%
40%
60%
80%
100%
-45.83%
78.87%
38.02%42.86%
-32.58%
-10.48%
5.88%
Revenue Variance 2005 vs. 2011 Budget
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PROPERTY TAXES Runaway Property Taxes disguise the
City’s sustainable revenue base. Property Taxes could be raised to feed
spending when real estate was appreciating.
Now the reverse has happened and one consequence is the City must confront a massive amount of Property Tax appeals and refunds which at present totals $6 Million over a few short years.
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SPENDING THE APPROPRIATIONS SIDE
OF THE CITY BUDGET
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APPROPRIATIONS, GENERALLY1/5
2005 2006 2007 2008 2009 2010 2011$40,000,000
$45,000,000
$50,000,000
$55,000,000
$60,000,000
$65,000,000
$48,600,163 $50,110,434
$52,582,330
$57,929,423
$60,507,275 $60,443,110 $60,562,494
Total Appropriations 2005 - 2011
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APPROPRIATIONS, GENERALLY 2/5
General Gov't6% Land Use
0%
Public Safety35%
Public Works10%
Community Svs.0%
Health & Human Svs.2%
Recreation2%
Construction Code1%
Library4%
Accumulated Leave1%
Utilities12%
Empl. Benefits4%
Insurance11%
Grants1%
Cap. Imprv. Fund0%
Debt Service6%
Deferred Charges & Contigent0%
RUCT5%
Appropriations 2005
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APPROPRIATIONS, GENERALLY 3/5
General Gov't5% Land Use
0%
Public Safety32%
Public Works8%
Community Svs.0%
Health & Human Svs.1%
Recreation1%
Construction Code1%Library
4%Accumulated Leave
1%Utilities
10%
Empl. Benefits10%
Tax Appeals1%
Insurance10%
Grants1%
Debt Service6%
Deferred Charges & Contigent1%
RUCT5%
Appropriations 2011
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APPROPRIATIONS, GENERALLY 4/5
Non-Operating Budget Items(Discretionary)
$4,150,2006.8%Mandated Expenses
(Fixed Costs)(Non-Discretionary)$16,248,925
26.8%
Other Costs Not Reasonably Subject
to City Control(Non-Discre-
tionary)$2,640,019
4.4%
Employee-Related Costs
(Discretionary)$34,760,865
57.3%
Non-Employee Operating Budget (Discretionary)
$2,889,1714.8%
Budget Allocation: $60,562,494
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APPROPRIATIONS, GENERALLY 5/5 S
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Empl
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Be
nefit
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Pens
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Tax
Appe
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Medi
cal
Wor
kers
Co
mp
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Oth
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& Fe
dera
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- Re-
stric
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Capi
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Cont
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serv
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colle
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Ta
xes (
RUCT
)
General Gov't
Land Use
Public Safety
PublicWorks
Com-munitySrvs.
Health &
HumanSrvs.
Recreation
Con-struc-tionCode
CityLi-
brary
Accum.Leave
Util. Empl.
Benef.
TaxAppeals
Insurance Grants
Cap.
Impr.
Fund
Debt
Srv.
Def.Chrgs.&
Cont.
RUCT
-50%
0%
50%
100%
150%
200%
250%
21.68%24.77%
0.00% -8.15%
18.33%
2.31%11.45%-2.81%
0.00%
46.83%
-16.42%-17.77%-14.45%-39.05%
54.21%
6.90%
23.97%
9.04%0.00%
7.20%
204.42%
0.00%
28.44%
3.70% 0.00%
35.98%
-8.60%
75.00%
10.90%9.62%
46.00%
Appropriation Variance 2005 vs. 2011 Budget
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LABOR COSTS 1/3 Since 2005 to 2010, labor costs have
ballooned and the City workforce, although having been lower in number, increased greatly in cost. In other words, we were paying significantly more for less workers.
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EMPLOYEE RELATED COSTS2/3
Salaries and Wages; $27,649,207; 70.3%
Employee Benefits; $11,679,745; 29.7%
Employee Related Costs: $39,328,952
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EMPLOYEE RELATED COSTS3/3
2010 Budget 2012 Budget$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
$45,000,000
Total Salaries Bud-geted; $28,589,504
Total Salaries Bud-geted; $27,649,207
Total Employee Benefits;
$10,534,895
Total Employee Benefits;
$11,679,745
Total Salary and Benefits;
$39,124,399
Total Salary and Benefits;
$39,328,952
Salary and Benefits 2010 vs. 2012
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MANDATED EXPENSES 1/2 Many of the expenses / appropriations
the City must make are mandated by State Law.
