Are we ready? >> Yep, we're ready. Council President, I'll begin with the Open Public Meetings Act. >> I would like to advise all those present that notice of this meeting has been provided to the public in accordance with the provisions of the Open Public Meetings Act and that notice was
published in the city website. Copies were provided in the Bergen record and also placed on the bulletin board in the lobby of city hall. Written objections, if any, should be made to city clerk. If we could rise to >> pledge allegiance, please.
>> I pledge allegiance to the flag >> of the United States of America >> and to the republic for which it stands, one nation under God, >> indivisible, indivisible, liberty, liberty, and justice for all.
Okay, roll call. Councilman Cohen >> here. >> Councilman Firestone. >> Councilwoman Fischer >> here. >> Councilwoman Immus >> here. >> Councilwoman Lac.
Councilman Preszano >> present. >> Councilman Cano >> present. >> Councilman Russo >> present. >> And council president Ramos >> present. We have a quorum. we start >> we're going to start with director Brown. Uh director Brown, we're looking
for a little bit more uh being concise tonight. Uh and we'll take it from there. So you could uh start we'll have the same format from last night. Let director get through their presentation and we'll do questions from members of the council.
>> Council President, uh Council L has joined us. >> Okay. Thank you. All right, Dr. Brown. Floor is yours. >> All right. Thank you, Council President. Uh concise I can be. Uh so, good afternoon. I'm Chris Brown, the director
of community development here with the city of Hoboken. Uh here to give you the annual budget presentation uh for the department of community development. Uh this is my eighth budget presentation. So, it's always an honor u to to be in this situation and and and presenting uh
the department's um uh stats and and and budget lines to you all. So, just a quick overview, uh community development has five separate divisions. housing division which contains the rent control office and our housing inspectors. Uh the zoning office, planning board and
zoning boards, the construction code office uh which recently we we which was recently added to community development in 2026 as part of the city's overall uh organizational restructuring and the community development off the community
development office which contains our planning division. Uh so I look forward I look forward to this annual presentation every year uh because I get the opportunity to express in public how incredibly fortunate I am to be surrounded by the staff that we have
here in city hall in community community development. Uh so we're a small department but the impact that our staff makes on a day-to-day basis is exponentially greater than our numbers. And I'd like to take this time to acknowledge everyone on my team. So from
our clerks to our division heads, you all are appreciated and go team. All right. So here is an organizational chart showing the breakdown of those five divisions uh that I just mentioned. Altogether, we're a small we're a small
department uh only 22 current employees. The Office of Community Development is our planning division with myself and two planners for a total of three people. Those two planners focus on a range of items including affordable housing, our community development block
grant program, assisting transportation with vision zero and bike share and in our bike share program. uh managing the public school trust fund program which is funded through new pilots tracking cannabis revenues providing technical assistance to the whole book business
alliance and redevelopment planning over the past couple years we've been able to prepare redevelopment plans for the CVS site and garage B and house because we have two incredibly talented planners on staff. Uh the housing division is made
up of six total staff members, two rent regulation officers, two clerks and two inspectors, all of whom are located in the multi-ervice center. Uh our rent regulation officers carry out the functions of chapter 155 rent control and have done a tremendous job increasing the number of properties in
town that have registered under rent control, which uh with with also providing customer service to the many landlords and tenants who visit the office uh every day. Our housing inspectors continue to carry out statemandated lead inspections and are
on call to respond to any residents who are either living in or witnessing housing conditions which violate state code. Uh the planning board, planning and zoning boards are staffed by a board secretary who also serves as the secretary to the cannabis review board
and who is a tremendous asset to the city. And the reason why meetings the reason why we have meetings carried out and scheduled and applications and applications that are approved are denied and not challenged for deficient notices and property owners receiving their maintenance bonds without
significant delays. It's because our board secretary in my opinion she's the best in the state and uh the zoning administration line is our zoning office which is headed by our zoning officer and staffed with two other employees one clerk and one assistant zoning officer.
Uh the historic preservation is housed within the zoning office and uh our zoning officer is the administrative officer to the board and the zoning office clerk serves as the secretary at those HPC meetings. Our zoning officer
is also our flood plane administrator which is which is required as we're a national flood insurance program community and keeps a database of all flood plane certificates and permits for properties located within the flood zone. The zoning office also manages all outdoor dining permits. Uh and the
zoning office manages a significant work workflow and it's a credit to that division for operating at such a high level with such a small crew. Uh the construction code office contains our construction code official total of
five sub code officials fire protection electrical elevator building and plumbing. Uh a technical technical assistant and two clerks. Uh the 2022 2026 budget anticipates hiring a deputy construction code official which you'll see in the organization chart listed
just below the construction code official. Uh for context, we all acknowledge this is an extremely challenging budget year and we're not including this additional hire as a as a nice to have position. The construction office is a revenue generating division and we feel it's important in an ever
growing city to have another set of eyes and hands in that division to help with the ongoing demand for permits and inspections and to keep the department moving when the construction code official takes time off or god forbid they have to take some kind of extended leave. Uh so the construction office,
it's a critical city division and in a few slides you're going to see that the department generates a significant amount of annual revenue for the city uh for a city that's growing more and more every year. So in summary, that's 22 current total staff members or 23 if the deputy construction court official is
funded in the 2026 budget. So here are the numbers behind the organization chart. Again, these five divisions account for a net gain of one employee, which is the result of a deputy construction code official being
included in the 2026 budget. In 2026, community development is approximately 1% of the city's overall budget. Our year-over-year budget change was an increase of 1%, which is as close
to flat as one can get. So, we're at that 1% mark due to cuts in the cuts in OE lines for redevelopment, planning board, and the housing division. So, this slide shows a breakdown of each
division's year-over-year total budget between 2005 and 2026. The decreases in the division of housing, planning, board, and redevelopment expenses are all due to cuts in OE. Uh increases in community, community development,
zoning, and the construction office all reflect increases in contractual obligations, and the addition of a deputy construction code official in the 2026 line. The increase in the zoning board of adjustment line is due to 2025 actual or actual 2025 expenses which are
largely driven by legal fees which accounted for more than half of that 2025 budget line. Uh so you'll and then you'll see that there's the inclusion of the master plan. Our master plan line increased from 1,000 to $10,000
which is a small amount but a fairly large percentage. uh we need to have a marginal amount in that line because we need to start the process of re-examining our master plan. Under under the municipal land use law, master plans need to be prepared or reexamined every 10 years. Our last master plan,
which was an award-winning document, was adopted in June 2018. So, at the end of 2026, we'll be 18 months away from the statutory time frame. Within the next few months, we'll need to coordinate with the planning board to gauge the direction they would like to take with
preparing the the master plan document. At the $10,000 line provides some flexibility with potentially awarding a contract towards the start of 2027 and to jump start the process with enough time to make that 2028 that time frame,
which is consistent with the time frame that we um used to prepare the our previous master plan. Uh so we're imagining the scope of this m this next master plan document may include elements for both community facilities
and educational facilities. Please note uh per the municipal land use law the educational facilities plan element incorporates the purposes and goals of the long range facilities plan as prepared and submitted by the school district. All right. So again, and you
know, in summary, all of these different budget lines, they all equal out to 1% a 1% total year-over-year increase for the department. Moving on, this slide shows the breakdown for all of our lines split between salary and wage and operating
expenses. So the decrease in the housing division in housing division housing division salary and wage from 2025 adopted to 20 between the 2025 adopted line to the 2026 introduced line is the
result of moving of the removal of an employee that was on long-term administrative administrative leave. Otherwise, increases in community development, planning board, zoning, and construction code salary and wage represent contractual increases for OE
or operating expenses. You'll notice decreases in community development, housing, planning board, and redevelopment. Historic preservation and zoning office OE remain the same while there were increases in the zoning board of adjustment and construction. The
increase in the zoning office OE is to reflect the amount expended in 2025 as I stated before. Um, and the majority of our 2025 20 of our um 2025 zoning board oe was comprised of legal fees. As as uh you may recall, there was an appeal to the
city council last year for an application that was approved. Um and uh and and along with other outstanding cases and settling our long-standing affordable housing litigation for the 54 affordable units
that have been outstanding over the last 15 years. Uh, the increase in construction reflects $35,000 in the maintenance and repairs line for the demolition of 1319 Park Avenue and a $38,000 increase in construction code
health benefits, which is a line that is eventually reimbursed to the state. Uh, there was also a an $8,000 increase in the general expense line, which was added due to a late 2025 expense that turned out to be a one-time expense and will not be recurring. So that's the
savings in the construction code office OE that will be reflected in the final introduced budget $8,000. All right. So the following pie chart provides a better visual of how the different divisions comprise community
development. So in size order, construction makes up the largest share of the department, followed by the housing division, then community development, then zoning. Our salary and wage and operating expenses are fairly even with 49% of our budget being
comprised of salaries and wage and 51% being OE. So, the city released a municipal budget survey a few weeks ago which asked residents to weigh in on what services and initiatives they would be comfortable being uh being introduced to
generate increased revenue. It also asked if if the city would consider cuts to the redevelopment budget and or should the cons should should the cons should the city consider cuts to the redevelopment budget and if the city should conduct planning studies in house instead of using outside consultants. Uh
the slide shows that the majority of residents stated support for increasing fines for construction code violations, regulating short-term rentals, and increasing the hotel tax. The majority of responses supported uh cutting the redevelopment budget and signaling and
they signal support for city staff conducting planning studies inhouse. Uh this slide demonstrates revenue collected in 2025 through the various divisions within community development, construction, planning board, zoning board and uh planning board, zoning
board and zoning office fees generally and and I'm sorry within community development cons uh within the within the department of community development construction planning board zoning board and zoning office fees generally fluctuate yeartoyear uh depending on the
level of activity those offices experience through external demand. Uh, I also want to take this time to highlight the $269,124 collected in rent registration fees, which represents the fee that property owners pay the city annually to register
their properties under rent control. The chart on the right side of the slide tells the story of the work performed by the people behind the scenes and the rent leveling and stabilization office. So, you'll notice that the fees collected nearly doubled between 2023
and 2024, which was the result of an ordinance change, which increased the fee from $25 per property, no matter the scale of the building, was a flat fee, to where it's at now, which is $50 per property, and $10 or $15 per unit, depending on
whether the building contains less than or greater than nine apartments. Uh the increase in total fees collected isn't just because of the rate change. In 2023, 13,358 properties registered on the rent
control. 2024 that number was 1767 and in 2025 it was uh 1,888. As many of the council members here tonight will recall, the city began collecting development fees on certain types of new development in 2019.
And as part of an ordinance was we adopted an amendment to the affordable housing ordinance. And since that time, we've since collected a total of approximately $2.4 million into our affordable housing trust fund. Uh the city can use these trust fund dollars to pay for qualified expenses as approved
through our court approved spending plan. So, we've used the affordable housing trust fund to assist 11th and Willow with various architectural engineering expenses such as incorporated incorporating uh an an NHSA required subsurface storm water detention system in their building plans
as well as paying for various types of affordability assistance for qualified households and covering the contract for affordable housing for our affordable housing administrative agent. The process of collecting development fees and confirming qualified expenditures is
managed by the principal planner in community development. And we also use our affordable housing trust fund to fund our housing rehab program which provides interest free loans um to certain types of home repairs that are
forgiven after units are kept affordable through a 10-year deedestriction. So, these loans, which are they're essentially grants, start at a minimum of $10,000 to a max of $24,000. Continue on the revenue side. Uh, this slide provides a summary of community
benefit payments that the city has negotiated and can reasonably expect for or can expect for several upcoming projects. Uh these payments are generally earmarked in East Development agreement for public purposes that are tied to the area and that the project uh
that tied to the area that their project is located within. So 931 Madison, 38 Jackson, and 1404 Willow, they're at the top of the list. They're formatted in bold as those buildings are on track to open this year and they would be required to provide the balance of their
community benefit payments to date. So, as an example, the $800,000 um in the 38 Jackson redevelopment agreement that will be used to offset expenses incurred for the Southwest Park expansion at block 10. The public
parking revenue collected by way of the municipal parking garage on the south side of 15th Street between Park and Willow could be used by the city on an annual basis as general revenue. We haven't sorted out the details of the garage. We're still we're still working
on that um as we speak, let alone what the rates would be. So, I'd rather not speculate in public what the annual revenues would be to the city. But the main point is that in the future when everything is built out, it would be a significant it will be a significant revenue source of in future years to
come those 275 spaces in the garage. All right. So this slide represents the municipal share of tax and pilot revenues that we project to receive over the next 6 years. Projects listed here are all approved via the redevelopment
process and have all been approved at the planning board. 15404 Willow 921 Madison 38 Jackson are all anticipated to be completed in 2026. And based on project schedules, we're anticipating around a quarter million
dollars in tax revenue this calendar year. That number grows to a million dollars in 2027 as the first three buildings become fully occupied. And the Elor and Elore site one building and and then as Elcore site one building comes online. Uh by 2031, the projected tax
revenue from all of these buildings being constructed and occupied becomes $5.3 million. I didn't have the space on the slide for 2032 uh which would have included the pilot for 1300 Jefferson in the western energy development area. That that project along with um the
appreciation from all these other projects on a year-to-year basis would bring the total annual revenue to $6.6 million in 2032. And just a note, there's a bunch of other redevelopment projects that are not included on this list um as they haven't fully gone through the planning board process or they're stalled for
various reasons in the development pipeline. Those projects are 1417 Adams, the four Rockefeller sites which were adopted in uh in December, 930 Monroe in the western edge, block 112 north or known as 1330 Jefferson, uh 1200
Madison, which is block 106 in the western edge redevelopment area, and the proposed hotel at the post office site. And also note this does not include the smaller scale projects that continue to move through the municipal land use process by way of planning boards and the planning board and the zoning board.
So then you're thinking of 13 third in Washington, 301 Madison, former Malibu Diner at 14th Park and 1301 Willow which was just approved at the zoning board uh earlier this week. So I say all this to make the point that um these development
projects generally take a long time to move through the process from concept to construction but there will be a positive impact in uh future years um the city's budget u once these buildings begin to come online
and the council president was that concise >> 20 minutes >> that is my presentation >> any council members Who would like to uh start? Yes. Have to scroll through. Any council
members? Any questions? >> Sorry, I do. Hold on. >> Counciloman Fischer. >> Yeah, Chris. Thanks. Um, thanks for this one. Just quick thing. Um, Malibu Diner is open. They should be they should have been on our tax role this year. Wells.
>> Yeah, that that's I was just I was just making the point that as these come online there that are the tax roles. >> Yeah. Great. Um so one of the things that you and I have talked about and um is that what you
what you just showed us is a crazy amount of population growth in Hoboken. How are you thinking about that strategically in terms of you know building out all of the supportive
um whether it's open space recreation like all the supportive services that we need transportation like how are you thinking about that and how are you working with other departments on that? >> Sure. Uh so we that goes back to the
idea of the master plan and sort of all these all of these initiatives that are guided by the master plan is what guides municipal growth through the through that 10ear cycle. And um a lot many of the initiatives that we're seeing today, a lot of the open space initiatives that we're seeing today were guided by the or
were mentioned or were um highlighted in the 2018 master plan re-examination and before that 2011 before that 2004. So um you know I all of these things are considered as we examine um our community on that regular
cyclical basis. Um, and I imagine that, and that's why I mentioned the I imagine that our next cycle, um, I I I think we're as we sit down and think through how we scope out, um, that that next process, I think community, I
mean, I think community facilities and education facilities are going to be um, sort of at the top of the list in terms of priorities that we need to focus on in security. >> And what about transportation? >> Oh, yeah. I mean um the last master I
mean think about the uh the bike and pedestrian master plan uh think about the Washington streetscape um uh plan that initiative that we that we undertook. I mean all these things are done in concert as a as a as a group. Um
I think we as a community uh we may be the only community in the state that is that has several planners in each department and you know we
communicate we collaborate um you know I mentioned that we have two planners we have a we have a our supervising planner is involved in um the vision in in in our vision serial committee and on um many vision serial initiatives within
within city hall within the city. Um she's also been involved in uh in implementing um or assisting with the bike ship with our bike share program in town. So I mean we were collaborative in that nature and the way that we look at things um is is is a reflection of that
as well. >> Okay. I you and I I you know I beg to differ a little on this. Um, we've increased our population by 20%. And we've not done anything with our public transportation and we were building just buildings based on a developer schedule
without thinking about the, you know, the supportive um, municipal services that we need for a growing population like open space, like recreation space, like you know, parking um, and just being able to get in and out of Hoboken.
So I I feel although I appreciate everything that falls under your department, it feels very operational and tactical and it doesn't feel strategic and and I ask that as you think about your you know plan for this year like how are you going to do
something different um other than kind of blocking and tackling on all of the the different departments that you have? I you know what I I short changed my answer and I apologize for that um because we we also have to consider the light rail right so we were the 15th
street light rail so our department um spearheaded the feasibility study that you all um had the presentation on in December November um and yes that's the first step along the way for the larger for for for implementing that
infrastructure um that is a priority for building out in the next uh in in the in the near future, I'd say, and taking those steps to making that come to fruition. Um, but the 15th Street light rail is also a cornerstone of the North End plan.
>> So, I mean, it's it something like that. That's an example of a very large um project that will take time, but um it's it's it's something that we are focused on and we are taking steps to come to fruition. So
um is there costs in your budget this year uh for that project what you showed what you just presented to us. So the next steps with implementing that project we anticipate
I would go back to the sorry I'm gonna so let's go back to this pot over here um 1 1500 Clinton 1500 grand these are the next projects in the north end to come into that are going to come online 1500 Clinton we've already
received the Tron shows community development funds I'm sorry of a community benefit payment 1,500 grand uh also 1,500 00 grand. So we've actually collected we've collected money on 1500 Clinton and 1500 grand. Um that as part of the redevelopment agreements that
money is for public purposes. Um and I uh I want to say that I I don't know if they they're for public purposes with the intent that they are for the light rails. I mean the light rail studying was paid for using 1500 grand community
benefit payments. So um you know we the north end plan was developed in a way so that the density that was approved could support the infrastructure that was needed to make that that area uh work.
