Platform: Fiscal Management and Property Taxes | Redeveloping and Revitalizing Downtown | Governing with Respect and Transparency | Supporting Excellence in Education | Supporting Public Safety | Supporting Recreation, Cultural Affairs, Open Space, and Historic Preservation
Fiscal Management and Property Taxes
- Establish timely, zero-based operating budget process with monthly re-forecasting, based on actual expenditures, and quarterly reviews.
- Established in-depth, detailed budget process encompassing all departments and multiple budget workshops, as well as regular monthly financial reviews.
- Scrutinize and reduce spending across all departments
- Ensure maximum efficiencies are achieved
- Continue in depth, detailed budget process with citizen involvement.
- Evaluate alternatives for delivering municipal services, including sharing services, regionalization, in-sourcing, and outsourcing.
- Re-established Shared Services Committee and created citizen-driven Shared Municipal Services Advisory Committee with Maplewood.
- Established shared electronics recycling with Maplewood.
- Outsourced Village Finance staffing.
- Outsourced vehicle maintenance to Maplewood.
- Jointly studied with Maplewood and School District shared recreational facilities.
- Asked by Maplewood to provide shared service proposal to provide inter-local recreation services.
- Considering proposal received from Maplewood to provide Municipal Court facilities and joint Violations Bureau.
- Actively discussing providing Animal Control services to Maplewood.
- Joint agreement with Maplewood to outsource large turf lawn cutting.
- Unifying recycling ordinance with Maplewood to enable future shared services.
- Continue to work with Maplewood, School District and Seton Hall to explore and act on opportunities for cost savings.
- Develop five-year plan and capital budget based on assessed lifespan and condition of major capital assets, infrastructure, and prioritize based on anticipated needs.
- Completed five-year plan and capital budget based on lifespan and condition of all capital assets and infrastructure. Priority set by condition and available, budgeted capital.
- Undertook architectural and engineering study as precursor to updating and renovating Village Hall, Public Works garage roof, and Baird entryway.
- Historic Firehouse expansion and renovation nearing completion, equipment now on-site with staff move-in anticipated by early-Summer 2009.
- Prioritize capital investments based on recently created capital asset inventory.
- Manage Village's record debt burden to minimize bond transaction and funding costs.
- Continually review and refinance outstanding debt to reduce funding costs; recent Bond Anticipation Note refinanced at under 2%
- Control debt, ensure appropriate bond expenditures and maintain fiscal responsibility.
- Improve efficiency and effectiveness of government through expanded planning and use of information technology.
- New emergency alert and public notification system installed to leverage e-mail, text messaging, and phone.
- Expanded use of online video access of important Village meetings.
- Established online Police Blotter to ensure accurate, timely communication.
- Pending and new ordinances now available online.
- Bifurcated Public Information Committee into Cable TV Committee and Public Information & Marketing Committee to improve focus.
- Board now completely accessible by e-mail.
- Implement and communicate features of new emergency alert and public notification system.
- Leverage improved Village website and other online media to increase frequency and quality of communication with the public.
- Install disciplined project management across all aspects of Village government to establish and communicate project objectives, costs, and realistic timelines.
- Monthly Village project status reported posted online.
- Internal department monthly status and grant reporting.
- Detailed project plan tracking for significant infrastructure projects.
- Continue to implement and improve critical project management skills for Village staff to ensure timely and cost effective delivery of projects.
- Aggressively identify and manage public and private sector grants tied to South Orange's unique qualities and assets, including its historic residential and business districts, Transit Village designation, "smart growth" potential, cultural, recreational, and natural resources, and commitment to public safety.
- $666,180 in grants RECEIVED:
- $162,500 Green Acres Grant for River Project
- $22,180 NJ State Council for Arts Grant for Pierro Gallery
- $210,000 NJ DOT Grant for Pedestrian Bridge by Swimming Pool
- $260,000 DOT Grant for improvements to Raymond Ave
- $11,500 US DOJ Grant for License Plate Reader
- Additional $455,000 in Grant applications currently pending:
- $25,000 DEP Grant
- $125,000 HUD CDBG Grant
- $70,000 CDBG Grant
- $225,000 Essex County Open Space Grant
- $15,000 ANJEC Grant - Requested $9 million in Federal FY2010 Appropriations for infrastructure improvements
- Continue to aggressively identify and pursue public and private sector grants.