Those expenses cannot be controlled locally but must be paid locally out of our budget.
Statewide, 50% of every Property Tax Dollar saved must go to pay for a loss in State Aid.
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MANDATED EXPENSES2/2
PFRS Pen-sion; $4,155,521; 25.6
%
PERS Pen-sion; $1,031,710;
6.4%
DCRP
Pen-sion; $28,000; 0.2%
Con-soli-dated Po-lice &
Fire Pen-sion; $31,817; 0.2%
Debt Service; $4,506,085; 27.8%
BCUA
Sewer
Treatmen
t Cost
s; 2967246; 18%
Garbage Dumping Fees
; 1055000; 7%
Recycling Tax; 45000; 0% Minimum Library Ap-
propriation; 1795551; 11%
Re-strict
ed Grants;
609697; 4%
Mandated Expenses (Fixed Costs): $16,221,627
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MUNICIPAL STATE AID 1/3
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MUNICIPAL STATE AID 2/3 The State controls a large portion of our
budget and also regulates how we spend it. Cuts in State Aid and Municipal mandates by
the State created a vise grip on municipalities and are a recipe for disaster.
State property tax caps with unintended consequences.
Despite this municipal aid has been cut drastically and the Administration has increased our spending, another perfect storm.
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MUNICIPAL STATE AID3/3
2005 2006 2007 2008 2009 2010 2011$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
$4,691,600 $4,693,970
$4,308,629
$4,018,453 $3,949,298
$2,763,296 $2,763,296
Total Municipal State Aid 2005-2011
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GOOD NEWS – DEBT SERVICE VS. BUDGET
2009 2010 2011$0.00
$10,000,000.00
$20,000,000.00
$30,000,000.00
$40,000,000.00
$50,000,000.00
$60,000,000.00
$70,000,000.00
Total DebtBudget
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BAD NEWS – SHORT TERM DEBT But every Silver Lining has its cloud. The City has used Bond Anticipation Notes
(BANs) for short term borrowing (effectively the same as a home equity loan) disguising the real interest cost and principal amount without any real plan to repay the debt. This further fuels the fire.
From 2005, a financial gimmick was used to kick the can down the road to this Mayor and Council.
The Debt we took on was not used to fund any meaningful capital improvements.
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DEBT SERVICE 2011, 2012, 2013
2011 2012 20130.00
1,000,000.00
2,000,000.00
3,000,000.00
4,000,000.00
5,000,000.00
6,000,000.00
$4,506,085.00 $4,594,293.00
$5,525,000.00
Debt Service Payments
Debt Service Payments
Projected
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THE TURNAROUND
OF THE CITY OF
ENGLEWOOD
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THE TURNAROUND When I came into office, I set goals
from day one which we as a City government would accomplish to bring the best practices from the business sector to the City government.
Here are the points of the Recovery Plan…
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MANAGEMENT RESTRUCTURING New management team in place to
function as one cohesive strong management unit effective in running the operations of the City, including: New City Manager New CFO New Human Resources Director Construction Code Official And more…
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GOVERNING BODY Doubled the number of Council
Meetings and increased Workshop sessions – Council monitors City operations if there is an issue, Council can fix it.
Council workshops were created to discuss important Council business prior to regular voting meetings.
This was to improve accountability and transparency of City government.
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BOARDS AND COMMISSIONS Englewood Economic Development
Corporation (EEDC) reorganized and redirected as planning body.
Reorganization of the Environmental Commission.
All Boards and Commissions will report quarterly to the Mayor and Council to promote accountability, responsibility and ownership.
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COMMUNITY PROGRAMMING 1/3
Residents have clamored for a Community Center for years, maybe even decades.
The first step is to provide service programming utilizing existing City facilities from MacKay Park to Liberty School.
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COMMUNITY PROGRAMMING2/3 Creating Partnerships between the
City of Englewood, Not-for-Profits and the Philanthropic Sector to achieve Community Programming far beyond what each could do on its own.
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COMMUNITY PROGRAMMING3/3 These partnerships will enable the
development of programs for children and adults.
Also, After 3 programs and SBYD – Sports Based Youth Development.
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DEMANDING LIGHT RAIL1/2 INFRASTRUCTURE - As a mature
City infrastructure is key to enhancing our property value and improving our way of life.
Light Rail is a critical part of this plan.
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DEMANDING LIGHT RAIL2/2 Multiple Station Stops in the City
of Englewood will: Improve traffic flow Increase Commuter Flow –
making Englewood more desirable for employers and commuters.
Raise Property Values
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CITYWIDE MAINTENANCE PROGRAM 1/2
Creation of maintenance, deferred maintenance programs and capital budgeting to identify and prioritize
needs.