Uh the the only thing additional I would say to that is and I've said this before um and I appreciate the work and I appreciate the the effort that your team has done um but I hope the next step folds in Ryan
Sharp folds in the departments in we hawkin Union City and Jersey City and speaking with New Jersey Transit they're very interested in this project but they also think it's a regional project It's not a Hoboken project and it certainly isn't a project that Hoboken should be
paying for if if in fact it is helping to assist the entire region. So although I appreciate, like I said, the work and when you think about your vision for this year, I would hope that you're able
to block and tackle like you've been doing, but really step up to a level and think more strategically about Hoboken's growth and how all of the buildings that have been approved and, you know, designed by your your department, including ones that haven't have yet garage B, another one that will add
residential density, the the the second building for Elor, the ones that you mentioned, Newman Leather at some point. Like we really need to think and it's a community development issue, right? As you develop the community, it's not developments and buildings. It's how is
our our how is our community being developed. And so having a budget and a plan that is more strategic, I think is what I would have hoped for, especially, you know, having an opportunity under a new mayor who I know is thinking like that. So, um I I guess I'd like to you
to just think about that as we go through this budget process and think about how all the pieces within the city come together around, you know, dealing with our excessive amount of growth that is before us. >> Absolutely. Thank you. I appreciate that.
>> The only other question I had actually was on the deputy construction. So, is this a is this an outside hire, do you think? Is is is it Well, I mean, I don't want to be sensitive about that, but is is that the level that you feel where the bottleneck is within the
construction department? Cuz I think they, you know, when we talk with people in that department, I think everyone feels it, right? Um that there's delays um and it's a lack of re I think it's two things. One is a lack of resources. Second is just a lack of um I think it
support um or increasing IT support in that department. So is is this deputy um level person you think is where the bottleneck is and and that should that's the only additional hire that we need?
um the only additional hire. I mean, we're not trying to we're we're we're uh I I think being as um judicious with um hiring is impossible. This still isn't uh >> not something that was not against. Um,
in terms of the bottleneck, I would say that having another um having another uh person in the office who can help manage those types of things that you're that you that you mentioned such as, you know, managing um the workflow that's
coming in, helping out with the the the with the tech with technology transitions or andor um other sort of other sort of database management um uh plugs. I think that would only be to the benefit of the department
>> and of course that person would have the experience of the construction code. They would have to be I mean we'd have to I think there's a there's a there's a there's a process of selecting. There's a process like you said of of of of making sure it's the right person that
fits into the office and and and and helps with uh that flow. Um but we think that it's necessary. >> Got it. And actually we we didn't um Thank you. I appreciate that. Um the can you talk a little bit about rent control, what the goal is this year um
both housing and rent control and whether you know and talk about having enough staff or just whatever your goals are for that department. I know it's one that is important to this administration to all of us as well as the community. Yeah, I can say that um enforcement I
think is kind of the theme of 2026 and uh we've uh I know one of our M regulation officers just sent out a mailing for condo uh for condo buildings and to um increase the registration effort more within that sphere. So I
think that the more people that the more uh uh property classes that we can get that we can reach out to that we can kind of fold it into the program I think that's to the best. Um you know it's a it's it's it is a hefty workload in the
rent reg in the rent control office and you know they they they do a phenomenal job. Um but I think that uh enforcement might be the next um frontier of which we have to take for 2026. Thank you. >> Thank you. I appreciate that.
>> Hey, Councilwoman Council Russo. Sorry. >> Thank you, Council President. Uh, director, I don't have that many questions for you tonight. Uh, but if you don't mind, could you go back to your org chart? >> Sure. >> And we were just touching on this a
little bit. Um, you know, last night I asked a director a question. about assistant directors and the answer that was given to me was either
uh mistakenly given uh incorrectly or intentionally. Uh and I don't want to speculate either way, but I'm going to ask everybody the same question from now on. Um, according to our salary ordinance,
is every one of these positions, with the exception of the deputy construction code official, um, are they all currently represented in our salary ordinance? >> Yeah. Yes. >> Okay.
>> Yes. >> And of all of them, are they all civil service titles? Is anyone working with no civil service title? >> No, they're all civil service titles. >> No civil service. Okay. Um and this is
really just for uh Director Gonzalez. Uh if director, if you could um apply those same two questions to last night's um presentations and just email me those answers, I would greatly appreciate it.
Um, the other thing was you were talking about uh revenues that are coming in. Uh, I didn't see anything in there uh pertaining to the host community agreements uh for cannabis. Is there a is there a revenue um line that we have
specifically for that? >> That was in there, Mike. 183 I think the number was. >> Yeah, that was the tax. >> Okay. I'm sorry. Yeah, I'm I'm I'm talking specifically about those agreements that the mayor has agreed to and now mayor Jabbor, I think, agreed to one as well. >> Uh there's dollar amounts that are
coming to the city of Hoboken. Are those going in your department in your line? Is that coming going somewhere else in the budget? >> So, >> yep, please. >> No, no. I'd have to check ad. I'd have to check uh I want to say that that goes
into the so where you see cannabis license fee. I want to say that that's all sort of within I I I don't want to I don't want to give you any I let me but can I get back to you on that answer? Um and and the other and and just to so the historically
>> the cannabis review board has been staffed by a planning board zoning board secretary by planning board zoning board secretary or zoning officer has been involved in um sort of the more the the beginning phases of it but it's this hasn't really been a um a function of of community development in 2026. We're
taking this on. We're consolid we're trying to you know sort of consolidate the ship a bit. Um, and we are we're we're my my staff is kind of looking into uh making sure that we are collecting
the fees and revenues that the city is um dutifully uh required to receive per those agreements. Uh so that is a priority in 2026. Um and we will make sure that um that we're that we're up to date with
all those lines. >> Yeah. Yeah. And if you could just get me the specifics, you could do that offline in an email. That's that's fine. >> Absolutely. >> I can tell you that the cannabis tax is just its own line miscellaneous revenue in the budget. It was last year. >> Yeah. And and again, I'm I'm separating
the tax, right? That 2% tax that we get from those agreements and and I don't know if we're lumping them into the same line or if there's additional line, >> whatever it may be, just kind of get me the specifics on it. I'd appreciate that. Uh, and then the last question I
had, and I'm asking you rather than asking last night, uh, from the parking utility director because I think it's going to happen more in a community development sense, but with collaboration from the parking utility,
do we have any parking garages that are uh being spoken about, any potential land sites that we're looking at? uh anything that you see in the next, you know, couple months where we could potentially uh really try to solve some
of that parking problem in in the city of Hoboken. >> When you say solving the parking problem, do you mean taking a garage and expanding it or do you would what >> potentially new garages? Uh I mean, we all have been talking about garage B, you know, and and what that looks like. We've been talking about Midtown and how
we need to kind of revamp that. I'm talking outside of the current garages that we have, especially knowing like 916 is is not, you know, not really doing well. Um, you know, there's a lot of parking that's going to probably come offline for some time. Uh, some may come
off permanently if if in fact we can't figure it out. Are we looking at other potential sites uh whether that's in a redevelopment agreement like we did with um uh up in the second ward uh or is that you know standalone um that we're
looking at specifically as a city? Uh and I I recognize that uh parking is a challenge and um it's uh it's it's a it's a um issue that we need to address. Um and
um quality as a quality of life issue. I I was I I would say that that is something that we consider and you know in in in our conversations right like we we have conversations in subcommittee about um
about development projects and the parking ratios for example and and um and increasing making sure that we're uh or maybe sort of reooking at those ratios and making sure that that those ratios being met or exceeded. Um it it's a it's a it's an issue that
we're cognizant of and um I I I don't want I don't say all options are on the table um lightly or it's just kind of to to take it off from the from the answer but I I think that without going without getting into specifics and um you know getting into sort of uh to start I I'd
rather not start getting into conceptual projects that maybe have baked or >> um you know just ideas. My general answer is we are cognizant of the issue and it's something that we are looking that we that we know needs to be addressed or um uh uh um spoken through
in our most upcoming projects. >> Yeah. Okay. Great. I and I appreciate that. And and in some of our upcoming meetings, uh I'd like to talk to you and the committee about potentially pursuing um some some options. So, um, more to come on that hopefully.
>> Absolutely. >> And that's all I had. Thanks, Council President. Thank you, director. >> Thank you. >> Thank you, Council Russo. Councilman Quantero. >> Uh, thank you, Council President. Um, I just start off overarching. Um, I I agree with a lot of what Councilman
Fischer said around, you know, approaching this from a holistic perspective. Uh, and looking forward to, you know, revisiting the master plan. Uh and there's a reason why it's revisited every 10 years or so. It's because, you know, our experience as a city changes
as as that uh plan um gets as as we build and develop in accordance with that plan and the wants needs of the community now versus 10 years ago have shifted. Also, our experiences of living kind of in this kind of congested area have shifted as well. And especially now
we're understanding the impacts of uh building volume and not addressing maybe other things. And uh and I'm not saying um there's been any malice here, but uh but I would uh encourage increased collaboration with the parking uh and
transportation department because that's all about our experience uh here uh in the city uh living here and moving around. And those are the two kind of fundamental things um that most of us deal with on a day-to-day basis. So um so definitely encourage that and look
forward to kind of working with you guys on on those things. Um some specific questions. One a little bit philosophical. Uh yesterday uh the transportation parking uh went through their budget and they are self-funded, right? They they
have a lot of opportunities for fees um parking meter fees, registration fees in addition to you know any associated uh penalties that are collected. I see you know your department also has a lot of fees. Um do you think and maybe don't
opine because I know we don't want to put you in a spot to opine but um is there a possibility of kind of either closing uh the gap and maybe breaking even if we revisit um some of our fees
uh or either in some instances where we don't necessarily want to increase fees like I wouldn't want to increase registr any more registration fees necessarily for like registration for uh rent control because we want those folks to come out and and and register. Maybe in that instance, we would increase like penalties for not uh registering. Um but
some of the construction fees, permit fees, uh similar to parking, this is a commodity, right? People want to build here. Uh people want to construct and change and develop here. So, I think we should uh take advantage of that. But anyway, if we tweak some of these fees and make some adjustments, do you think
that there's an opportunity to kind of make a uh material uh progress in in kind of closing uh any deficit you might have or or the city might have? >> Uh I mean, I think everything has to be on
the table in terms of um our fee structure. Um I know that the you know for example um visiting planning board zoning board fees um that's you know but you know you're you're it's a it's a
it's an astute point that um you know if you raise the fees and in some instances the negative externality of or the uh the negative externality of um uh uh >> discouraging discouraging Yeah,
discouraging is the right word. Thank you. discouraging some groups from from from approaching the city or keeping uh from approaching the city to register their properties or um you know uh I think it's the think of think through uh
if someone needs a permit for redoing their kitchen um you know the fee to um uh raising fee raising the permit fee for that um
you you're then going to have someone saying, "Well, this is driving further driving uh uh the the affordability issues within the city." So, like there's a balance. >> Can I just like There's like there's like bad actor fees >> for people not following our our laws
and violating those. And then there's uh the processing fees. We want we want people to redo their kitchens. We want people that affordable prices. So, we have to strike that balance between those two if that helps. >> Yeah. I I think that's helpful. And you know, I get just to kind of be able to kind of move on from this, I think I'd
say from my position, um, I would encourage revisiting fees from people who are associated with people who are, you know, operationalizing uh or developing from a perspective of
this is their business, right? Uh, versus someone who is just trying to make their home better, right? And again striking that balance and then again certainly looking at uh at encouraging the behavior we want via uh penalties um to drive them towards the behavior we want. Um
>> absolutely understood. Next uh question I have is I noticed on and this is you know out of the book of uh council Russo which I think is a a good point from uh when he brings it up
and since he didn't so I will uh on your year-over-year budget I saw some instances where um where the expenditure in 2025 was less than uh the budget in 2025 but the 2026 uh budget
uh is is on par generally with the 2025 budget but not necessarily the expenditure. Why wouldn't we in a in in a in a time when we are looking to kind of come out of the gate uh finding savings, why aren't we taking that opportunity uh to do so? Uh in this
instance, >> what what instance so I'm I'm putting up is this the slide that you're referring Yeah, like for example, um 2025 OE expended 5 top line 5,600 uh but you know it was adopted at 8,250
and we're and we're seeking to adopt it at 8,250. Why not include that at like 6,000 or 7,000 or something? So yeah, when you're talking about when we're looking at numbers like this like 80, you know, there have been other years
where that number has been exceeded or we've gotten close to that number. So um you know, we don't want to put ourselves in a situation where um that number gets reduced to say 6,000 uh in 2026. And
then um thinking of some some sort of software or some sort some some some mandatory something something that would that's a that's a that's a necessity or some uh something I'm not thinking about right now. But um
>> we don't want to put ourselves in a situation where we're going over the line in 2020 2026 uh or a future year because again 8250 has just I think been a um it's been a that's a that's also a
culmination of a bunch of different lines. >> Um so you'll have 375 in one, you'll have 25 in another, you know. So um I I'm just I'm when we're talk there's instances where we go below that number.
So housing division for example 249 you know 24 it was quarter million in 25 and we didn't hit that in 2025. Uh so we reduced it to 23. You know, it's it's a we're looking to save money wherever we
can, and we're looking to bring down our expenses wherever we can, but we also want to not put ourselves in a situation where we uh cut a little too close to the skin uh for the year. What I'm hearing is you're you're taking a reasonable approach to uh to think about
what the max is going to be and we always hope you go under, but you don't want to set yourself up in a situation where you will go over because then you will not have the funds to do what you need to do. >> You said it more eloquently than I did. >> Uh couple more questions. Um
no, one more question. Um so uh we have two uh planners uh as you mentioned. Um and my understanding is we a lot of our and and generally speaking uh we a lot
of our employees are at max capacity. I am of the school that you know there's not a lot of um wasted efforts. uh people aren't just necessarily sitting around uh leaning instead of cleaning uh as we say in the restaurant you know
business. Um uh so when we talk about bringing bringing um planning studies inhouse and for other departments other things in house um how practical is that uh you know I understand we'd save money
but uh and I'm going to assume we have the expertise to do it right uh because you know I've met our folks and and they're smart but do we have the bandwidth to do it uh in all these instances or is this going to be a situation where well technically everybody's smart enough to do it. They
are so bogged down with other things day-to-day business as usual activities that this will really be a stressor uh on them and then maybe lead to, you know, people leaving or having to hire more staff or or whatever. Just kind of just talk about the bandwidth situation. >> So, yeah. No, that's a good that's a
good question. I appreciate that. The uh so going back in time, right? So the garage be redevelopment plan and the CVS plan, the Washington observer gateway plan, we prepared both of those redevelopment plans in house. And I mean if I if I say so myself, I think those
plans are excellent. I think we did a phenomenal job preparing those documents. Um so we can we have the capacity of u the the staff that we have in the house is top-notch. um you know
uh they're they're um um we're lucky to have them. So um yeah, we it's it's it's definitely not a it's it's it's definitely not a capability, not an issue of the cable or we we could do it.
