This past Saturday morning the Council heard the last presentation in the budget “hearings.” As in prior presentations, departments outlined some expenditures, and salaries, and tried to categorize the services they provide, separating “critical” services from other.

As part of this budget process, I had hoped for a series of committees to review various aspects of town expenses and revenues, with an eye to significant change, both on the spending and revenue side of things. The Board of Education successfully did this and indeed, the day after we concluded 2010 municipal budgeting I tried to institute the same procedures with the Municipality, to no avail.

We did form a single, Operating Budget Advisory Committee, and they have been trying to put together specifics for going forward, but it appears to be slow going for them. They have yet to present their report, but are planning on doing so on the 8th of March. Given that the Council must vote on the introduced budget before March 11th it is unlikely the Council will be able to incorporate any specific changes they might suggest, in time. They are a very talented, and very hard working group. We should find a way to take advantage of their expertise, this year.

The budget has been difficult to handle. I come prepared with a “corporate” mind set to analyze expenses and revenue. To look at variances and to forecast. The form of the data this — and probably other municipalities have — makes this extremely difficult. On the salary line alone, for example, an individual might do work for multiple departments. Or, as it turns out, an individual might do work that can be “charged off” to debt, e.g. the town engineer working on a capital project. And looking at individual departments total spending on salary and wages, for example, and trying to make sense of a trend means nothing when you don’t know how many people have been in the department over the years. Or if a function within a department has been “spun off” with its accompanying expenses and personnel.

One thing that does come through is the need for data, and management reports. Both Councilor Murnick and I had discussed with the prior manager the need for additional high level staff within finance. Not only did that not happen, the finance department lost one member (and then lost the CFO). In order for analysis to be done someone needs to do it.

All this being said, here’s what stands out from Saturday:

Councilor Baskerville spent considerable time encouraging the Manager to look at reorganization. I concur and asked specifically whether, for example, the number of directors could be reduced. In particular, in years past, both Community Services and the Water/Sewer Utility were one department with one director. As we remove some responsibility from Community Services, e.g. outsourcing of parks maintenance, perhaps it even makes more sense now.

Councilor Baskerville and indeed the Council spent over an hour on the Recreation Department. There seems to be strong feeling that it could be “outsourced” to a non-profit. I don’t see how, but see no harm in the suggestion, i.e. issue an RFP for an organization to run the recreation department, as a non-profit entity.

Recreation presented both programs, and expenses. We are, in effect, subsidizing activities (expenses less fees) to the tune of $400,000. Our fees are dramatically lower than surrounding towns for a broad range of activities. Suggestions were made to reduce/eliminate the “subsidy.” Council members are against raising fees. I am not. I think this a better solution than outsourcing.

Code enforcement discussed their role in correcting code infractions. While almost 2,000 “warnings and other notices” are issued, summonses amount to approximately 400, or $40,000. Two of the five enforcement officers are being let go. The Director made a fine presentation pointing out that what the Department does involves much effort, and results cannot be measured in fines. Code enforcement also has responsibility for the Environmental Department. The Mayor explained how this has brought in significant grant money and is an integral part of who the town is.

The Fire Chief presented, and raised extreme concern over the number of fire fighters that are being planned to be let go, and the possible endangerment to the Glen Ridge contract which is worth almost $1MM in revenue to the Town. That contract is up for renewal. I suggested outside consulting help be brought in to see whether additional efficiency could be accomplished with the Fire Department. The Chief says this has already been done, and offered to send me the report. I eagerly await it as the Chief says the report confirms we are currently operating as efficiently as possible and, indeed, should have even more staff. Continue Reading