Redeveloping and Revitalizing Downtown
- Develop a comprehensive long-term vision for the Village and plan for downtown, aligned with New Jersey's Smart Growth initiative.
- Vision Plan now well underway, based on extensive community input and feedback and the professional resources of The Cecil Group, a planning and design firm.
- Review & Refine Vision Plan Recommendations from Cecil Group
- Begin preparations to act on recommendations as economy improves, while putting in place infrastructure and zoning/planning changes now to both attract and accommodate growth
- Implement near-term solutions to get stalled redevelopment projects on track and improve the appearance of South Orange's downtown.
- Eden Gourmet Marketplace & Café and parking deck opened Spring 2008; The Avenue mixed-use development on Vose Avenue well underway; and, Renaissance Plaza at West South Orange Avenue and Church Street received Planning Board approval in 2008, with construction pending.
- New stores opened:
- Eden Gourmet Marketplace & Café
- Mia Cosa Bella
- Fusha Home Accent
- Designer Loft West
- Kitchen a la Mode
- UPS Store
- Bonte Waffle
- Village Trattoria
- Cheeks
- New Great Wall
- Jesse's Shear Genius
- Robyn Ross
- Sparkhouse Kids
- Grade A Goods
- Rita's Water Ices
- Pam Dance Studio
- Yama 7
- Spa Lady
- Lalibela
- Little Stages Child Day Care
- Calapaz Fabrics & Accessories
- State Farm Insurance
- Allstate Insurance
- Tina Louise Couture
- Island Life Café
- Village Babies Development Center
- Retained Ambiance Jewelry and Hot Bagels Abroad.
- While Beifus site is in foreclosure, Village has replaced unsightly construction scaffolding with new fencing, while awaiting legal outcome.
- Work with new and existing businesses to increase South Orange's economic base and shopping opportunities
- Expand outreach and marketing to quality stores and businesses to become the best choice in the area to locate a business.
- Utilize experienced, professional redevelopment management and legal counsel.
- Utilizing professional planning and design firm, The Cecil Group, to formulate redevelopment vision and hired new Village legal counsel with redevelopment experience.
- Continue to utilize experienced, professional redevelopment management and legal counsel.
- Replace favored "designated developer" giveaways with open, multi-bidder Requests for Proposals.
- Rescinded "designated developer" status for Candlewyck Properties (Beifus) and Millennium Properties (Valley/Third Streets). South Orange Development Committee developing multi-bidder Request for Proposal (RFP) template for all future Village redevelopment initiatives.
- Utilize multi-bidder RFP for all future redevelopment initiatives.
- Protect Village's interests by working with multiple developers for large parcels, not putting all our "eggs in one basket."
- In addition to rescinding prior designated developer resolutions, Board remains committed to an open, multi-bidder RFP process.
- Utilize multi-bidder RFP for all future redevelopment initiatives.
- Enforce strict development standards, guidelines, and timetables for all developers.
- South Orange Development Committee RFP template for all future redevelopment initiatives will include strict development standards, guidelines, and timetables for all developers.
- Enforce strict development standards, guidelines, and timetables for all developers.
- Develop and implement design and environmental standards and guidelines for downtown development.
- The Vision Plan now underway will include design and environmental guidelines for downtown development.
- Work with the Planning Board to review & implement guidelines recommended in Vision Plan by Cecil Group.
- Establish downtown management organization to jumpstart business recruitment and economic development.
- Board continues to support Main Street South Orange whose Economic Development Committee focuses on recruiting, guiding, and retaining local businesses.
- Continue supporting principle that successful downtown improvement districts should be driven by commercial property and business owners, not forced upon them by the government.
- Create and implement comprehensive plan for parking, traffic management, and transit alternatives.
- Established South Orange Transportation Committee to address traffic congestion and local transportation issues.
- Vision Plan includes a review of parking and traffic conditions with supporting recommendations.
- Working with Parking Authority, increased resident commuter parking by 142 resident commuter parking spaces (77% increase)
- Review and refine recommendations of Vision Plan by Cecil Group and Transportation Committee recommendations to implement a comprehensive plan for more parking.
- Continue to explore public-private partnerships to expand commuter parking.