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The City did not maintain an effective maintenance program for roads and City properties.
Using existing resources, we have developed a regular maintenance program for downtown, roads and City Properties enhancing its value as a City asset.
CITYWIDE MAINTENANCE PROGRAM 2/2
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PSE&G UTILITIES PROGRAMS When PSE&G was slow on response time
during Hurricane Irene and the October 2011 Snow Storm – we sued, holding them accountable.
Now we have established a working relationship where the company is upgrading infrastructure to make the City more resilient.
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THE MASTER PLAN 1/3 Two fold:
The Master Plan was stale, not taking into account the vibrant and changing community Englewood is and to meet the 21st century problems and opportunities.
The existing Plan does not make the community and its tax base stable and sustainable for the long term.
Bringing nationally recognized professionals to undertake a historic, community based approach to the new Master Plan.
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THE MASTER PLAN 2/3 Together with our Professionals
Brown and Keener and Regional Plan Association, the City is developing a plan that will be multigenerational.
The Community based approach ensures that all facets of the Englewood are represented, from residents, to merchants to clergy and more.
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THE MASTER PLAN 3/3 The process is going on right now
with public hearings being held.
NEXT MEETING – October 22nd @7PM at Ahavath Torah.
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LOBBYING THE STATE 1/3
As you just heard from Professor Caprio, the control of our local budget is not only pervasive but also is leading us down a destructive path.
Lobby the State more effectively for positive change and join together with other municipalities to do so.
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LOBBYING THE STATE 2/3
Together with other Bergen County Municipalities, we can lobby for: Light Rail Infrastructure for North
Jersey A Moratorium on draconian
cuts to municipal aid. A Statewide Economic Policy
Plan
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LOBBYING THE STATE 3/3
A Statewide Economic Policy Plan The State does not have an
effective economic policy plan, there is a lack of focus on establishing true economic policy to generate jobs from the bottom up.
The Plan can be coordinative sewing together the strengths of all NJ’s municipalities, Counties and regions.
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DEVELOPMENT OF LINCOLN SCHOOL Lincoln School sat dormant for years
heading into the 2008 financial collapse.
There was no opportunity post-2008 with the freezing of capital and credit markets.
2012-2013 is a new day for the Lincoln School but short cuts will not be taken with its redevelopment . Its future is tied to the Master plan.
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RE-ENGINEERING THE CITY’S ENTERPRISE ZONE
An EEDC initiative to re-energize our enterprise, commercial and industrial zones.
Work with the State Economic Development Authority (NJEDA) in order to capitalize on the new decade of jobs in high tech, bio pharmaceuticals, laboratories, etc.
Also to leverage our proximity to New York City.
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JAMES STREET AND SHOP RITE Accomplishing two parallel goals, creating a
strong community and enhancing the economic development of the City.
James Street will have 11 single family homes, owner occupied.
Shop Rite Expansion of the current market. The Master Plan recognizes the need for a central shopping area with national brand stores. At a time when many national supermarket chains
are declining, this is one that is willing to expand in Englewood.
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CREATION OF OPERATIONAL EFFICIENCIES We have continued to institute a plan to maximize operation efficiencies, including without limitation to:
Creation of a Debt Amortization Plan. Turning Liberty School into a performing asset. Continuing enhancement of the new deferred maintenance program on City Buildings
and roads. Merger of the Emergency Medical Services into Englewood Hospital. Merging the Police Department and Fire Department dispatch operations. Incorporating the Boys and Girls Club into the management of the Wright Arena to
greatly enhance services. Bring YWCA and Boys and Girls Club into the city to enhance services. Improvement of Parking areas city wide. Reducing Costs of operation of parking garage through utilization of technology. Reorganizing the permitting process to go paperless and electronic. Continue reduction of City workforce where it makes sense. Improvement in Human Resources and training of workforce. Replacement of antiquated phone system and equipment. In consultation of shared services with neighboring municipalities. Adopted the Recommendations of the Mayor’s Commission on Budget and Finance
Report of June 23, 2011. Reconstituted the successful Mayor’s Commission on Budget and Finance with a new
mission.
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RECOGNITION OF OPERATIONAL COSTS We can’t run from issues – hard choices
will have to be made between the costs of labor and the cutting of critical services.
Labor cost currently reflect the revenue structure of a booming economy and do not take into account the new reality of a coming municipal tsunami.
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ENGLEWOOD ONE COMMUNITY We are One Community. Diversity is our Strength. To continue to deliver the services our
community needs we must prepare ourselves to make the difficult choices ahead.
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THANK YOU.