Um the situation becomes bandwidth in certain instances and and and it's a situational question. So last year we went out we had two redevelopment plans for um we we hired an outside planner for
uh the Hudson Place redevelopment area um and Hudson Hudson Place and Hudson Street um and we had to go out because we just didn't have the bandwidth considering all the other projects that we were working on. So in that sense it wasn't
it just wasn't practical. um the master plan for example, could we prepare a master plan? Yes, absolutely. But that would mean that everything else gets put to the wayside. So um HHA redevelopment, those calls that we're having with them, the shephering that we're doing, the
reading through the redevelopment agreements, that's I don't know that we we would have the the bandwidth. CDBG, affordable housing, um you know, the things with uh like I said, we're trying to take on we're trying to get it get into the cannabis revenue space. So yeah that those things will go to the wayside
but are we cap are do we have the capacity? Yes. And in certain instances where we can yes we'd love to. I mean that that's that's what we are. We're planners. I'm I'm a I'm a planner. We have two plan like we that's we we enjoy doing the work. Um it just it it just
has to balance. >> Okay. Appreciate it. That's all for >> Thank you, Councilman Councilman Cohen. Thank Councilman Imus. >> Thank you Council President. Uh uh director just first I I kind of want to just acknowledge your small but
mighty team. Uh you know I spent uh eight years you said this is your eighth presentation. I spent eight years on the zoning board as a commissioner before I joined the council and I see former chair of the zoning board. Steve Firestone nodding uh and welcome him to
our budget union tonight. Uh but uh you see up close how much work goes into every one of these applications uh that gets handled uh you know before anything ever gets built. Uh the amount
of work, the amount of care, the amount of dedication that goes into these projects is extraordinary. And I think you know the the concerns people have about overdevelopment in large part are product of we kind of had a perfect storm in the last year where we have
rebuild by design uh where we were having all these street closures going on plus we had our north end redevelopment uh which is beginning to take off and we had Elor uh the other end of the city. So, we have a lot of things happening at the same time and
people are feeling the pinch. But I do think that seeing these numbers that we're seeing tonight where you're seeing how when we're trying to figure out where are new sources of revenues coming, these revenues are essentially baked in the cake that we're going to be seeing in future years on the ratables
where, you know, when people are just seeing traffic and congestion and concerns that when we're trying to figure out how are we going to close our budget gap, how are we going to find revenues? Uh those some of those charts show I think you said up to $6 million
and 3032 are coming online. Uh did going back to that uh chart I I was I didn't see where Elcore was on that. Is that is that on the list is that obser Oh yes 111 observer highway. I see it. >> Oh sorry I was trying to I was trying to
annotate and it didn't work out. >> 111 Observer Highway. >> Yeah. 111 Observer Highway. Yeah. So, I mean, you know, these properties have been doing absolutely nothing for a generation or more. Uh, you know, we
we're basically looking at industrial wastelands. We're we're not doing anything and these are now going to be positive line items for the city. Now, it's not to say that we don't have to deal with them and integrate them and make sure that the services that are
provided support the community. I'm hopeful that the Elcore project is going to remain largely commercial or at least a significant part of it will remain commercial because it is over New Jersey Transit Station and the like. Uh the other thing that that I that heartened
me in your presentation that just want to draw attention to was some of the work that the council has done on the rent control side of things where we really uh we'd heard a lot about how uh buildings were not registering. We're
not paying fees. Uh we could not keep track of them. How could we regulate them if they weren't signing up? If they weren't paying up. And we're seeing like doubling year-over-year contributions over the last two years for uh property
apartment owners that are that are doing which which is frankly a a reflection of the hard work that a lot of my council colleagues and I put in over the last few years to try and do a better job frankly on on the rent control and that
and and then uh you know the other category where we're seeing the numbers and I am interested to hear the answer to Councilman Russo's question about the host agreements for the cannabis dispensaries is to see a cannabis line item which again this did not exist few years ago. We're seeing almost looked
like a4 million dollars uh of revenues that was not there uh a few years ago is now found uh as a result of this. So I mean I think that these are uh uh and that is and and the experience with
those dispensaries has been they've been well regulated, well run uh without community concern. So they have been, you know, a strong net positive for the community, which uh which I do find uh a reflection of the investment and time
and effort that this council has made to try and develop uh a better regulated uh development process and a better de better protected rent uh leveling and rent control process. uh and to find a
new source of revenues for services that are desired and needed. So, uh you know, those are basically my comments, director. Uh you know, I know you've got a tough job uh to do and uh and and you do it with good humor and good spirit and so does your entire team. Thanks for
your work. >> Thank you, Councilman. I appreciate that. Thank you, >> Councilman Agus. >> Yeah. Um thank you for this presentation. Uh very good. Could you go back to the um the revenue slide where you're predicting out your Yes. So, um I
guess my question is just a very simple question. When you're projecting out your taxes 27, 28, 29, are you did you um put any kind of placeholder tax increase in there because we know that,
you know, typically there are there's got to be some we're up against some, you know, issues in the next three to five years. So, I'm just wondering if this is only calculated on today's dollars or if you used um some formula
to sort of assess a tax increase over the next few years. >> There's there's an increase. Um there's an escalation in here. I'd have to look back at the formula to give you the exact um like where that escalation is. But if you look at nine Patterson for
example uh 2020 it assumes that it's coming to market or fully built fully leased up or leased up it would be it would be a condo building um fully occupied in 2029 >> and then you see that increases to 38 then 39 that's the result of a just of a
of a of a set escalation. I don't know that >> I'm just curious what that escalation is. So >> yeah I I'd have to look I'd have to look back at the formula. I can get I can get back to you on that but I uh it I I I can I can look I can get back to you on that. >> Okay. Thank you. And then my second
question is could you go back to the um slide that has the cannabis revenue? >> Sure. Just uh >> and so in 2025 you you said that we have uh I think it was 183,000 correct. Yes. >> Yes. >> 183,000. Um, do you have a projection
for 26 that is going to take into account the opening of the new one down by uh the beer garden and uh what is that money kind of earmarked for this year and next year because there was uh
there's been some talk of or you know I think there was a formula about the 75% I think to social programs. Is there anything that's being done with the money now or >> uh so the first part of your question um I think it was Hudsonica that's the one
by the beer garden >> yeah this this accounts for Hutonica uh Hosanica came online >> Q3 of uh 2025 >> or 2020 yeah 2025 so um we collected tax revenue from them and that's that's uh that's accounted for in this in this in
this number and it will be accounted for in in 2026 the 25% So 75% goes to um various uh buckets by the ordinance. I don't want to um uh paraphrase because I'm not looking at it right now. Um and
then 25% a max of 25% to the municipal budget. Uh I think that's to be determined in terms of how it's allocated on that first part that 75% to those various buckets social justice um
uh community policing um various that's that's all to be determined. >> Okay. And then actually I had one more question if you could go back to the tax um slide the the revenue slide for all those new those new buildings. Yes. So
you're you're did you at any point um determine how many residents are coming with each of these uh developments and then the associated costs that are going to um you know be with each of these buildings cuz they're going to have sanitation and and things that are going
to have to hit the So it's not like we're going to walk away with you know $2.5 million in 2028. like do we know how much of that it is is just spoken for by basics? >> No, that's a that would be a larger
impact analysis in terms of I mean I could we could I I do have a sheet we do have um a spreadsheet with that has residents um by bedroom population or by bedroom count and uh and that they like
um square foot square footage of retail non-commercial space. Um but in terms of uh you know the impact on sewers, the impact on uh police, >> there must be like a percentage of some sort or a formula that can be applied to
this that says you know how much of that will actually really help us at the end of the day because you're spending some of it. >> How much is incremental versus covering the expanded costs? No, that wasn't part of this anal this analysis was purely just showing the revenues that these
projects will will take. That wasn't part of the that there wasn't a larger analysis do it. But that's a that's a that's a different conversation versus showing the revenues. >> Okay. >> Thank you, Council President Zano. Thank
you, Councilman. >> Thank you, Director Brown, for the presentation. So I just want to clarify on the cannabis revenue that revenue is certain earmarked so it does not really go into the general fund if I remember reading what the state had passed. Is that correct? And I think you alluded to
that when you said there is certain uh like a large percentage of that goes to certain um it can only be earmarked for certain things. In other words, it doesn't go into the general fund. Is that correct? 75% goes to uh certain initiatives
programming for the for the ordinance and 25% to the municipal budget. >> Okay, that's what I just wanted to make sure because I was a little confused with some of the other council members that asked that. So, I was like trying to make sense of that. Um, your department to me seems like AI is
something that could very much benefit you. Uh, I am curious as to how we are integrating it. I just saw Mayor Fulip uh make a big announcement that they're going to be integrating AI to a lot of things. How are we doing it in Hoboken?
Uh especially in a very laborintensive inputting type of uh scenario that I know takes place in the rent office for example. Um and also as far as correct me this the the uh the building office
as well. I mean, that's a lot of paperwork that you know through Oprah's and things like that that I'm guessing that they probably spend a lot of time pulling paperwork for when you have to do any type of construction. How is this department, which I I believe is one of
the easiest departments to deploy uh AI capabilities, what are we doing and what what are you thinking of doing for 2026? Because this has a massive implication for cutting expenses. Uh you know, it speeds up time, speeds up efficiency of our workers. they don't have to do some of
the daily tasks. A computer can essentially take care of us for that. Um where are we on that uh from a uh running running your division in 2026? So I think there's definitely space for
technology in terms of managing our databases um processing or helping processing uh the files and um making sure that we're so you know for examp of of of physical files file cabinets in
the zoning office and the rent control office. And over the last few years, we made a real effort to digitize all these files, put them into a database so that they're easily searched so that you know, you don't have someone spending a half hour looking for a file and now you can just pull it up um via the database
STL. And we're going to be moving on to Tyler Tyler's technologies. Um so I think that there's efficiencies with that sort of um with with that kind of database management. Uh larger AI, I think that's an interesting question. um
in terms of how it would impact the department. Um it that's a lot that's a that's a I I think that's that's something that has to be further um kind of thought through, discuss, analyze. I think
there's I I hear in terms of efficiencies, but um when it comes to reading through a redevelopment agreement and seeing what a developer is proposing in the language and kind of parsing out what's good for the city, what's not good for the city. I mean, we obviously have attorneys that do that. Um but we also uh nothing beats best
judgment by the people that that are working here. So, I but but I hear what you're saying and I think that's an interesting um that's that's an interesting angle. Um, but I I think it's a larger discussion of were we here tonight and and I'd love to have that
conversation with you. We're all maybe offline, but I I hear what you're saying. >> The reason why I ask only is that I'm I'm watching from the legal field to every field now that AI is taking over and it's and government tends to be 10 years behind the market with AI and
everything computer and technology which by the way are Hoboken is behind on the technology department. Everybody can agree I think on this phone call or this zoom that we are not at the forefront of technology. Uh some some things we might be uh however this is not one of our
firsts. So I ask it only because I hear a lot of my colleagues talk fees fees fees fees. I'm happy that they're finally looking at the budget and trying to think of creative ways to raise taxes or raise revenue. Um fees and taxes are the same thing to me guys. I'm sorry I'm
always going to say it. Um I I think that inherently if we always help employees become less burdensome with the the the tedious tasks that we all in our career just drive drive us
drives us mad. A happy worker is more productive worker. And so when I look at this that I know Oprah's with your departments, uh I might sound like a broken record, but I do know that when you want to do any work on your house, you have to pull stuff to check if there was stuff from
1990, stuff from 1980 to make sure that you're either you want to do something, you have the permission or not. But that is very labor intensive for you guys because some of this stuff is not on a computer. So, I'm wondering if there's something as we digitize everything that AI through Oprah and just the Oprah
probably alone maybe alleviates time for your staff to be um uh can do some of the in-house projects uh because now you're not stuck with going through uh paperwork that's sitting in a in a box uh because you know somebody needs to
redo their kitchen as we say. So I just really I would implore especially your department because AI is helping with those painful tasks and I would like to see that you guys do that and instead of us looking at to raise money through fees is we actually increase the efficiency inside the office.
>> Understood. Thank you. I appreciate that point. >> Thank council president. Any other council members? >> Yes Chris real brief Chris. I think uh one thing I think if we do go a new direction with another construction code official uh that could be like cost
neutral almost because they'll be producing revenue with the with the the work that they do. And then we have two questions in the chat. You can look at those uh later on. Uh why do we need two zoning officers? That's you know one goes on vacation the work still keeps on
going. One gets sick. The work of the zoning office is a lot. So get that out there. And then uh town provides 0% forgivable loans for the grants. What size of the loan has been out there and how many have we given out? >> So we have uh so the housing rehab
program we provide those we'll say grants or forgivable loans. $24,000 max, $10,000 minimum. Uh I mean if for qualified households, you know, we're still it's uh we've we've got about two applicants out there. We have a pot of $300,000
um in our spending plan for the program. Uh so we're we're we're always uh why do we give them who do we give them to? Qual affordable housing or qualified households uh that qualified affordable households and are we mandated by city by state? No. Um it's because that's the
right thing to to to do by way of our uh by way of our our housing element fair share plan. >> Yeah. Thank Thank you very much. Uh Chris. Uh next up we have uh R.J. Right. >> Thank you council. >> RJ. Thank you Chris. >> Thank you council people.
>> Anyone has anything else for Chris? Please email him, call him, text him. He's available by all means. Right. Chris. >> Thank you, director. Appreciate it. >> Thank you. Council President, have a good night. >> Have a good night. >> Thanks, Council President. I'm gonna
quickly share my screen. >> Thank you. We call on Director R.J. Almost that works for me. All right. You can see my my PowerPoint. >> Yes. >> Great. Good evening, council members and
Hoboken residents. My name is R.J. Thefield and I serve as Hoboken's director of infrastructure. I appreciate the opportunity to present the proposed 2026 budget to the department of infrastructure and Hoboken water utility. The department of infrastructure was recently formed to unify oversight of Hoboken's public
spaces and facilities combining divisions from the former department of climate action innovation and parks, recreation, and public works. Our department is tasked with the planning, design, construction, and long-term maintenance of Hoboken's parks, streets, facilities, subsurface, waterfront, and
digital infrastructure. As a result, our team is truly multi-disiplinary. We are comprised of engineers, drivers, mechanics, inspectors, planners, arborists, uh laborers to name a few. Together, our department works to keep Hoboken operating and a wonderful place
to live. While under this new organization, we will still continue Hoboken's commitment to sustain sustainability and resiliency, preparing Hoboken uh for it and its most vulnerable residents to adapt to climate impacts. These long-term investments in our city infrastructure not only benefit
today's residents, but future generations who will be better adapted to manage flooding, walk along safer streets, and enjoy more accessible open spaces. The public investments we manage from concept through maintenance range from major flood mitigation projects such as 800 Monroe Residency Park to
other smaller projects like Tom Oliviveri improvements project as well as improvements to our aging buildings, facilities, and the city's water system improvement program. We collaborate across departments and with government, nonprofit, and private sector partners to upgrade and maintain aging
infrastructure and technology to deliver modern city services. The proposed budget we're presenting reflects the critical role our department plays in protecting quality of life and maintaining assets our community depends upon. The proposed Department of Infrastructure budget is approximately
16.08 million. This represents a 10.5% increase from the adopted budget of 14.55 million in 2025 for these same divisions. The main drivers for this increase are higher incurred costs for snow removal, increasing cost for the maintenance of new parks, and overall
cost inflation for the procurement of goods and services across all of our divisions. The organizational chart shown here provides a breakdown of current and proposed employees. The changes are noted in bold. Altogether, our department uh is proposed to be
comprised of 74 73 full-time employees and 19 part-time employees in 2026. There are a total of nine divisions under the department of infrastructure. Those nine include the director's office, which has two employees, including myself, engineering, which includes a city engineer, a water
engineer, a civil engineer, and a proposed new junior water engineer. The city engineer and civil engineer oversee the permitting, design and construction activities within the public right of way as well as the city's water utility and other regulatory efforts. In 2025 alone, 250 road opening permits were
processed by this division. The water engineer and junior water engineer are respon would be responsible for planning and implementing water infrastructure projects, water system reliability and regulatory compliance. And in 2025, they processed over 230 new service requests,
flow tests, and hydrant meter requests and coordinated with Violia for daily matters. The capital planning division currently has a a vacant position that will be backfilled. The capital planning manager's role is to prepare the annual capital budget and six-year program,
capital project and grants management, community and partner engagement, and coordination across city departments for the delivery of infrastructure investments. IT includes the manager and supervisor of information technology. The IT division is responsible for managing and securing the city's technological
infrastructure, providing day-to-day IT operations and user support, administering software, licensing, hardware, and advancing our digital modernization and cyber security initiatives. In 2025, it responded to over 750 support tickets and requests.
Sustainability and resiliency currently includes an arborist and an environmental planner whose salaries are both grant-f funded. Our arborist is tasked with the oversight of Hoboken's urban tree canopy, processing tree permits, planting new trees, and implementing actions from our community forestry management plan. Our
environmental planner is tasked with managing programs to reduce greenhouse gas emissions and solid waste, including drafting an update to our climate action plan in-house, community engagement activities, as well as overall grant management for our entire department. Our
facilities and public works teams provide the essential services that keep Hoboken operating day in and day out. They maintain their 32 miles of streets, manage sanitation and snow operations, upkeep public buildings, nearly 53 acres of parks, and respond to emergencies and service requests across the city. These
teams ensure that our infrastructure is not only functionable, but safe, resilient, and ready to support our residents and city operations. Public property is supervised by the head of facilities and includes 17 employees. Streets and roads, sanitation, fleet, and parks are supervised by the
superintendent of public works. Streets and roads includes eight employees, sanitation has 33, fleet has four, parks uh includes 20, as well as additional seasonal employees. The proposed budget would increase the
total employees from 70 to 73 full-time and 17 to 19 part-time employees in 2026. The division of engineering only shows two employees while the last slide showed four because the water engineer and the junior water engineer is funded entirely by the water utility which will
present after this department. Hiring a junior water engineer is necessary to adequately staff the utility ensure the water utility can keep up with the growing regulatory demands, capital projects, customer needs, and critical programs like the lead service line replacement and meter upgrades. As a number of new residential developments
are planned and under construction and hoboken increases, so have the demands for the water utility as it manages new connections and works to minimize service impacts. In public property, we propose leaving one full-time position vacant and instead hire two part-time employees for
the night and overnight shift coverage needed. In sanitation, the budget includes hiring of an additional two sanitation inspectors to increase violation enforcement capabilities. In parks, the budget proposes hiring two additional full-time employees for the maintenance of our new parks at
Southwest Resiliency Park as well as uh Resilient City Park. Here's a budget breakdown by division line item. The director's office reflects a decrease of 3% due to the rebalancing of costs between the former climate action
and innovation and parks, recreation, and public works director's offices. Sustainability and resiliency increased due to the backfilling of a position that was vacant uh during the last budget adoption. Most of the salary of the arborist is not included here because the position is grant funded. And in addition to that, we anticipate
receiving $15,000 grant for the environmental planner salary that we did last year that was not shown in this budget um will further reduce this line. Engineering increased by 5% because an employee in the division earned a professional certification and title change last year. And to reflect
anticipated increased professional services cost to match 2025 actuals, the capital planning uh division was reduced by 68% as salary and wage will be paid for partially under the capital funds going forward to reduce costs to the 2026 budget and reallocate those
costs to the associated projects. It's budget uh increased 33% because of employee earned title promotion and to account for the end of using federal American rescue plan funding for software and licensing cost and increased cost associated with the deployment of enhanced cyber security
tools in response to the date of recent 2024 as well as additional digital systems modernization initiatives. Public property's budget increased 19% due to relocating the $180,000 for citywide pest management contract from
public health to now public properties budget as well as the addition of of new parks to cover for the treatment area. Higher snow removal costs incurred and increasing labor and parks costs to maintain aging uh cost for the aging building systems.
Divisions supervised by the public works superintendent have a proposed total increase of 9%. Parks budget increases 18% as a result of the the snow removal cost in 2026 and anticipated higher landscape maintenance for the parks overall. Sanitation budget increased 7%
uh is driven by hiring of two additional sanitation inspectors as mentioned before as well as increased solid waste hauling cost. Streets and roads increased by 28% to account for incurred snow removal cost which includes additional overtime contracted snow removal as well as materials like road
salts. And then fleet maintenance decreased by 2%. Here's a proposed budget breakdown for the information we discussed in the previous slide by appropriation type and division. This slide covers the director's office, the shape commission, and four divisions.
Here we see public properties as well as the public works divisions. Overall, salaries and wages increased 8.4% this year, while total operating expenses increase by nearly 11%. To illustrate the budget breakdown from
the prior slide, the largest component of the department's budget are the divisions of sanitation at 56%, public property at 11, and parks at 10. The remaining six divisions comprise 23% of the department budget. The department appropriations are roughly 2/3 for
operating expenses and 1/3 for salary and wages. Here's a summary of anticipated revenue and grants for 2026. The engineering division administered road opening permits which generated more than 132,000 in revenue last year. Revenue may be higher this year, but we kept our
estimate unchanged to be conservative. Our team anticipates at least 4.3 million in new grants this year and has secured millions of grants in prior years for projects currently under construction. The municipal budget survey asks residents whether they supported or opposed various revenue generating
actions or cuts. The most supported revenue source actions include construction impact fees, investing in public works staff and equipment for snow removal and landscaping services, charging fees for surface parking lots to fund uh flood mitigation infrastructure with support ranging from
54 to 70%. The most supported project uh cost and cost-saving measures were to halt future facility upgrades or redevelopments, providing one less day of trash collection per week, and halting park developments with support ranging from as low as 32 to as high as
50%. In recognition of the city's 2026 budget gap, we have already incorporated nearly 231,000 in cuts and cost savings within the proposed infrastructure budget. These cost savings are largely comprised of various grants to reduce the overall the need for city salary and wage as
well as to fund our operations. We are also proposing to pursue four of the most supported new revenue source opportunities to offset the need for tax increases. These action include these actions include enforcing uh san increased enforcement of sanitation violations, charging businesses for
solid uh waste collection, charge properties for impact fees for storm water runoff managed on city- owned and maintained flood mitigation systems and charging an impact mitigation fee for construction projects. In the coming weeks, we will further explore each of these options to define the implementation and policies associated
with each of them. At a high level, we provided low to high range for the revenues each of these actions could generate. Increasing enforcements for sanitation violations is associated with the hiring of additional sanitation inspectors and increased fines. In 2025, our three inspectors issued 1,900
sumances for $200 each or nearly 133,000 each. Though low range estimates assumes two new inspectors, whereas a high range is for three new inspectors. Next, charging businesses for solid waste collection would change the current model where all properties, residential or commercial, pay the same amount
included in their property tax bill to match the higher cost businesses generate for waste hauling and disposal. Over the past decade, the city has made significant investments in flood mitigation infrastructure such as Resilient City Park, Southwest Park, which manage over a million gallons of
storm water. Going forward, the city could charge uh fees for the properties with high impervious services such as parking lots directly benefiting from these public investments by experiencing lower flood risk and impacts to finance the long-term maintenance of these investments.