Governing with Respect and Transparency
- Maintain highest ethical standards in all aspects of governing to restore public's trust.
- All Department Heads and Board completed N.J. Local Ethics Board ethics training from NJ Division of Local Government Services Local Finance Board
- Continue maintaining highest ethical standards in all aspects of governing to restore public's trust.
- Conduct all public meetings in a respectful, orderly manner, based on rules of order.
- All Board meetings are conducted professionally and strictly adhere to the N.J. Open Public Meetings Act. Draft agenda posted online, in advance. And, all Executive Sessions conducted after public sessions, out of respect for the public, with public disclosure of agendas.
- Continue conducting all public meetings in a respectful, orderly manner, based on rules of order.
- Treat all residents, students, and Village employees with respect and dignity.
- The Board strives to treat all residents, students and employees with the utmost respect and dignity.
- Continue treating all residents, students, and Village employees with respect and dignity.
- Solicit, encourage, and accept public and employee input.
- Open, informal "Town Hall" meetings conducted quarterly to solicit community feedback on any matter of interest or concern.
- The Board strives to ensure accessibility to the public and employees, and welcomes formal and informal input and feedback at all times.
- Continue soliciting, encouraging, and accepting public and employee input.
- Implement Employee Suggestion Program.
- Provide timely, easy access to accurate information about the Village and its operations.
- Routine, monthly updates provided regarding all Village initiatives; major project listing updated online.
- Continue providing timely, easy access to accurate information about the Village and its decisions and operations.
- Hold Village government and employees accountable to the public.
- Board responds to all inquiries and complaints from the public.
- All Department Heads instructed to perform professionally with complete accountability when serving the public; continuing efforts to strive for immediate responses to public inquiries.
- Continue holding Village government and employees accountable to the public.
- Implement stringent "pay-to-play" restrictions for all Village contractors.
- Adopted among the strictest anti-Pay to Play ordinances in N.J. to limit influence of political contributors.
- Maintain strict adherence to recently enacted anti-pay-to-play ordinance.
- Set terms and conduct performance reviews for all South Orange appointees.
- Implemented periodic RFP's for all appointments, including all attorneys and consultants (e.g., planner, risk manager).
- Continue conducting performance reviews, tied to established terms, for all South Orange appointees
- Implement timely, periodic performance reviews for Village employees.
- Established performance review cycle and process.
- Complete search for professional assistance to conduct performance reviews and implement timely reviews.
- Improve dialogue with Maplewood, other neighboring towns, and Essex County.
- Re-established Shared Services Committee and created citizen-driven Shared Municipal Services Advisory Committee with Maplewood; opened routine dialogue between governing body members, especially through joint matters regarding education, youth services, sharing services, and environmental sustainability.
- Established open dialogue with other neighboring towns leadership of matters of joint interest, including shared services, public safety, and transportation.
- Build upon recently formed shared service relationship with Maplewood and build new relationships with other neighboring towns and the County.
Supporting Excellence in Education
- Establish a meaningful education dialogue with the Board of Education and Maplewood, including quarterly reporting from the Board President.
- Routine dialogue with BOE President and members to proactively address Village-School District opportunities and issues.
- Designation of BOE representative to South Orange
- Continue holding routine dialogues with BOE president and establish periodic reporting to the BOT.
- Reinvigorate South Orange's commitment to the BOE Liaison Committee and Board of School Estimates.
- Active participation in monthly BOE Liaison meetings, with Maplewood and School District representatives, to understand and proactively address town-school district opportunities and issues.
- Continue active participation in monthly BOE Liaison meetings, with Maplewood and School District representatives, to understand and proactively address town-school district opportunities and issues.
- Explore ways to support the school district with South Orange's, Maplewood's, and Seton Hall University's resources.
- Jointly studied with Maplewood and School District shared recreational facilities.
- Discussions initiated to expand large turf lawn cutting outsourcing to encompass School District.
- Seton Hall University student volunteers now supporting after-school programming.
- Seton Hall University selling quality, used IT equipment to School District at tremendous discount
- Continue to explore additional ways to further support the school district with South Orange's, Maplewood's, and Seton Hall University's resources.
Supporting Public Safety
- Support expanded traffic enforcement, especially in residential neighborhoods.
- Worked with numerous neighborhoods to utilize speed-detection trailers, signage and targeted enforcement to reduce speeding.