Lastly, community feedback indicated there was a high desire to charge impact mitigation fees for private construction projects. The mechanism for collecting these seeds will need to be defined, but our goal would be to fund additional traffic planning to coordinate between projects, construction inspections and monitoring to ensure proper work and
site upkeep, as well as additional funding to allow to accommodate off- streetet parking for residents being impacted. With that, I will transition to the 2026 water utility budget followed by Q&A and I'll turn it over to the city engineer Olga Garcia to further define that.
>> Thank you, R.J. And good evening council members and Hoboken residents. My name is Olga Garcia and I serve as Hoboken city engineer. I appreciate the opportunity to present the proposed 2026 budget for the Hoboken water utility. The Hoboken water utility provides safe
and reliable drinking water and maintains the infrastructure system that provides water transmission and distribution services to the more than 60,000 residents, commercial and industrial establishments in Hoboken. Our dedicated staff in the division of
engineering plan and implement capital investments such as water main replacement projects and enhance reliability, efficiency, and sustainability throughout state-of-the-art technology in leak detection and pressure mitigation. We
manage connection permits, policy development, program planning, and the utility budget, as well as oversee our contract operator, Violia, who is responsible for daily system operations and maintenance, including repairs to water main breaks,
serving as the NJ license system operator, water quality accountability act compliance, and recordkeeping. The city water distribution system includes more than 40 miles of water manes for engines in sizes of up to 30
in in diameter, over,00 bows, approximately 45 service connections along with 464 fire hydrants. Hoboken water mains range in age from 100 years and older. Two sections installed as
recently as late last year, 2025. As part of the city's water main replacement program, the water utility has already replaced over five miles of aging water main since 2016 and we plan
to replace another 1,200 linear feet by 2030 representing nearly 20% of Hoboken's entire water main system. This constitutes more than $25 million worth
of projects that have been identified and prioritized on our capital improvement plan. Now, let's go and take a look at the summary of our 2026 introduced budget. The proposed budget for the water utility is approximately
17.5 million for 2026. This represents an 11 yearover-year increase from the 2025 adopted budget of 15.8 8 million. The largest driver for this increase is the 1 million budget transfer to the
general fund. Another significant driver is capital expenditures of 1.4 million overage of 2025 capital expenditures of 550,000 and the depth service increase of
541,000 from last year. Let's go to the revenue and appropriations. Our total revenue are estimated at 17.5 million. This is comprised of 2.3 million in surplus anticipated
14.3 million in water consumptions charges. Our assumptions for anticipated water consumptions charges are conservative. 14.3 million represents a rate increase of 11% inclusive of CPI and the JCMA V
water purchase increase. as we purchase our drinking water from the Jersey City Municipal Utility Authority annually. 801,000 represents um revenue that we get from fees which is um permits 119,000.
We hawk and wheeling agreement a revenue of 210,000 bank interest 210,000 and premium on note sales of 262,000. That's the breakdown of that's 801. In appropriations, as you see in this chart, matching revenue, our proposed
total appropriations are 17.5 million, including 580,000 in salary and wages, 13 million in other expenses, followed by 1 million to be transferred to the general fund, 2.6 million in depth service, and 226,000
in 20 in statutory expenses and general liability. U let me dig in into salary and wages. Um the water utility has currently one full-time employee, a water engineer, and is proposing a junior water engineer for 2026. Adding a junior water engineer, as
director R.J. alluded in the past, is needed to keep pace with the growing regulatory needs, capital investments, and development. In addition, an average of 20% of the direct salaries of four employees who work on water utility are allocated to
the utility. This includes myself, the city engineer, um our civil engineer, finance personnel, and our director as well as a percentage of total overhead for admin, purchasing, payroll, and support services. Other expenses as you
can see there um other expenses a 20% increase and we will discuss that on a separate slide on a later slide. Surplus a million dollars in surplus transfer to general fund is being proposed this
year. This is a $1.2 $2 million or nearly 55% reduction from the 2025 budget transfer of 2.2 million. This surplus transfers to the general fund leaves the water utility with less surplus than the best practice
prescribed by the government finance officers association or GFOA. The GFOA generally recommends that water utilities maintain cash reserves equivalent to at least 45 days of annual operating expenses. This helps ensure
that the utility can meet its financial obligations and navigate unforeseen circumstances. For the Hoboken water utility, this will be roughly 1.9 million dollars. By transferring 1 million to the general fund, we will have 1.7
million remaining in ser in surplus. This will hopefully be somewhat offset by higher water consumption charges if the current trend in collections continue. Just wanted to know that if the city keeps relying on water utility surplus, we will not have a rainy fund
for any significant emergencies or future capital needs as it risk bringing us back to the lack of investment that we saw during the former sewers contract. Depth service, as you can see on on our
chart, the debt service is um $2.6 6 million for debt service which represents payments on principal and interest on bonds to cover water improvement projects as well as payments to the sewers loan
statutories expenses and insurance um it's compromise of pension social security tax and general general liability insurance. Now let's go to the next slide for the budget um breakdown. Here's the visual breakdown of the revenue and appropriations in a pie
chart form based on the data provided on the last slide in a tabular format. Most of the revenue 82% is from water consumption charges. 13% is anticipated surplus and 5% is our revenue from permits wheeling agreement and premium
on bond anticipated note sales. Most of the appropriations 75% for other expenses which we'll discuss on the next slide um followed by 50% 15% debt service 6% as a transfer to the general
fund and 3% is allocated to salaries and wages 1% to statutory insurance. Let's go to the next slide to discuss other expenses. Here's a breakdown of the 2026 proposed other expenses in both tabular
and graphical form. The bulk water purchase of $5.7 million represents about 44% of the water utility other expensive. This is due in part to JCMOA rate increase of 8% for 2026 and a CPI
increase of 3%. The other item is the Violia base fee which is the in in the amount of 22.5 million or 19% of the water utility other expenses. It covers Violia services as our licensed water system operator. This fee is in
accordance with the agreement authorized by the city council that increases the fee by CPI each contract year. capital expenditures. And the next largest line item is for
capital expenditures with a total of 3.7 million or 29% of the water utility other expenses. That includes 1.77 million to cover our maintenance and emergency expenses which increases by 1.5% each year per the agreement. We
will discuss maintenance expenses further on the next slide. Um, so you give an example of those expenses. Another item included on this year's budget is the maintenance capital expense expense overage in 2025 of
$550,000, which was due to the unprecedented water main breaks that occurred backto back in September 2025. Lastly, 1.4 4 million on capital expenditures is being proposed for water
main upgrades needed to meet demand for modern fire suppression systems that cannot be satisfied from an existing 6-in pipe pi. Um the following expense is professional services in the amount of $983,000.
It includes bond council, water utility council, auditors, financial consultants and consulting engineers. The increase in this line for 2026 reflects a statemandated planning and engineering
for lead service line identification which is required for us to meet the deadlines at the New Jersey lead service line replacement law. In July 2021, the lead service line replacement law was enacted which requires community water
systems in New Jersey to identify, replace and replace all service lines within 10 years. It also accounts for engineering design for water man replacement to meet fire response demand as well as the
development of hydraulic model for analysis of pressure search in the city water distribution system and identify best options for mitigation of harmful surge. The last item is general expenses in the amount of 27,500
which is less than 1% of the water expenses. It includes office supplies, equipment, conferences, and licenses. Let's go to the following slide to discuss the maintenance expenses. Uh you're looking at the maintenance
expenses for 2025. Um for 2025, these are capital maintenance expenses or MCAP. It is worth noting that through the water utility proactive investment in water infrastructure, Hoboken has in an almost
68% reduction in water utility water mains from 2013 until of course September 2025 where emergency work or response to water main breaks that started in the month of September 25 total $1.1
million. This represents an average of um this represents an average of 550,000 other 2025 investments in water utility infrastructures um through that capital maintenance cap. It's hydrant repair or
replacement in the amount of 27,000 which represents 11% of the total 1.9 million on maintenance capital expenses meters in the amount of 95% 95,000 or 5% miscellaneous 45,000 or 2% service line
repair is 141,000 or 7%. It is worth noting that since service lines are the responsibility of the property owner, the water utility pays for this work upfront and then builds it to the customer. So the costs are
largely reimbured. These are emergency um water service lines that are replaced. Lastly, valves replace valves repair and replacements and the amount of 319,000 or 17% of this. Um let's go. We're almost done. Let's discuss the
fund balance. The water utility fund balance at the end of 2025 on audited was $4 million. With a proposed transfer to the general fund, the projected fund balance at the end of 2026 is estimated at $1.7
million. 2.3 million versus the 2.2 million in 2025 surplus anticipated is the gap to fill on the revenue side to give the city 1 million and 1.4 4 million for capital expenses for fire demand on the
appropriation side to balance what we need on the spending side. Next slide. In conclusion, the water utility provides a vital service and one of the most basic human needs for our community, drinking water. We have come
a long way in five years to improving the reliability of that resource through proactive investments in modern infrastructure technology and dedicated professionals with direct oversight of the water system operations. I will be remiss not to thank our engineering and finance
teams as well as our partners at Violia and in public safety who work around the clock to keep water flowing safely to every resident and business in our city. We look forward to working together with the council and appreciate your time
this evening. Thank you. >> Open for questions. RJ and >> thank you very much. Um Councilman Fischer, >> if we can start maybe with the water utility. Um Olga, thanks for the presentation. Can you um
I I think the the one thing can you go to the slide that has the all the capex you refer to it as maintenance and capex at the same time and it has the 550 and yeah that one. So of
of this, why aren't there any of these that we can bond for and not, you know, that aren't just basic maintenance, but they're actually repair or not repair, they're replacements or like you you describe the the capex fire demand um
the upgrade that has to happen. I mean, isn't that a capital expenditure that can be advertised over 30 years as opposed to expensed in this year? >> You are correct. Um and as I know that
um you may be aware but other people are not aware. Um unless we increase rates to accommodate that additional depth as if as you notice our depth our depth service is increasing by year and
we're maxed out on the depth that we can acquire >> um because we have other projects that are already bonded that are in construction. So unless we increase the water rates um we can we're we're cap at our bonding capacity at this time.
So, and what is the time frame required then for this capex program for the upgrade for the fire demand? Because the difference between 1.5 million this year
or, you know, 70,000 in a debt service payment relating to a $1.4 million bond is is sizable. Is is dramatic. Yes, I'm I'm, you know, um I agree with
your statement. I totally agree. Um 70,000 compared to 1.4 this year and I welcome that. If if that is the route that we would like to proceed to bond for this um uh for this improvement, I I
I am supportive. The reality is that in order to do that, we will have to, you know, um, include a rate increase to account for this additional um, depth that we're going to be taking in the future. As I was informed, um, from our
finance team when we did the later um, bond rate study, uh, we are we are in trend to we're maxed out of what we can bond. So, we're we're we can propose that, but we'll have to see. I I think one of the schedules um I'm assum I
think that director Gonzalez is still on. I think one of the schedules that you should share with the city council is the total debt for the water utility, what the annual what the the projected
debt service is and what our bonding capacity is. Because, you know, in addition to something like this, in a year where we have dramatic um we have a dramatic budget gap, this
would not be the year to put in a $1.4 million capital expenditure. And again, the dollar amount is very small when you advertise it over a long period of time. So, I think we need to understand the debt profile and the capex as well as,
you know, we have a long-term plan where we were spo, you know, originally spending $5 million a year. Um, I think we've spent more than that. I don't think we've gotten an update on how much we've actually spent from a debt standpoint every single year and what's projected over the next couple years in
addition to the lead service lines that we are we're told are being funded through the current water rate structure. So I think we need to see that and I think we need to look at how to get as many of these capital
expenditures out of the um current budget. The second thing I would say is so can you go to the page that shows the million dollars the reduction from two million to 1 million? Actually before you go there go back to the 13 go back
to the one you were just on. My apologies. So on this page this is showing for everyone watching a $2.3 million increase in proposed other expenses. And of that $2.3 million increase we have significant capital
expenditures. And typically, I know Councilman Russo debates this sometimes, but you don't you don't want to penalize the taxpayers today for something that has a 40-year life. You want to spread it over in a low interest rate environment, which we still are in. You
want to spread the the the payment of that over, you know, the the length of the investments. So, I think these are probably 30 years, maybe they're 40 years. So, of the 2.3 million increase, a lot of that looks like or half of it
at least or so could be removed. But the other important thing about this is this is like a one the way it's being presented right now is it's kind of this one-time increase. The result of that is now fast forward to the page with 1
million. Yes. So the result of this one-time big capital expenditures that we're expensing and not advertising is now in addition we only we're being hit by um the reduction in the transfer to the
general fund from 2 million to1 million. We're losing a million dollars because we are over effectively overstating our expenses. So, if we could just amverortize it, our expenses would go down dramatically and allow us to use
more of um the surplus in the general fund and still maintain the 1.7 million. That that's how that is going to impact and that that's we should be looking definitely looking for ways to pull everything that's capex out of out of this. And if it means a water rate
increase, I mean a water rate increase, we've never been given sufficient details behind it. Like we should see a detailed spreadsheet that shows why we need water rate increases. And if it's the amortisement of the debt relating to
the investments in our water structure, like we should see that it should be on a simple Excel schedule, it it shouldn't be that complicated, but that's what the city that's what we should see. um and and sooner than later. But I think that that is a way to pull money out of the
water utility that from an accounting standpoint should be accounted for and and financed um more appropriately with that. >> And and I I agree with that statement. Um, Councilwoman Fiser, I believe when we first um introduced the first water
rate increase, we had a projection for six years, but at that time we only um we only adopted three water rate increases >> and I believe as of as of la late last year, November, December, a revised memo
was put together. But definitely we can share that information of the original rate study that was done. Um we were projecting six years of rate increases but we only adopted three. So um the information is there, the projections are there and uh we'll be gladly to be
share that information >> with the rest of the council members. >> If you could not have it in paragraph form and just literally put it in a spreadsheet for us to look at so we can visually see the numbers a detailed spreadsheet that would be helpful.
>> I think we can get that information. Great. And then um can you go to the fund balance um page? So the fund
balance. So you have a December 31. You had a January just starting with the the first number. You had a $2 million fund balance. You used 700,000 to fund expenses and then you
had 1.8 and of the expenses you gave $2 million whatever the number was in 2024 I don't think it was 2 million but um embedded in this is the amount that gets
transferred to the city. So what you were able to do is your excess revenue that was generated is just your water rates over and all your revenues over what you actually spent. You had extra revenue of 1.8 million. So we had a
December 31 fund balance of 3.326. So 2025 same thing surplus used in the budget. You needed to use 2.2 million because our water rates weren't set at the time. like why why did you need to
why did you need to use 2.2 million more that year? >> Yes, I can answer that. Let me go I think that answer is because we needed to Can you go to that slide? I believe
because we needed to um do a transfer to we had to do a transfer of 2.15 to the city. >> Yeah, that was the transfer to the general fund. Correct. >> So the 2.2 at the top was required to
fund that. Okay. So go back to the the um Got it. And that but then you still had prior year appropriations. You have excess revenue of 2.3 million. So
then you're up at 4 4.4. So now you're here at 4.4. Surplus use and budget is two. You've shown that you generate $2 million in excess revenue every year and in 2026 you have zero and you're solving
for 1.7 compared to the 1.9 that you would like giving no credit to the excess revenue that has been close to $2 million every year and also having these capital expenditures that shouldn't be expensed that actually should be bonded.
So I feel like somewhere in there your excess revenue is a couple million dollars again. >> Yes, we hope to be that the case. Um you're correct. Uh we were fortunate that in 2025 we had we tackle as you may recall the large size meter replacement.
So that accounted for us to be able to account and count water that was being consumed by the large. So that that is reflected. Um another thing is that is worth noting is that how we do um the revenue for water rents is conservative.
We go um from what was budgeted the year before and then we apply the increase. Um so of course in 2024 um between 2024 and 2025 we base the 2025 um budget on
the budget for 2024. But since we replaced the water meters, the large size that that accounted for more water, which is was a positive to to us. So, um it's a good thing that that occurred. But um this year, you know, things are different. Um crisis in the world are
different. So, um we do not know what to project and hopefully, you know, it's a positive year, but how things are going in the world, I don't know. So um that's how we typically present this fund budget TBD and some of these will will you know um balance out.
>> Yeah. And notably in these fund balances for 2024 and 2025 how much is the aggregate from the hospital that's missing from both of those >> 700,000 >> each year or combined? >> Combined around 750 but in in also
>> sorry >> I was just going to say yeah plus interest so it's somewhere closer to actually 800. Right. So, so that we know we are getting some of that back. So, these are just, so when you think about
2026, if the hospital continues to pay currently, which I understand we have a new agreement signed with them, then we should see them we should see more water receipts
that are not reflected in 2024 and 2025. So 2026 the excess revenue should there should be a solid number there. >> We hope so. We hope so. >> I know you say we hope so but it we we have a historic pattern for this. So it
has to be more than we hope so. And there isn't you know when you think about the water revenues and even when you think about your expenses like the water revenues the only risk we we only have a couple risk concentrations in the city. When the hospital doesn't pay, it's a big giant number. But like if my
next door neighbor didn't pay, it wouldn't be anything, right? So, we may have a dip. I mean, maybe we'll have a dip because of the general economy, but this number should be a big number. And we shouldn't be taking money out of the
17 in the 17 million gap. We shouldn't be taking a million um out from this uh the water utility out of the budget. Like I what I my feedback would be you should between estimating this number of excess revenue and advertising that
capital expenditure um we should be able to not only get the 2 million from last year even possibly 3 million. We should be getting as much money as possible out of this water utility for this year. Um and even if it's 2 million and we just keep it at 2 million every year. But
that would be um my recommendation. Um, and what is um just just lastly, what's the what's just the term just one quick question. Um, council president, what's the term um left on the viol violia
contract? Do we have a don't we have a a renewal at some point? It was like was it 10 years when we did it or 15? I don't remember. >> I don't have that number at the top of my head. No, >> it's uh it's in early 2030s. Um, I don't remember off the top of my head, but
it's in the early 2030s. >> Yeah, I think it was 15 years when we did it, so that makes sense. Okay, that's it for the water utility. If someone else wants to ask questions on the water utility, >> we have a couple. Thank you, >> Council Immus. I appreciate it, Counciloman Fischer. Good questions. >> Hi. Um, Olga, my question is just a
quick one. Do you know, um, if we have no capacity for bonding in this year, when does some free up based on the debt service schedule? When those what >> the capacity to bond for when you know
because normally in a in an in a in a debt schedule if you said we have no more capacity there must be things coming off in the next few years right no we have no capacity in the next few years as well so
that's a huge risk isn't it >> no it's just a water rate increase >> yeah it's a rate that's exactly right it's a rate increase because the water utility is not as old as the city budget for example. So you see the debt rolling off in city budget. You know that could be a 10 year or 15 or 20 or 30 bond for
water. You know we typically do 30 and we're so we're a ways away from that. >> And we're just adding every year we add like 5 million more in debt. >> All right. That that clears it up. Thank you >> council president. Thank you council. Thank you.
>> All right. I'm going to get you first and then I'm going to come back to director D. I'm going to come back to uh water. Um you made a comment that there's 32 miles of roads in Hoboken. Is that all Hoboken roads are those county
roads as well? I would have to get back to you on the exact mileage, but I will say we, you know, our public works division does routinely look at county roads in response to service requests regardless of of whether it's county or city road.
>> Okay. Um, this is kind of a general statement more for the business administrator probably. I you know I've watched all these uh presentations and there's one key theme that happens is we have I don't know like to use the word
revenue generator but inspectors that issue tickets that become a revenue generator and that kind of is detract some of it looks like it detracts from actually what the um what the uh the intent of the department is. Uh I look
at this as we have on these inspectors. Would it not be better to crossrain our inspectors? Uh I think uh President Ramos and I were were thinking that that would be a very efficient way that if we have somebody out there inspecting for rats or we have something inspecting for
garbage that at the same time they can look at parking because it's really a visual. And if we had cross representation or cross trainining uh we can make our people more efficient and we could actually have more eyes on the ground. Instead, we have um we have
siloed inspectors for each department, which the synergies don't seem, at least from what I've um what I what I know of uh unless there's something behind the scenes. That's a side note that I just want to bring up that we can take offline, but I just want to make that as
I watch these things. We have a lot of inspectors that just are specialists only in one department. I think we could expand that to make them more productive and more efficient and help the residents of the city at the same time by doing that. Um, sanitation, you said
8.4 million. Um, for and I think one of the problems that immediately I popped up sanitation, I think garbage, but that doesn't include R.J. and just nod your head. That that's fine on this one. That means more stuff. So that means the guys from not just
driving around in the little yellow things to picking up garbage. This is like taking care of the parks, everything of that nature. Is that correct? >> Well, we we have park staff that manage our parks and roads. So, there's different divisions amongst public works. So, sanitation is specifically
related to the garbage collection, not necessarily collecting garbage at parks or or different >> Okay. So, in Okay. In that 8.4 is that the Cali contract and our dumping fees. Is that correct? >> No. >> 8.4. What's which number you referring
to? >> Yes, >> you have 8.4 million you had on the uh sanitation um costs. >> So you had I'll go to this one. Yeah, the 8.4. It's 8.9 >> then. Now it's 8.9. Okay. So
>> include Cali and dumping or No, >> it includes Cali. >> Yep. That includes the 3.85 85 for Cali as well as um tipping fees for the disposal of the garbage. >> So, so we pay about two.
So, I mean rough. I know tipping is about the same as what we pay Cali or close to. Correct me if I'm wrong. >> Or is this just all Cali or is this just all Cal? How much of this is Hobo? Let's just say Hoboken work uh sanitation department. >> How much is what? What total exactly
between Cali and I mean Cali and >> yeah I mean I'm trying to get a figure there because I have Cali at four and then dumping I guess I mean if I look at the rough numbers from the calculations it's like three to dump right >> yes >> so I just want to say sanitation one
>> yeah sanitation point4 1.5 >> it's about 7 million for waste collection hauling as well as disposal tipping fees >> okay so 1 point. So we have 1.9 for what we do in the
city of garbage per se and that would include the little >> Go ahead. >> That would include recycling as well as composting as well as other sanitation related cost. >> Okay. And composting though is only I saw the contract was likeund and something or 150. Is that correct? Or is
that more? >> That is accurate. Yeah. >> Okay. All right. I'd be curious to get more details that if we're paying Cali for all this. I just would like to know more on that. Um, we made a comment that ARP did a lot of uh American Rescue
Funds or COVID funds plugged some holes for you guys. So, we this is a statement. It's not you or you were not in your role. So, I don't I don't point this finger at you. Uh, but I just want to say that we used ARP funds to plug holes in the budget and we
didn't use it for the right reasons in this in this scenario. if it's something of this nature that I see. Shade, I'm sorry I'm going through piece by piece, but shade tree, I'm guessing you took the the money away that they had for trees. Is that correct? Or was I missing something on that? >> So, we're actually in a great position
because we have a USDA grant that allows us to fund tree plantings. So, it was in terms of cuts, it's a onetoone with any, you know, very little impact to our ability to expand our tree canopy. >> Okay. the Bloomberg philanthropy, theund and whatever that doesn't go to the
city, that goes to grants to the kids and stuff. Correct me if I'm wrong. So, it's not really Am I wrong on that? Because that's what I remember reading. >> That is correct. But our environmental planner who administers the program does receive uh $15,000 of her salary for for administering that program. So, it does
reduce our salary and wage cost in the city budget. >> Okay. Apologies. I'm just trying to go in order as we as you brought stuff up. Um so one other thing it was an this is an overreaching thing I would like to say and this goes to the business administrator to director Gonzalez. It
would have been nice to have all these um presentations beforehand so we could look at it instead of trying to take screenshots. But I think it also been would have been very useful that since you have survey data that we don't have uh that I see popping up here several
times in these presentations that it would have been better for some transparency in our angle because we we're curious ourselves what this thing looks like uh from the the data and we don't have any time to sift through it. So, while I don't think you're wrong in showing this, but we just it's a
struggle for me that I can't see that data. So, I can't make an educated uh decision or question based upon something that I don't know anything about. Side note, um I don't believe that one of our re potential revenue
sources is dropping a uh uh I don't even I can't use the term because it's not politically correct. Um, it I don't believe this was the form that we should have told the businesses that we're going to try to charge them for their garbage. I think that is
something that you should have had the businesses in the room first and then talk about it because that's a substantial amount of money. Uh, from that perspective, I don't think it should be in a budget presentation from that perspective. It could be great we're talking about it, but we need to
bring them in the room. uh they're already facing very difficult times as it is uh between from some of the initiatives that the city has done one two and also inflation the war you name it they're struggling and plus a very
cold winter season so there those are going to be very difficult conversations I wish we would have had that conversation with the businesses first before we bring it up into the public realm on a whim that this is something we're thinking about uh going forward
Um you mentioned that um I looked in there that raising you know like if businesses I saw some like fee I did a rough calculation like 3.2 million in fees for different things. If you go back to that fee chart you had of of of the wish list of what
we could raise um uh yeah this thing. So we do realize that when we talk about increased violations, we talk about the businesses are separate right now. They'll just transfer that to us when we buy our food. Um impact runoff storage managed,
you know, all these these other fees are affordability fees because no landlord, no business owner, no person uh no you no homeowner is escaping this. This is a
direct impact to a renter on their rent. This is a direct impact to a homeowner on their bottom line. And the idea of paying taxes and bonding for this stuff and impact fee for storm water runoff
management, that's part of what a city should do. And if we're going to sit there and charge people for that, that seems kind of insane. You dictate that all of our water has to go into a sewer system. when we have our building, I had I did my a garden in front of my house and and
I was told that I have to put it into a system in the front and it was 80 gallons. Whereas before we had the same thing going and we had no problems. Now I've got flooding. So I'm just there's some things here that in this this is a direct impact to
affordability and that's what everybody's been talking about. So I do want to I do want to bring that up that you know entries violations directly impacts storm water runoff and stuff is just going to be our residents paying this and the private construction projects that just makes Hoboken more
unaffordable. Um so that's the the point I want to make there that I wish we could somehow uh look at this a little differently on revenue enhancements. I don't think it's revenue enhancements. I think it's affordability. It cripples affordability. Um I saw um
uh this is I don't know if it comes into you guys. Well, you're information technology now. So, which by the way, I don't understand how it even fits into the whole plan, but that's not my decision. I'm on the legislative side, that's the administration side. Um, we
spent $45,000 of ARP funds to increase the outreach and greater reach for cu for our residents to our directors or for the city. Um, has there been any improvement on that?
I just feel like the ARP funds just went up in the air because I haven't seen anything increase from my angle uh along the along there. And that these are questions for you R.J. I don't want you to because I don't want to take everybody's time up on answers. Um, you're off the hot seat. I'm going to
move to Olga if that's okay. >> That's great. Yeah, Olga. >> Hi. >> Okay. So, can I How are you? Can I ask you what is your real not surplus, what are your real reserves that exist? In other words, that are stocked away for
the real rainy day, not in the operating budget. Uh, right now it's $4 million as of um December 31st, 2025 on auditing. >> Okay. So, once the city borrows from
that or takes from that, you're going to have whatever 2.3 minus 4, right? So, you're going to have what? Uh, 1.7, correct? And then the excess revenue that we'll get potentially as Councilwoman Fischer
said that it's a a a theme that it's been about 1.8 to 2.2 let's say of every year. Is that correct? >> Yes. That's that appears to be the trend. You're correct. >> Okay. So looking at this and we just approved well I didn't approve uh my
colleagues approved a water bill increase of 11.2%. Would that not lead me to say or lead me to think as a resident that there's enough money in the water utility uh for even having the rainy day fund that why do we need to bring things up to 11.2%.
Because if you raise it 11.2% I would expect that number of excess revenue to go even higher in 2026. Um and the reason why I asked this is I'll go back to councilwoman Fischer what she brought about the capital expenditures. A very very good point is that something with infrastructure over
20 years. Yes. Now, if you're capped at bonding, well, we got to be creative and think how we can uncap that somehow. But that said, if I'm going to tax my residents, that 11.2% and potentially raise excess revenue, we're overt taxing
our residents. So maybe the 11.2% 2% that we just kind of blanket it to we need that is something that we should revisit as well because we're building the rainy day fund that I'm not not sure you know the rainy
day fund already exists. >> So that's one note there. >> Um >> so in your uh you said in professional services the consulting engineers um and and things of that nature. How many engineers do we have on staff?
>> We have for the water utility one water engineer and then it's myself 20% u it's built to that salary as well as 25% from the civil engineer. >> So of that professional services how many consulting engineers do we get out
of that? I believe >> is it like 10%. >> I'm sorry. >> Is it like 10% 20%. >> I I do not understand the question. >> In the professional services, >> how many outside people we hiring
to to to augment us not having engineers? Um >> we would have we can look into the exact number of contracts based on the project and the total hours that each of those engineers for those projects worked on to total the total cost for 983,000 but
we do not have the total hours of outside consulting engineer. >> Yeah. Are are these professionals that we don't have the in-house expertise on or is this something totally different that it's just because we're replacing all the lines and the stuff we're doing down with uh Northwest Resiliency Park?
Is that or is it something that we do have expertise inside the city? >> They're both they're both cases and we do have the expertise to perform some of that work. Um but of course where's the capacity in order to do water main improvement projects? you need to have a
surveyor um and you need to have the time of a you know an engineer to sit down and do that design work which unfortunately in our day-to-day operations and all the things that we handle in the office does not allocate that time to concentrate and work. It
also implies that um the engineers will have that software installed on their computers for instance AutoCAD and different other softwares that are required for design and and evaluation. And as much as we love doing that, that's the fun stuff to design, um that is something that our time does not
allow. And in the other case that you mentioned, there's also certain levels of expertise such as like the hydraulic um analysis that needs to be done. That's a higher level engineering study that needs to be done with different programs and and different experts. Um
because our as you understand our water distribution system is an old one and we have learned a lot but there's more to be learned and the only way that we can tackle is with the data but we're we're making progress on that end but yeah
that's a high level engineering skill and scientific skill that needs to be required to to be able to perform that study. >> Okay. And one one last one I believe the and I don't know if it's going to be RJ or Olga or uh uh Director Gonzalez
do we're capped on just the water utility that can bond correct or is it you're saying for the city we're capped? I am I am only speaking on the information that I have backup on
which is I'm basing my you know what I'm saying to you guys based on the >> water rate study that we implemented originally we did a projection of six years three years were only adopted we haven't adopted one for 2026 that so I'm basing it on that I cannot speak on
behalf of the bonding capacity for the city of Hoboken >> so >> that is correct this is water utility only >> it's only the water utility >> correct Correct. >> And we cannot we can we are cap top. We cannot do anything else >> based on the what unless we increase the
rates again. >> It's based on rate projections. Paul, >> that's correct. >> Correct. We we predicted six years of increases to account for that $5 million, you know, uh capital improvement until 2030. And but we only adopted the first three. So it was 25,
24, and 23. We adopted um rate increase plus the CPI. Now in 2026 we the only thing that we did and it's because of JCMA we adopted um the 8% increase for the bulk water the bulk purchase water
other than that we have we did not account for capital improvement to in order to merge that gap >> how much would have that been >> I would have to go back the numbers to see what was the projection typically it's 5% is there's different um years we
try to smooth it out so it's the percentage throughout throughout through throughout the years. But again, I'm going to dust out that um original. >> Should I get that one to you? >> You can see the six years. You can see the six years. >> Paul, we're going to go to
>> I'm good. >> The last one. We going to go council Russo. Councilman Co. Council >> Thank you, Council President. Um I guess I'll I'll go in reverse order. We'll we'll stay with you, Olga. Um, so you said we have about $4 million in the
um in the surplus in that bank right now. Uh, we anticipate at least $2.5 million in in additional funding and our excess revenue. Uh, regardless of what we send to the overall budget in the city. Is that correct?
>> No. the part the 2.5 it it depends. Um we hope that it's a 2.4 forward $2 million but my finance department cannot provide that information >> and everything depends on on on the
projection what we receive and at least I'm if I had to go and and do an estimate I will say 1.9 maybe or two but this is the information that I was providing for my finance department so that's what I have to >> let me let me understand this you said
you said the Jersey city increased the water rates by about 8% %. >> Correct. >> That's correct. >> Correct. >> We raised we raised it a little over 11%. >> Yes. Because we have to account for the CPI.
>> So, okay. So, we raised it about 11%. So, there's there's a there's a differential there, right? Between the eight and the 11 >> three. Correct. >> Correct. So at the current rate 11% less
we were we were realizing $2.3 million in excess revenue. >> Correct. Again clarifying because of the meter change um we were able to capture. >> So that's a good thing you know that's
>> Yeah. Right. But but that but that's not changing right. So that that 2.3 is is is the baseline. right? The meters are still in place. That's what we're anticipating in excess revenue. Um, now when you add that 11% on top, we
should probably anticipate at least the 2.3, maybe more. So, if we have 4 million, and again, we're not accounting for what we're going to push into the city general fund, but we have four million in that bank right now, and we're going to anticipate at least
another $2.5 million there. So now you're looking at $6.5 million. Why are we and and I'm a little confused with the 2.3 here versus the 1 million in the other slide. Why are we concerned
about the overall fund balance if in fact we know we're going to have more money than we anticipated last year? So, if if I may jump in uh Olga for a moment, um I think the one piece of this that we haven't discussed yet is um the
fact that in we when we did our original six-year rate study, and as Olga's referenced, only three years of that rate study were adopted. Those three rates uh included increases over um they included an increase for CPI which is standard that happens every year plus
they included an additional uh rate increase to fund capital improvements and the solveny of the water utility. Um so in 2023 there was a 9% increase 24 there was an 8% increase 25 there was an 8% increase. um this and and that and in
some of those years there was no Jersey City MUA rate increase or a smaller J Jersey City MUA rate increase. So if we provide you the full context of the rate study and analysis that was done, you will see the nonCPI increase, the JCMUA
increase, the CPI increase, and we can show you that history from 2023 uh through 2026. and and I apologize that we didn't include a graph for that this evening, but I think that showing you that information that we've previously said to council members Fischer and President Zano that we will provide. Um,
and perhaps having a subcommittee discussion to to review that even with our our um, you know, our analysts that would be helpful for you to further understand this because it is it is more than just the JCMUA rate increase. >> Yeah, but that otherwise where I'm
going, director, what where I'm going is our current dollars. I'm not the the increases, the past increases, any future increases. That's not what I'm talking about. I'm talking about right now, specifically this year, we have
accounted for in the slide $4 million in the fund balance. The TBD should be at least $2.5 million or go to 2.3. It doesn't matter, right? So, you're over $6 million in that fund
balance regardless of anything else. Now, again, that's not counting for what's going to be transferred to the general fund, >> but that's $6 million that we know we have money. Although, you made a comment about 45 days. What is the dollar amount
for that 45 days? >> 1.9. >> Okay. So, we should not go below $1.9 million. That's >> a minimum. Yes, >> that's the standard, right? >> Right. >> So, so if we adhere to the standard, >> right, we have $4 million.
So, we have from $0 to $4 million that we could utilize to transfer into the general fund in the city of Hoboken without violating that that normal standard of having 45 days
in our pocket. So, I think I think what and I think what Councilwoman Fischer and what Councilman President was trying to get to was that we do in fact have the ability to utilize more money out of the
water utility uh uh fund balance. So, that's that's one point that I want to make and I think it's something that we should do. The second point is even if we were below that $1.9 million, the city of Hoboken has the ability to
make up for that. Am I correct? >> From a bonding capacity >> from from the capacity of making sure if there was an emergency as as you used in your example and we needed more than the $ 1.9 million, the city of Hoboken could say, "Hold on, wait a minute. We're
going to fund that if need be." Correct. I think the process is that we'll have to go for an emergency appropriation through the water utility. >> So you're telling me that you don't think the city of Hoboken has the ability to fund one of its utilities?