- Implemented restriction on all-day commuter parking on residential streets in front of homes.
- Continue supporting expanded traffic enforcement, especially in residential neighborhoods.
- Establish downtown policing strategy responsive to increasing evening pedestrian activity from SOPAC and nearby restaurants.
- Worked with the South Orange Police to establish evening foot patrols in vicinity of SOPAC and Sloan Street.
- Continue evening foot patrols downtown.
- Address each neighborhood's specific concerns and implement suitable changes to meet their needs.
- Established "open door policy" at Public Safety Committee where residents from every neighborhood have come forth to share specific concerns.
- Established Neighborhood Watch programs to meet specific neighborhoods' concerns.
- Continue "open door policy" to allow residents to share concerns within their neighborhood or across town.
- Develop and implement plan to address police, fire, rescue squad, and public works facilities and equipment needs.
- Developed comprehensive project plan for remaining tasks to complete Firehouse construction.
- Purchase brand new Fire Truck pumper; which is being manufactured.
- Began inclusion of Rescue Squad Captain into Public Safety Committee meetings for the first time.
- Participated in several "ride-alongs" with Police Chief to understand first-hand the challenges faced by our Police Department.
- Complete Fire Department move-in to renovated and expanded Firehouse this Summer.
- Continue to explore shifting of Court and Violations Bureau to Maplewood facility to allow for Police Department expansion.
- Continue to explore replacement of DPW garage roof, outfitted with solar panel array.
Supporting Recreation, Cultural Affairs, Open Space, and Historic Preservation
- Develop a comprehensive vision and plan for recreation and cultural affairs, including meeting the needs of students and senior citizens.
- Joined efforts of Recreation and Cultural Arts Advisory Board with Board's Recreation, Cultural Arts, and Library Committee.
- Created Senior Citizens Advisory Committee.
- Review the Village's approach to arts funding and programming at the Baird and at SOPAC while requiring fiscal and legal oversight as a proviso of additional funding
- Establish taskforce to explore creation of non-profit South Orange Arts Council
- Implement recommendations of Senior Citizens Advisory Committee to help senior citizens with things such as transportation and shopping needs.
- Coordinate with greater efficiency recreational resources and athletic programming with Maplewood and the Board of Education.
- Jointly studied with Maplewood and School District shared recreational facilities.
- Asked by Maplewood to provide shared service proposal to provide inter-local recreation services.
- Promoted joint facilities scheduling between townships and School District athletics directors.
- Review & explore Maplewood's proposal to provide shared recreation services.
- Continue to promote joint facilities scheduling between townships and School District athletics directors.
- Support development of a community-based arts and cultural plan to showcase our community's diverse talent and address its interests.
- Joint participant with Seton Hall and SOPAC in Community Cultural Arts Planning Committee to establish cultural arts plan for community.
- Continue joint participation with Seton Hall and SOPAC in Community Cultural Arts Planning Committee to establish joint cultural arts plan for community.
- Develop a comprehensive vision and plan for open space, land use, and historic preservation.
- Re-activated Municipal Open Space, Recreation, Farmland, and Historic Trust Fund Committee; tasked it with recommending properties for acquisition under previously dormant $1.25 million Green Acres grant.
- Continue to support Open Space, Recreation, Farmland, and Historic Trust Fund Committee and its recommendations for open space, land use and historic preservation.
- Begin construction on the second, major phase of the River Greenway Project and bicycle and pedestrian path.
- Utilize Open Space Trust funds to acquire, improve, and maintain open space, not back-fill operating and capital budget gaps.
- Adopted Municipal Open Space Committee's recommendation for selective property acquisitions.
- Submitted applications and appraisals to N.J. DEP Green Acres Program.
- Continue to explore opportunities for expansion of recreational spaces and opportunities including an added field.
- Continue to utilize Open Space Trust funds to acquire, improve, and maintain open space, not back-fill operating and capital budget gaps.
- Create public-private partnerships to restore, preserve, and manage historic assets.
- Old Stone House Advisory Task Force established.
- Board approved pursuing working group's recommendation to convey with title restrictions for third-party historic rehabilitation.
- Pursue Conveyance of Old Stone House to a third-party to relieve taxpayers of the responsibility for restoration.