>> I am saying that if the process will be as as how I've been told by our finance department is that the water utility has to go in for emergency appropriation which has had happened in the past because the two books are separate. That is that is one alternative. What I'm
asking is can the city in a second alternative fund that without having to increase water rates? >> I do not have the answer to that question. >> Okay. >> Just so you know, >> I believe I believe I believe that it
can. I believe that we have that ability and I believe that in an emergency situation we will do that just like we have done that as far as funding our water infrastructure changes or sewer infrastructure changes. Uh we've done that multiple times and I think we can
do that. So, I just want to put to bed the fear that if we don't utilize a fund balance of over $4 million and maintain that, that god forbid that there's an emergency, we don't have the capability of of handling that emergency. We most
certainly do. The second thing I want to bring up and and I'll build upon Councilwoman Fischer's point when it came to the $1.4 million, we water through the city of Hoboken, correct? Yes, sir. >> Right. So, if in fact the city of
Hoboken wasn't compliant or had an issue, that would then affect other municipalities while we're wheeling that water or could I don't want to say will could affect other municipalities. >> You're referring to the current willing
agreement of the water that we're willing to We hawken. Yeah, I'm I'm referring to the fact that water has to come through Hoboken to get to We Hawin so that they could utilize their water. >> Yes, they need that. They need that water. That is
>> so my my contention here is that our water system is not just a Hoboken system. It's a county system. And if we need to bond something, we most certainly have the opportunity to approach the county and bond anything we need to bond through the improvement
authority. I think that's an avenue that we should explore for that $1.4 million. I think that we have an opportunity to take that $ 1.4 fill million dollar in expenses for the year and reduce that to
use Councilwoman Fischer's analogy down to $70,000 or $80,000, whatever that may be as far as funding the uh the bond uh the principal and interest. So, that's something that I think we should explore. I think we'll have the opportunity to further reduce our
expenses in the water utility and then allow us to then have more access to uh a fund balance. Instead of $6 million, it may now be $7.5 million, which then gives us the ability to utilize a big
chunk of money for our general fund so that we could further reduce our $17 million budget gap or our 24% tax increase as it stands now. I think that's something that we need to explore and I think we need to do that pretty pretty quickly. So my suggestion to both
uh director Gonzalez and you Olga is immediately tomorrow morning get on the phone with county and start having that conversation because I think that's something that we could really do in in a pretty quick way to to help our taxpayers. Um I that's all I have for the water
utility. Um R.J. I'm going to uh dig in a little bit on some of the stuff that you talked about. Uh, and forgive me, my notes are everywhere and and unlike Councilman Preszano, I'm going to want some uh answers to the questions that I'm asking. Um, let's talk about fleet
for a second. The we have four four employees there. Uh, I think it said on your chart. >> That's correct. Yep. Four. >> And in that floor, those four employees, what are their primary functions? >> Sure. I'll go back to the org chart. Um,
so we have a supervisor, one mechanic, one mechanic helper, as well as a clerk who maintains parts orders for fleet maintenance. >> Okay. So, so dealing with fleet maintenance mostly. It's not, we're not talking drivers. We're not talking anything like that, right? Those are in
the department. >> It's it's quite literally like a mechanic shop that's in our DPW, has lifts for vehicles, and we order parts and do all those repairs in house. >> Great. Uh, sustainable and resiliency. Uh you said arborist and the environmental planner there uh but you
also said that that was all funded through the grants. Is that correct? >> Yeah, the majority. So the most of the arborist salary um I think 90 90,000 of the 98 total salary is funded by the USDA grant as well as for the
environmental planner 15,000 of that salary is funded by the Bloomberg Philanthropies youth climate action grant. So that's why you'll notice Yeah. Sorry. >> Yeah. I know. I was just going to follow up. What is the 70 $70,000 increase accounting for? >> So that's it's an increase in so that
last year when the budget was adopted, we did not have an environmental planner. There was no the position was vacant. And so the environmental planner we currently have on staff started in uh July of of last year. So that salary was not included. So the 73 you're seeing is
the small portion of the arborist and then the remaining portion for the environmental planner. >> Okay. Um I'll ask you the same question I asked earlier about the this entire organizational CL chart. Uh including yourself in Olga,
are all these positions uh in our salary ordinance? Are they accounted for in the salary ordinance? >> Yes, all current employees are in the salary ordinance. >> And that includes you as well? >> I believe so. But director Gonzalez, if
you want to on that. Uh, so I do believe um I was thinking more about your question earlier, Councilman, and I think um what you're asking is about civil service titles versus the versus the salary ordinance. So um there are
every employee has a civil service title. Um and sometimes their functional titles are different than their civil service titles. Um so it there may be a few instances of uh titles on the screen where the civil service title does not
match um the functional title but the civil service title does match the salary ordinance. Um so the the civil service title and the amount ordained um you know should be valid. Um if they're not, we can do a full audit and I would love to do that because I do think that
there are probably errors. Um and I I know of one error off the top of my head in in um in the in uh community services one title that I that I know we need to add to the ordinance. Um, I think there's some cleanup we need to do and I will be very upfront in telling you that we need a full audit um of of the
ordinance and um but that said, everybody does have a civil service title and those job descriptions do match um the the descriptions that I believe I sent to you a few months ago. I sent you the link to the civil service list. >> Yeah, some some of the titles uh are not in our salary ordinance. Uh we do not
have a director of infrastructure. We do not have a um a assistant uh director in parking utility. We there are a lot of of these positions that are not
accounted for in our salary ordinance and my concern is that for a number of years now they were not accounted for in our salary ordinance. um and they were being paid and that's
problematic. That is a that is a massive concern that I have. Um we'll get into that in um at a at a later date, but um that's something that I want to keep on top of.
I think we do need to do a full desk audit through civil service and I think we need to do a full internal audit of our salary ordinance so that we know exactly what we're dealing with and we need to put people in the positions that they are um properly aligned with.
Right? So if we need to change their title uh because they're functioning as a clerk too but they're known as something else, we need to make sure that we're accounting for that. whether that's just in a u a capacity where
we're identifying them, but we need to know that, right? And and that's one of the reasons why I keep asking for where we are, what we look like, what what the what the position is versus what the salary is because there's no way for any of us to know if someone's functioning
in a title and their civil service title is different and then that salary doesn't match up, we don't we don't know what that looks like, right? So, so I think we need to do that and and I'm sorry to digress on on the >> infrastructure here, but >> but I think it's something that we we
need to look at and more than happy to kind of go through it with you. >> Sure. >> Um let's talk about one of my favorite uh subjects here, sanitation. Um RJ, uh if you could just go to the overall budget on sanitation.
Uh I think it's Yeah, that one. um 8.9 million. So the 33 employees in sanitation account for roughly $2.5 million.
>> You could see on this slide sanitation uh introduced the proposed introduced for sanitation is 1.5 for salary and wages >> 1.5. And then we have O and E that we're looking at 73.
Let's talk about sanitation. Let's talk about uh these employees uh job descriptions and what their functions are on a daily basis. >> Sure. So let me go back to the ORC chart. So, sanitation, we have um one
supervisor, two truck drivers, as well as full-time laborers, and then a recycling coordinator who oversees um five three current post five uh sanitation inspectors. So, there's kind of two different uh I guess roles that sanitation plays. The first is uh quite
literally they do additional pickups um related to uh supplemental pickups for cardboard um and garbage pickup for the city um and hauling those to the collection sites and then for recycling coordinator um oversees the recycling and composting program as well as
dispatching sanitation inspectors um for if there's ever a complaint related to garbage out on the street that's you know at the wrong day that's causing an issue that's uncleanly Um then they do dispatch a sanitation inspector who will issue a summonage for that. Um so really
sanitation is you know overseeing the contracts supplementing additional uh disposal and pickup as well as enforcing sanitation regulations. >> And then your laborers what what's their day-to-day operations look like?
Um, I mean they're they're largely working to, you know, in support of the of the um I I'll I'll say in my conversations, so I'll I'll say I've been in the role for about a month now and in public works, you know, there's
often es and flows as the seasons go. And so sanitation um streets and roads and parks, you know, they really respond to the seasonal needs that Hoboken has, whether it be in the streets for for snow removal and or for the parks for cleanup
um and waste disposal. So the public works superintendent assigns responsibilities on a on a weekly basis based on the priorities that each of our different facilities may need. Um, so I couldn't really give you specifics as to exactly what each of them are doing on a
daily basis because it changes from season to season as well as you know uh what what exactly is happening throughout the city. >> Well, I I mean I appreciate that answer, but you have, for example, you have 14 full-time laborers in the parks
department or or potentially 14 full-time laborers in the parks department, right? like we're not taking the 12 full-time laborers from sanitation and sending them to parks, right? Like so what unless you want to revamp your organizational chart and and reflect
that correctly, it looks like these 24 employees uh half full-time, half part-time are specific to sanitation. So,
I'd like to know what they're doing on a day-to-day basis so that we could better understand what that $9 million a year that we're spending in our sanitation department is really doing because as
you've heard me in the past, uh I'm like a dog with a bone with our with our sanitation contract. I believe our workforce can take this in-house. I believe that if we needed to supplement those part-time laborers, we can most
certainly do that with hiring a few new part-time laborers. But I think they have the the capability. They most certainly have the knowhow, right? They they're they're doing it. So, we have most of the equipment, if not all of the equipment. This is something
that I'm gonna harp on every single day because I still can't understand how we're paying almost $8 million a year for our our hauling and our dumping. So, I'd like to know exactly what they're doing
because if they're doing work outside of sanitation, then let's reflect that, right? I could be I could be dead wrong. right? These these laborers could be working, you know, across all of these departments and I have no clue, right? But the way you present it and the way
it's been presented for years is that those laborers are very specific to sanitation. So if that's not the case, let's reflect it correctly. And if it is the case, I think we need to look at this in a way where we could reduce our
costs to the taxpayer. Um that was that uh and then just a general question right and this goes for this goes for the increased cost to our businesses with
them with with collecting their garbage or paying for their garbage I should say uh and the 11% increase in in water charges right like how is all of that making the city of Hoboken's residents have a more affordable life. How are we
keeping Hoboken more affordable when I have not yet seen any presentation with a reduction of cost? There's been an increase in every single department when it comes to
our budget. knowing we have a $17 million hole that we have to dig our way out of a 24% tax increase as it stands right this second. How are these things making Hoboken more
affordable? >> If I may answer for the water utility. >> Yeah, please. Um the water utility um the water charges that are collected is from all um water users
including some that may be tax exempt. So it's more equitable throughout the city by making these investments in the water utility. Um, we are securing that our Hoboken residents will have um, at least will sustain a a water rate that
by tackling these improvements now, uh, we're trying to minimize them becoming an emergency in the future and paying three times that cost, right? U, we have identified $25 million worth of investments. If we try to plan it and
and tackle those in a timely manner, uh it will minimize that one of them may become an emergency. It has happened in the past that out of those projects that we have identified, some of them were not even in the list that just happened to be an emergency for you know human
reasons, contractual contractors reasons or mechanical reasons, right? Uh but I believe that investing planning and investing the infrastructure in the long run will provide a more reliable water system to the Hoboken residents and to the rateayers.
>> Are we going after those those actors? Olga, >> I'm sorry. when we have when we have a uh a water mane break due to uh malfeasants uh accident whatever it may be are we going after those companies uh
to pay for those uh issues that that that are falling right now uh as a burden on our taxpayers? >> Yes, we do. >> Okay. So, those two big uh water main brain breaks that we talked about last
year, one of them we know was from a local contractor doing work. Um, have we uh recouped the money associated with that? >> I do not have the answer to that question. I will have to get back to you. What I do know is that um I had to
get back to you because the the level of detail and the emergency that was done um we already accounted for that in 2025 and and I had to get back to you on that. Um but you just just just so um to
be um transparent, right? Um here in Hoboken uh there's been instances in which um due to old maps or different frequencies when you go out there and mark up
utilities sometimes they're off by uh more than a couple of feet. So I have to go back to that particular instance and see what what what's the story whether it was marked or not and and what was the ultimate um thing that we we did. I can
>> something that I think something that I think we could do is is when we're when we're allowing for permits um there should be that in the the approval of a permit, right? Like so it should be very clear to those contractors to those
people who are providing that work that if in fact there's an issue they're going to be held responsible, right? And that's going to be condition a condition of the permit, right? like we we can't continue um to put this burden on our taxpayers. Um I appreciate your answer
and trying to mitigate those emergencies, but the reality is 11% tax 11% rate increase for our water does not make Koboka more affordable. having our businesses uh pay for their own garbage. Um although
it might be the right thing to do. Uh that's going to get that's going to get pushed on the individual uh consumer, right? They're going to they're going to find a way to make up that money. Uh and and we need to try to make Hoboken as
affordable as possible, especially this year. We know we have that massive hole that we're digging out of, right? So mitigating those emergencies, I'm all for it. I'm 100% in agreement with you, but maybe, just maybe, we shouldn't have did
an 11% increase this year and we could attack a little bit on next year once we got our house in order. Right? Those are the types of things and those are the types of decisions that I think we need to really evaluate and think outside the box when it comes to a lot of this stuff because look, I get it. All my colleagues get it. You guys even get it,
right? You get those calls, right? every time when when somebody realizes that, wow, they're now paying 11 11% more for their water, they don't have very nice things to say when they're paying that bill, right? So, we need to do our best, our very best to make sure we're
mitigating those expenses uh to our taxpayers and and that's just, you know, that's something that I'm going to continue to fight for. So, I appreciate your concern there. Um but but we need to start thinking outside the box a little bit and trying to come up with some uh really um uh different types of
solutions for it. So I'll leave it there. I'll get off my soap box for a little bit and I'll let my colleagues continue. So I appreciate it. Thank you. >> Big box, my friend. It's all good, Councilman Cohen. >> Good job. >> Thank you. Thank you, Council President. Uh thank you for the presentation, Olga
and R.J. appreciate it. uh always learn things and you guys clearly put in a lot of time on this and got granular about the line items and that's going to be very helpful I think both to uh our constituents and also to the members of the council. So thanks thanks for for
putting in the time to make a helpful presentation. Uh you know I think yesterday I said I completely agree with something that council president said today I want to say something I completely agree with something that Councilwoman Fischer said. uh her description of how bonding
rather than putting in line items for capital expenditures was an excellent example of how we can save taxpayers by advertising the costs of long-term investments into our infrastructure and uh and it would take it takes it out of
the day-to-day budget. I mean, we think about our, you know, our I think it was a $30 million bond for our seaw wall when we had our crumbling infrastructure on the waterfront. Uh obviously, you know, when you're looking at a budget in the neighborhood of $140 $150 million,
putting a $30 million line item into a budget when you're doing when you can advertise it over a long-term bond when we have a AA plus credit rating and and as Councilwoman Fischer said, in a low interest rate environment, which still remains, uh that is
thoughtful fiscal planning by the city council uh and by the administration, frankly, to do it. And it's not the kind of thing we would hesitate to do. I don't think we typically look at a, you know, I think that was a $1.3 million line item, something that's that
relatively small for bonding. But I think it's a good thought. And to pick up what Councilman Russo said, if the county would bond it for us, so much the better. You know, I mean, that's great, too. We play we paid plenty into Hudson County and if the county is willing to
bond for this because we Hawkins water passes through so much the better. Uh I think that's fine. I I I do note that in the presentation that we heard yesterday from uh Director Gonzalez she noted that uh one of the structural pressures on
our budget is is debt financing over our bonding. I believe the number was around $25 million this year. Uh uh could be off by a little bit, but I think that was the neighborhood that we were talking about and obviously we don't have a lot of wiggle room when it comes
to negotiating with our bond holders. We have we have an obligation. We have to pay for it and that's an annual expense that's not going down. But I do think director Gonzalez also said in her presentation yesterday that twothirds of the council supported every one of those bonds, which is by law. I mean, you
can't pass a bond without twothird support of the city council. So, I do think that one thing that might be helpful, and maybe this is a question for director Gonzalez, because I know I've heard a lot of requests with respect to bonding and concerns about bonding and the burden of bonding. And I
think we heard tonight why bonding makes sense uh when we're when we're making long-term investments in infrastructure in the community. But I think it would be helpful that in an that we receive an analysis of the bonds that have been issued since 2018 and specifically which
council members supported them over the years. I think that would be transparent and helpful for the community to understand the situation that we're in and how it is that we got here. So, director, if that would be something that we could see, I would appreciate that. Um, and that's uh that's all I
got. Thank you, >> Dr. Cano. >> Uh, thank you. I'll be brief. Thank you again, R.J. Uh, very well done, Olga. Always very well done. Um, uh, just to kind of again overarching grand scope of
things. Uh, and we keep talking about affordability. That's real. You from my perspective, my comments have generally been around housing affordability, but this all goes into it, right? um you know any fee that goes across any tax that goes up can get passed down
often is uh and makes things more expensive for everyone. As I said yesterday, we're not immune uh from we the city and the and how we run the city and the cost of running the city are not immune from those uh pressures. Um
I would love to be able to absorb all of those things uh but we just can't. you know, we have to balance a budget. Uh we have to pay for everything that every cost that we're incurring. Uh if we want a police department, we want a fire department, if we want uh you know, a
recreation department on all the services that go with it, there's costs. Um we understand the tax cost, the levy um that would go into it as kind of described 25% whatever it is. um you
know and taxes are we talk about the difference between taxes and fees and there's a difference although it can be semantical you know I don't know if I invented that word semantical but we'll go with it um but taxes generally are you know mandatory payments
uh that go to general services police fire you know things like that they're not linked to direct benefits or direct service that one would get a fee can be voluntary u it is targeted uh and it's payment, but it's usually for a special
service or a special privilege or a very targeted usage of something. Reason why we charge for water is because your neighbor might use way more water than you. And if they do, then they should pay more for water. Never mind the the issues with the 11%. That's why we
charge that fee, right? We charge, you know, registration fee for dogs because not everyone has a dog. So, we charge a fee for dogs. Um and so you know our goal here is you know we really don't want to have that general distribution of taxes go up. We want to focus on a
couple other things. The fee distribution and the cuts. Uh with respect to the fees uh in your department some things that I would like us to uh look into is um you know having businesses pay for their trash because I
think we're only city in the world at this point who doesn't do that. So I think that's just right sizing it. And I understand they might pass on the cost but that is that is it again I think that's an area where I think we can't absorb the cost for everyone you need to pass it on. Um and uh the other area
where I'd like to see us explore more is this storm water utility. That one might be a little bit more of a tax right because it is kind of something that is applied to everyone. Um but it's a little bit different in that, you know, we we would be giving people the opportunity to lessen that tax by
putting in uh mitigation efforts. Um we live in a very floodable city. Um less so now because of the efforts we've done with the resiliency parks, with the infrastructure improvements, with the requirements that we have. Nevertheless, not everyone had not every property has
uh has done that. Some people still have, you know, um very hard surfaces where that water uh doesn't be absor get absorbed there. It goes into our sewers could overwhelm them. And so if one of our neighbors does more to manage their
storm water than another, then they should incur the cost a little bit more of of mitigating that. Again, just just my view, right? So there's a little more nuance than that to that than than I've been describing, but I would like to see that explored because I think
there is a good opportunity there. Now let's get to t uh to cuts here. Um, one thing that I would like to see from this department and I'll follow up some of the other departments as well is let's look to see what services we don't want to do anymore or want to cut back on
because I think you know we talk about uh staff reductions that's one thing but I think staff reductions equal will lead to service reductions my view. So, for example, on the parks uh uh column, and I appreciate you staying on the slide, you know, if we get w rid of a
supervisor or some of the laborers, what I want to understand is what is the impact that's going to happen to our parks department? Are we going to be are we going to have to cut back on maintenance? Are we going to have to cut back on on on uh you know uh cutting the grass or or
shoveling if there's snow there? So if we do have a staff reduction there, I would like to hear and understand what the impacts are on the services so we can articulate that. Uh on the sanitation um we do generally 5 days a week recycling and garbage pickup. I
would like to see uh what the impact is of reducing that service um to four days a week, three days a week. Uh I would not like it to happen because again we had that RAD issue which is directly tied to uh garbage on the streets. this might be something that we will have to
live with if we can't afford it. So if you can uh provide that uh as well um I don't want to focus on streets uh public property um if we have a again reduction at the supervisory level uh what is the
impact that that's going to have on our general maintenance and ability to maintain uh things around town. Um, and I think I'll leave it at that, but if you guys can go back again, if we were seriously thinking about cuts to services and personnel, I would like to understand uh if we did X, what is the
impact on services and what is the impact uh to the budget? Um, so that we can make an appropriate uh decision over the next few weeks. Thank you, >> Council President. Followup question to Council Fish had a followup first.
>> Yeah. Yeah, sure. It was just related to Joe's request. >> Well, one uh one question. No, you're on mute. Counciloman Fischer. This for you, R.J. She has a question for you, R.J. >> No, I I have questions for R.J. if Mike wants to Counciloman Rouso just wants to have a follow-up question.
>> Yeah, I appreciate that. Thank you, Councilwoman. Just just a follow-up question. uh directors, all directors, I guess, uh uh as Joe was asking, uh I'm sorry, Councilman Cano was asking if you could provide that across the board, like what that looks like for, I don't
know, a 10% cut or and and you know, I don't know what Joe was thinking as far as a cut, but uh do that at various levels so that we could see what that looks like. That would be really really helpful. As a matter of fact, I I was hoping that we were looking at some of
that in these budget uh workshops to see what that looks like. But Councilman Gutter's got a great idea there so that we could see exactly what that means uh and what you're thinking about if in fact the city council decided to cut 5%
in your in your department or 10% in your department. What does that look like? So, I appreciate that and thanks for the suggestion, Joe. Councilwoman Fischer. >> Yeah. Um,
so R.J. uh, Director Theopeld. Um, you have I I have more kind of big picture questions. You have probably the biggest, most complex
department in city hall. I recognize the police have more people and fire has more people, but um you have an entire department that is now made up of two departments um that has a million different
uh residentfacing projects going on simultaneously from trash pickup to park maintenance to every major infrastructure project the city is undertaking. Is that a fair assessment? Yeah, it's fair assessment. Everything
built in digital infrastructure. Yeah. >> Right. So what um so first of all I similar to Paul and and I've I've said this before um the one of these things that's not like the other is the information systems. Like
to me that should just be pulled out of your department altogether and moved to the business administrator. Um, it is probably one of the most important projects that we have within the city because this is what's going to allow us to create more efficiencies, have better
access to information, provide information to um our residents, you know, reduce uh Oprah, have better rec recordeping, be better revenue sourcing, better procurement, better everything. and
infrastructure is one of the customers of that but it's much more of a central function and operationally the fact that it has been put here um I think is misguided it should be moved >> so if I can comment on that actually as
part of the reorganization the division of data and analytics which was overseeing the new website as well as a lot of the digital permitting systems and service requests was moved to administration underneath the public engage engagement division. So that is no longer within the IT department. That
is >> right. But the whole the whole IT department should just be moved away from you. You're you're outside looking, not necessarily inside looking, right? And and we want you to be out outside looking, which which leads to the next comment. You know, one of the issues
that we had quality of life issues within the city is just the general overseeing and coordination simultaneously of all of our infrastructure projects in a way that
improving that in a way that minimizes the disruption to our community. How do you how do you see achieving that with your organization and working with the other departments? Like I feel like you are the person that now is accountable
for that and and how is that going to work? >> Sure. So, I mean, in many regards, similar to director Brown's comment, we do have very close cross department collaboration occurring for long-term infrastructure investments, whether it's
collaboration on long-term planning efforts like the master plan update or, you know, reviewing redevelopment plans to make sure the investments we're seeing from the engineering side are incorporated into those so that it reflects what actually needs to be built. Um, but also on the day-to-day
construction management. I mean, our construction management team is, you know, largely driven by the road opening permits that's overseen by our engineering department, but that doesn't mean that we're not in close coordination checking with our public safety department that oversees, you
know, our emergency management and making sure that the routes that we're impacting, make sure they're clear, safe for public safety access, uh, as well as with our transportation and planning department. So they're already looking at from a you know maintenance protection of traffic that's being
brought up by our engineering department. So like there is already um coordination outside of just infrastructure that is supporting and coming up with better outcomes than were being proposed to us. So if say someone wants to do a roadway construction, they
have to go through the engineering department. But we're not just reviewing that in a silo. we pull in other, you know, subject matter experts, whether it's in transportation, um, or, you know, public safety to to do that work. And so that's already happening. Um, I'll say that's like for longer term
construction impacts. But I think one of the things that the advantage of this organizational structure is that I see and and have coordination for the real world impacts that residents are are are having issues within our parks, our streets, every single public facility we
have. I know where there's a water fountain down in our multi-ervice center that's impacting wreck. And so there's a value in seeing all that at once, but also being able to have access to, you know, long-term capital funding investments to align those more closely
with what the impacts are happening long, you know, in the field immediately. And so like for our public property division, we have very old aging buildings where our systems or HVAC or plumbing have reoccurring issues. And so closing the the feedback
loop to be a quicker response between when our public uh public property supervisor identifies the need that hey this HVAC is just not performing where we need it to be. It's at its end of life to letting me know that and thinking about it okay well rather than
doing a short-term maintenance here maybe we can deploy a capital funds to improve it longer term. And so you know that's from a theoretical big picture. I think those are two areas where we're already doing cross department collaboration, but also internally the feedback loop between real world issues
and long-term solutions is shorter, >> which is great to hear. The one thing that I think is missing from what you said is we start every single project discussion with how is this going to impact the residents today? and and
that's something that I think we haven't heard from any director. Um it's been missing having everything to do with the prior mayor and we have a huge opportunity to fix that. So as you are thinking about the coordination
internally what we here as council members and I'm sure the mayor does and and some of you probably even directly but we we live in Hoboken. We feel it. I don't think any director lives in Hoboken and we hear from our neighbors that elected us about the constant
disruption to their quality of life. And so we need to make decisions we that that more heavily value day-to-day quality of life. And I'm going to give you two examples. One, I'm going to invoke uh Council President
Ramos because this is one of his things. It's one of my things like we need to pave our streets. We just need to pave them. We can't wait for them to fall in such a shitty state of disrepair. And if it means that we're going to have to go back and pave them four or five years
later, we may have to do that. But what we can't do is allow our streets to just crumble and say, "Nope, we're going to wait until these 97 other things are going to happen over the next 3 years and we'll pave it at the end." Like, we can't do that anymore. We have to have a
recurring paving, you know, program because it's a big quality of life. It's not not even just for cars, but honestly for our bikes, it's it's dangerous for our bikes to be riding on roads that are so, you know, they're just absolutely um crumbling and
>> not good. >> What' you say? >> Yeah. No, exactly. like we we have to we have to put in place and and do things that I'll give you another example. I
had this conversation multiple times, right? The conversation around fixing the HVAC system at the multi-ervice center, right? Is always like, well, what if someday, you know, we're going to update it, right? Why would we spend
$30,000 whatever $40,000 today if we're going to do something with it? We've never done something with it. We've not progressed on it. We've not there's no existing plan. There's no like we have to have a facility that is usable by our community. So, we have to always be
thinking about what are the real impacts, you know, to our residents and that has to drive decisions. It just has to. When when Steven Weber joined us, you know, years ago, I asked him the question like, "What are you most excited about?" And his comment is literally his immediate response to me
was, "You have so many projects simultaneously pro projects that are about to happen. I'm curious how they are going to be scheduled in a way to minimize the disruption to residents." That was his first response, right? Like
we've talked about the, you know, we're going to do the um the uh lead service line replacement that we have to do by 2031 and we should be suspending all of the water the the water infrastructure upgrades from now until then, right?
Because for two reasons. One, we don't have the money. And two, we three reasons. And and two, because we've already made so many investments in our water infrastructure. And three, most importantly, we're going to be ripping up every every sidewalk and road in
Hoboken. We can't do additional, you know, 1,200 ft of water um improvements on top of that at the same time because it's too disruptive to our community. And we and we have the ability to stop that. And that's what you need to do, right? It's not just, oh, we're going to
do all these projects. Like, someone needs to say, and it's this group, we're not doing that. we're not doing it. It's too taxing on our residents and if we have to delay something, we'll delay it. And and that is missing from what you've presented. And it doesn't mean you can't
do it, but it's just such a we need more strategic thinkers in Hoboken that that value our residents quality of life. And that is something that is missing from all of this. And it doesn't make anyone bad. It's just make that a priority. Um, >> thank councilwoman. Can we go to our
next uh budget? Sorry, you have another one. I can I just have one quick comment. >> Yeah, I think you'll wrap it up. >> Literally a comment. Um I actually I appreciate this big page that we're looking at, but what what the administration has done is taken away
all of the granularity and transparency around every one of these departments that we've gotten historically by merging these two big um categories. Right? So we used to have a full page on sanitation so we could answer those questions that Councilman Russo just
asked. We had a full page on streets and roads to be able to understand like what the priorities are full page on capital planning engineering and we have none of that. So to me although this is a great high level and I think you did a great job um Dr. The feld I actually do not
feel as though I have any information to work with in this department and I've been at the c I've been on the council for a decade. So someone like Councilman Firestone, um, Councilwoman Le, Councilwoman Imus, they they've never seen those numbers and so I feel like we
need those pages behind each one of these columns before we move to the next level. That's what I would like to see. >> Thank you. Appreciate your comments, Councilman Fisher. >> Thanks. >> Uh we'll go to I think uh director Fortuna, right?
>> Fortunado. >> Fortunado. Sorry. >> No worries. >> Missed a couple letters. Ruben, >> can you all see my screen? I >> think it was more than a couple. Is that a yes? You can see my screen.
>> She's gonna be direct direct to Diana, too. >> Yes, we can. >> All right. Great. Uh, good evening, uh, council president, members of the council, and members of the public watching online. For those who don't know me, my name is Diana Fortunado, and I am the assistant business
administrator for the city of Hoboken. Tonight, I will be presenting in the Department of Community Services. I know it's been a long two days, so bear with me for one more presentation. Community Services is proposing a $3.3 million budget with 35 in operating
costs and 65 in personnel. As you may recall from the reorganization, this department includes four divisions: constituent services, recreation, cultural affairs, including senior services, and the division of health. The department is made up of 36
full-time employees and part-time employees um not including seasonal personnel under recreation. The department director reports directly to the mayor and business administrator and provides strategic leadership and operational oversight for a diverse set of divisions. The Office of Constituent
Services helps residents uh get answers to a variety of quality of life is issues with special attention to the needs of Hoboken seniors, lowincome tenants, and residents with disabilities. The office coordinates inquiries and requests with city departments and other agencies on behalf
of residents. Furthermore, our social workers provide case management on a variety of topics including counseling, referrals for social services, tenant assistance, housing, homeless intervention, employment inquiries, and more. In 2025, one of our social workers
handled approximately 361 cases. That's quite impressive if you ask me. The Division of Cultural Affairs produces the city's most notable events, including the Arts and Music Fest that attracts about 30,000 visitors, the Harvest Festival, Music, Movies Under
the Stars, Summer Concert Series, uh the Community Arts, and Education programs. It also oversees senior services that provide a wide range of programs and services intended to better the lives of our senior citizens. services include transportation, healthc
care assistance, volunteer opportunities, and more importantly, activities to keep them engaged and social in their golden years. The Division of Recreation serves all members of our community from the youngest four-year-old participants to our adult community. It strives to
provide programming reflective of the diverse community in both active and passive recreational programs. It's one of the fastest um growing and most in- demand services that residents consistently ask more for. Lastly, the Division of Health is tasked with
ensuring all members of our community are protected from potential health hazards by ensuring businesses are in compliance with state requirements, tenants are provided with adequate utilities, and potential health violations are abated immediately. They also provide monthly clinics which
include COVID and flu vaccines, blood pressure checks and overall uh health clinics. The division also includes uh the office of vital statistics and licensing which oversees vital records such as your birth certificates, your marriage
licenses, dog licenses, and more. Each division is supervised by a division head who reports directly to the department director. The division heads are tasked with the day-to-day operations and the management of staff. All other staff have distinct roles that allow services to be carried out
accordingly. Moving on to the staffing levels of each division, there are only two vacancies in the department. One is the part-time driver for senior services and the director position. In 2025, one of the part-time cultural affairs employees moved to the full-time position, which
reflects the additional full-time. Recreation added a youth services coordinator in 2025, which reflects the plus one. This employee also serves a dual role under recreation and cultural affairs and has been an asset to our organization.
This slide here shows the total proposed budget by division. As we can see, we have already reduced costs in three of the five divisions. The health department has an increase due to four salaries coming into the budget that were previously covered by grant funding. That grant funding has now
expired. The 7% reduction in recreation comes from lowering operating allocations for sports since majority of them fund themselves except for seasonal personnel costs and partial contracts for sports such as tennis and diamond sports which were on the previous uh city council meeting. those we do not
have the ability to run in-house. It's important to note that we are offering more services to the community for almost the same or less amount money. Breaking it down further by SNW and operating the director's office proposed
SNW includes the director salary and the admin assistant. This is the same number of employees and titles that were previously under climate action. We anticipate minimal operating costs in this division as well. Constituent Services has a decrease in
SNW. This is because one of the employees was out on uh unpaid leave earlier in the year. As I previously mentioned, we will be proposing um moving one of the social workers salaries to the library since they often provide salaries from there.
Cultural Affairs also has a decrease in SNW as part of the salary will be charged to the art fund. The operating costs cover the expenses needed to run our festivals and other events. Health division has an increase in SNW because, as I mentioned before, the four salaries
that were previously grant funded have to be covered by our city budget. This year, recreation includes our seasonal personnel. In 2025, we budgeted for uh 210,000. This year, we were able to lower that to
190,000. Uh again this is just an illustration showing the equal distribution of funds for three of the four divisions. You have recreation 34% uh health 29 cultural affairs 25. This department anticipates a total of
78,220 in grant funding for 2026. Uh the municipal alliance grant supports addressing alcoholism and drug use by implementing policies, coordinating with community partners to host programs, implementing um prevention strategies,
and conduct education and public awareness activities. One of the grant requirements is a cash match in the um and an incind match that must be met. This year the cash match requirement is 4,100
and the ININD is about uh 12,500. Cultural Affairs is anticipating another year of ROID grant funding for special needs art education. The art education program served a total ofund 1,162
registrations in 2025 compared to the 573 registrations in 2024. In addition, cultural affairs has been able to expand art classes for special needs students that started as one class and is now eight classes uh due to the
increased staffing levels um in the division. This has been very well received by the community who often feel uh who often struggle to fit in. Um this is the only art education class offered in Hoboken for special needs.
The LAP grant, also known as the local arts programming grant, has uh provided provides funding for summer fund activities. The NJA grant will provide funding for art installations that center around environmental themes, which in this case will be applied to
Maritime Park. Lastly, the Hudson County History Grant um will document and preserve the life experience of residents and community leaders through a collection of oral histories about the Jubilee Center. Um I also want you to know that we do expect
other grants to come online that can help offset some of our cost. Here we have some uh revenue options. First, we have the film permits. Um, film fees are for private film companies to film in our public spaces. The
revenue numbers are based on the numbers from 2025. We had 20 major motion pictures and anticipate a 13% fee increase for this film type. Film fees are made up of one-time fill permit of a one-time film permit and application
fee, the type of film shoot fee per day. um and any t and any needs of TNP signs or OEMs which are built to those departments separately. Um we are projecting like I said 13% uh for major motion film pictures and a 10%
for intermediate films. Block party fees are used um are fees that we are proposing. It's a new fee that will be proposed um to use our city roadways for private events. In the
survey, the preliminary results from the survey showed that 74% would be in support of charging a fee for uh private events. This would simply be a fee that would allow someone to utilize the street.
This is separate from the other fees of your barricades, your generator, sanitation, etc. The proposed fee right now um that will come before city council and we can discuss more in subcommittee is $50 for residents and nonprofits and $100 uh for
businesses. Events are for events held in our public spaces um that we believe have room for increases in order to help the city recoup some of those expenses. Um, this is based on the amount that you see on the slide is based on a 10% increase to
all event fees. As far as the fines for unlicensed and unleashed dogs at dog runs, we are proposing an increase uh from $100 currently to $250. Uh however this will require additional personnel which we would um I heard from the last
presentation council member President Sano talked about um cross trainining and this is one of the areas where the health department collaborates with our sanitation inspectors for this kind of enforcement and others. Um, earlier this month, like I
mentioned, we uh put out a uh community survey to engage the public and see what services matter the most to them as we look ways to increase our revenue and reduce our costs. The uh survey results showed that 82 would support higher film fees, which was proposed in the prior
slide. Um, and uh one of the most supported cuts was reducing our senior mailings. However, I just want to put on the record that reducing our senior mailings does not have a major cost savings. It's
only 3,700 and we need to keep in mind that um most of our seniors might not be on social media or checking online and they are probably very accustomed to receiving print media over digital. Um overall I do want to put it out there
that we are going to be considering um all the cuts and all of the recommendations uh in the survey but the survey is still open. Um and we encourage residents to complete that survey please. To close I leave you with this. Uh the
Department of Community Services touches each and every one of our residents in some way. Whether your child touches the ball for the first time in our T-ball program or your special needs child picks up a paintbrush for the first time or perhaps your parents come to bingo every week or you look forward to pickle
ball every morning. The Department of Community Services feels like home to many. Our staff pour their hearts into their jobs and they don't always get the appreciation they deserve. While we work on finding ways to close our budget gap, I asked the city council to carefully look back at all of our budget workshops
and provide clear and conscious u concise guidance of which revenue options you would plan to support and which areas you don't feel strongly about. That's all I have for today. So, I'll open it up for questions.
All right, Council President Zano and Councilman Fischer. I thought I thought Tiffany had me, but that's all right. >> Um, >> it's all right. Listen, it's all good. Um, we're all a team. Uh, again, I just
want to compliment everybody. I can't say the wrong word. Sorry. I just hear fees, fees, fees, fees, fees, which tax, tax, tax, tax, tax. Sorry. Just want to mention that again. Um, can you go to the slide with the employees or full-time, part-time between health,
cultural affairs, recreation. >> Yes. >> Uh, now the next uh I guess this one's probably easy enough. So, help me on cultural affairs. So, where is the the because they got
combined in the uh senior services, correct? Is that right? >> That's correct. So I believe your question is where is the difference between the two um services? >> Yeah, I'm just trying to break this down. So art administrator, event
producer, senior super senior I'm guessing that's >> the head of senior services, right? >> So there are only three employees under cultural affairs. The head of cultural affairs. >> That's what I need to hear. >> Yes, >> that's what I need to hear. Okay. Um
Okay. recreation. If you had to put a number on this again, uh your hat from last year, what percentage of recreational services are inhouse, and what percentage do we farm out?
We only contract out currently for tennis, spring, and uh fall, and for our diamond ball programs. Now, I do want to put out there that some of our programs such as Little League is in partnership with Little League organization. Um, and
cheerleading is with CDA and um, yes, those. >> So, so, so you would say basketball, all the stuff that I sign my son up for, try to sign myself up for is is internal. >> That is eternal. We pay for all of that.
>> Sam, go get Sam. Oh, >> but yet we don't use city employees. We use a service. Correct. >> For basketball. >> Well, I mean, it was the New Jersey Nets when I sent my son there. So, I don't know if the New Jersey net pro That's why I'm asking, are we farming it out?
>> No, we could say cities. Yeah. >> The the Wreck uh the Wreck basketball is um the school-based program. Um that is with volunteer coaches, that is with recreation staff. We pay for the referee. We pay for the gym monitor, the
scorekeepers, all of that stuff. >> Okay. So, would you say 50%. >> 7 more than 50%. If we have 27 programs and only two two of those programs are contracted out, then believe that is close to almost 100%.
>> All right. Well, I guess maybe my son must have went to a non hoboken wreck thing or thing. I'm just confused. But he went he went to he went to a private one >> possibly. >> This was through this through the school or through the town.
>> We do partner with um NFL. Uh we've partnered with the Nets. We partner with New Jersey Devils. Um and that is all in there is no additional cost for those programs. Those are services that we are
able to retain from them at no cost. Um or it's paid through the registration fees. Okay. >> And then one last thing, the administration never got back to us last year there and there was one person inside of recreation that was located in
another state. Um, we never heard anything back from that. We heard that the person was going to move here. Has that happened? I don't I'm not talking about an individual's name. I'm just asking because we publicly asked that question and we never heard an answer back. >> So, I got you now. So, I'm going to ask that question.
>> That employee is no longer with us. Okay. Um All right. Um the uh uh so this might be overarching but again you guys brought up some data
of the survey and as I read the survey like when when can you put that chart up of what people want to cut and what they don't want to cut. >> So I'll say that what you see on the screen is as of last Friday. Um >> that's fine. I mean, that's fine for me,
but my my question comes into play is when I looked at the survey and you say increase fees for filming, there's no contacts, right? Like if people knew it was a hundred bucks or whatever it is because like director Franty last night said we're getting our faces ripped off by what New York City charges for things
like this. So like that to me that's a logical one that you know, believe it or not, yes, I would be okay with. Um, however, like when you're talking reduced senior mailings and they knew it was 3750 and they realize that not everybody has a smartphone or they know many of our
seniors can't work because of arthritis or just they're they're just not not technically savvy. That is their lifeblood. I don't think anybody knows unless you've been down to the senior center that if you guys even consider number two, I will be in your office screaming and yelling because those
seniors live for those trips. you many of us don't understand is that when they complain about not getting bingo for a day, when they complain about not going on trips, when they're complaining going the same thing to Atlantic City and they want to go to different places, it's because they are stuck in an 800 foot
apartment and their family's not there. This is their family. This is their time out. So, I don't ever want to see number two come up. I will literally knock on your door every day and complain and even raise money to get to donate back to the city to get this done because
it's just like it drives me mad because there's no context on this survey that what is behind do you believe in this I listen it's a laundry list of what you want to cut and raise but there was no context on anything and so when you guys
put all this data up >> that I've never seen before or any of my colleagues have seen before it's very very frustrating because if my senior community is even able to watch this on Zoom that's the talk of tomorrow that
literally that's the talk tomorrow because they're underrepresented in the survey and that's something that any of us and all my colleagues have been down at this multis we've been to all the events like they're just not going to answer this stuff and I'm feeling that this survey I don't want to see them get
cut out of this any way shape or >> ju Uh to be clear, um the reason I shared the amount of what it costs for the senior mailings was to prove a point that that is not an area where we are going to reduce our cost. Um I also want
to clarify that the trip that the seniors take to Atlantic City is paid for by themselves. That is not a trip in in what the city covers. the city covers um two baseball games that they attend
um and they also I believe get taken one other place I don't remember off the top of my head but again this it's important to remember that like you said for some of our seniors this is the only option that they have to leave Hoboken and have
a social outing. So, we are not going to reduce cost for our most vulnerable population. >> Get in bed. >> Okay. Sorry, guys. My son is uh supposed to be in bed and he's not in bed. I
apologize. Um Okay. Uh that will Can we go back to >> So am I slides? I think >> what with your kids? >> No, I said so am I. I'm supposed to be in bed, too. >> Oh, yeah. Well, well, don't ask any. All right, Russo. Michael, Councilman Russo
has agreed not to ask any questions. Um, can you go back two more? >> What was that? >> Uh, can you go back two slides? >> Go back two more slides. >> Uh,
no. Next one. I think it's the next one. >> Okay. Um, you know, as I said in the meeting when you when I sat down with um I think yeah, you were in that meeting. Good luck going to a dog park and trying to get that und l
I'd love to see that one happen. But that said, that said, I mean, these numbers are anemic. They don't do anything to 17 million. I was told what, two years ago that it doesn't count counting counting pencils. So, I'm just asking the same question. Suddenly many
now it does uh block party fees. I mean those are cultural events that this that streets have done forever. 50 bucks. Yeah. I mean some people say yeah we'll pay it but it's kind of I I I like you're going to get more bad
feedback from that. I mean listen go ahead. The administration wants to do it. Go ahead. Uh but I just think these are not some of these are just going to cause more problems and it's going to cause more problems for the elected officials because we have to handle a lot of those questions. So there there
isn't just a there's an unintended consequence of many of these decisions that are made by the administration that directly impact a council person's uh workload. Now happy to take phone calls, happy to talk to my constituents. However, if it's something that's out of my control that now I'm suddenly have to
talk to 20 people on a block because we're charging 50 bucks, which doesn't even do anything. It's a drop in the bucket. I think we got to rethink that. Um uh but overall, that's that's something that um that I would like to uh
like to express. Now, there is something else that I was curious on. um you know between wreck and between some of the paid programs that exist uh some of the more um uh I don't know if I think it's soccer is one of them uh I don't know what the the level not wreck the other
one where the where everybody has to pay >> travel >> um uh travel okay um in that program uh is there >> we don't run a travel program we only run recreation >> no I know I I know we do but my question
would become Um, is there anything where this interferes with any of the scheduling for our wreck programs that exist currently or uh who they we take priority? I'm guessing that's my number one question. Is that correct? >> Correct.
>> All of the wreck programs take priority in both gym allocation and field allocation. >> And uh the uh Damy Murray gym is in our budget this year to keep it open on Sundays.
to keep it open on Sundays >> like well I mean for the last I mean correct me if I'm wrong and Councilman Ramos can can attest to this we opened it a couple of weekends and it was a huge success uh and it's a gym me made for that. I'm just curious in this
year's budget because I do know it does you know there's a cost I get that but are we exploring that to open that up on a on a keep it open on a Sunday uh for the community? So, under uh Mayor Strabor uh direction, we are um looking
into having more open gym sessions. Um I'll take this opportunity. We are planning an open gym session for next week while there is a district break. Um so, we are working on that and uh again talk about crossing departments. Um, if
it's not a recreational uh gym monitor that is stationed at the gym, it's likely a public property employee. Okay. And one last question. Uh, Councilman Ramos and I last year uh worked with um
uh Dr. Johnson on a collaborative type of setup for a recreation program where it would almost mimic school to some degree where they would offer give us the facilities that um that the HBO has
and would not I mean I know insurance or something got in the way or we were told that it couldn't be done because of timing and we left that with you guys for the next year. From what I understand we're talking to Dr. Johnson, there's been no communication. But the thing that really concerns me there is and then I would like you to explore
this year is the communication of this new administration with the HBO because we were told in our discussions uh with HBO leadership that nobody had ever asked for something like this. And I find that really strange because, you
know, there's the we work together them with them in the pool, but the recreation program is something everybody in this town is dying for, especially our our single parent communities, uh, working families where it's very difficult in the summer to balance things. that if there's a wreck
program where in the morning there could be early drop off, late pickup, and this the the individual the young child is young and old, has the ability to go play softball, baseball, can go do cultural events, can go get the uh the
extra help in the summer for their school, schooling to help them get through. This is something that makes sense because it's in one location. when you look and try to get your child >> uh across the town, I can't go to to 1500 Park and then my other kid over on
the other side of town. It sounds simple that we're one square mile, but it doesn't work. So, if something in the in the um in that the administration I mean again I don't know it's already March so we're kind of we shot that one. It's not going to happen this year but if we have
the HBO offering those one-stop shopping we have to explore that. And so I don't think we've done it. There hasn't nobody's contacted us back. I think Councilman Ramos and I would be willing to help any way possible because it it was it seemed like a gift and that the
administration the past administration didn't do. But I would like to see that move forward so that we offer our community a real wreck program where from 8 in the morning to 3 in the afternoon they they could be running around getting exercise and you know also helping with their studies. That's
my two cents and then I'll turn it over to everybody else. >> If I could just um make a comment on on what you just said. What you the conversations that were had last year were more centered around a summer camp idea. Um that was done through the board
of ed facilities. Um I sat in in a meeting with uh Dr. Johnson. Um and yes, last year it was not we were not able to do it because it was far too late into the season. we needed to iron out all of the state licenses that come with summer camps, um the insurance and uh
personnel. So, over the past 2 years, we've added um two of the part-time um wrecks. Uh we've added the youth services coordinator. So, all of that allows us to start to plan for those larger summer camp um programs. So, it
is something we are going to work towards um providing in the near future. That's great to hear. However, if it already exists with the HBO running a program, isn't it better to work in conjunction with them because they kind of have a lot of stuff set up already?
It's just my opinion. However, that's a cost savings because they kind of have it set up if my understanding is it was just a matter of they could expand that program. They were looking for the city to add some bonus stuff in there to make it even better. Again, we could take this offline because there's a lot of other people and and Councilman
Councilman Russo has to get to bed at 10 o'clock. So, I'm going to hurry up. >> Yeah, I'm up at 4:30, bro. >> Yeah. Welcome to the club. Uh, Councilman Immus. >> Um, yes. Could Diana, would uh would you mind going back to the slide that shows
the costs of the programs >> here? >> Yes. Okay. Um, I think in subcommittee we had discussed getting a list of all of the various recreation programs. >> Mhm. and figuring out and and sort of having a good bird's eye view of which
programs cost the city uh to to produce how much residents are paying towards them. Uh and and sort of getting a sense of, you know, which ones may be way out of whack, like if you're
paying way more per per participant in one um in one program versus another. Uh, is that something we can look forward to receiving at any point? >> Absolutely. That's actually scheduled for our next subcommittee. I did not include that in this presentation
because that's another 34 slides of a presentation. >> I'm sorry. I know it was a big lift. I know it was a big lift, but I think it's really important, especially in this environment, to make sure that we are sort of allocating the the the the
little resources we have fairly across um many of these programs. Um, and I can see here that uh I guess I'm looking at a big a pretty big uh increase in recreation and and that's probably would
help us understand better what that uh increase is. So it looks like it's um could you give me a percentage on that? What's the percentage increase on recreation from 25 to 26 >> for the um SNW?
Uh no, not the just the cost of the programs, not just the salaries. >> So no, in in the 2025 adopted was uh 300 345,000. We ended up spending 158,000. Um that's
partly because we didn't utilize all of our city um the city allocations um because some of the programs ended up getting charged to um trust accounts that to be fully transparent are quite
depleted. Um but because some of those programs run a year prior, we cannot charge a a city operating line for the year ahead. So all of this we could go into detail um during >> All right. Thank you.
>> That's all I have. >> Council Cano. >> You are muted. >> You know, I started off so >> he was I was say that he was on He seemed like he was on a roll. He was really >> I was like, you know, it was like smooth jazz. Uh is what it was. Um yeah, thank
you for uh your presentation. Uh very thoughtful. Uh one specific question and then I'll go into my generalities. Um what uh you had mentioned on the health department um that there were four positions that were previously covered by grants but that aren't without naming
names like what do those people do generally? >> Um I if I could pull up the the chart here. So, I believe um and I could check uh back and get back to you, but I believe that covered our registered um
environmental health and uh registered environmental health specialist. >> Okay. >> Um and I believe it was one of our other either the statistics or the register. Right. Um so again back to kind of and
stay on this page here because I'm going to ask I think similar question for future uh reference or future info. Um you know uh things cost money. Uh somebody said somebody far smarter than me once said uh
nice things cost money, right? So that's true. And I think we have a nice wreck program. I think we do a good job with uh with uh our senior services which I think wish we could do better because every time I'm down at the multi they're they're happy with what they have but they wish it could be better and frankly I agree and I wish and and I think they
deserve it. Um so I agree with the council president on saying like if you can stay away from that and actually supplement it that would be I think good because that is an area of concern. Um, but again, uh, you know, we're faced
with the situation where these things aren't free. Uh, they cost money and we have to figure out a way to pay for them. We're going to do it via taxes. We're going to do it via fees or we're going to find some savings via cuts. There could be some creative partnering things, but I think those things aren't going to be a material
um, uh, impact. Look, uh, the filming fees, I think that's a no-brainer. I think, you know, one of the reasons why we've seen so much uh influx here is because one, our landscape, but two, it's incredibly cheap to do it. And I've heard a lot of people complaining, especially on kind of impacted streets,
that kind of consumes them. Uh the the novelty of um seeing a famous person wears off like after you've seen them for the fourth time, but you can't park, right? So, I think uh I think that's an opportunity there. And you know for this
I think we should set at a rate where folks will think these companies will think like take that into their consideration as to as to where it is. And so hopefully we can find the right balance where we're maximizing revenue but also kind of discouraging you know folks who uh you know we might not want
kind of occupying this. Um I think another area that we can focus on here is whenever we are allowing private use of public space right public space is for the public. Um I think it is correct
that if a private uh group i.e. not me just walking around or or any one of us just walking around private group wants to occupy that space and restrict the general public from using it. There should be a cost associated with it especially if that usage puts pressures
on city services. Um the idea of charging for event fees and and things like that is usually uh to offset the cost. We're very rarely I think uh based on my experience making a profit off of it. We're trying to
recoup our cost so we break even. Uh but even when we're breaking even the opportunity cost of somebody not being able to sit in that park or enjoy it with their family because the private event is going on, that's the thing I think we should realize. So uh so any uh
instances we can do that uh I think I think is is critical uh and important. Um and so I mean that's again that's just my general philosophy here. If we don't do it that way then um we're going to have to go to to you know cuts and again here and I'd like for you to look
through these and again I'm not hoping to cut any of these things but I would like to know the impacts of these. Right? So, hey, you know, if we got rid of a full-time supervisor within the recreation uh space, what does that do? What's the knock-on effect? What services, what rec department programs?
Uh I don't know if we can get that specific. What is going to be the ne negative effects on the services that we receive as a community? Same thing, let's say for in the health department, right? So, we we rely on them to do a lot of inspections. um what are the h
how how fewer how many less inspections are we going to get and what's that and you know what that leads to is potentially unsafe conditions but I need to know that information um before you before making a decision as to you know what's the path forward
by way of taxes fees or cuts right so if you can go through and kind of give us some of that analysis so that we understand the impact of that because as much as we're hearing a lot these things, a lot of good ideas. We're not, you know, we're hearing I'm hearing some in some instances like just a no path
forward um way where my belief is there is a path forward. It's going to be painful uh for some or all of us and how do we do that right balance? So, if we can do that, that'd be great. Um, and then double down on uh Councilman Immus' request and u I'm looking forward to
seeing uh that presentation on the on the wreck charges on uh I guess next Tuesday or next week. >> That's it. Thanks, >> Council Russo. >> Thank you, Council President. >> Thank you. >> Um just a a followup question. Uh, Councilman Montero, uh, Joe, that
philosophy of of charging for those spaces, um, does that include like um, use of park space, like birthday parties, stuff like that, or or are you limiting that just to block parties? >> No. >> Well, that's I think that was a question
for me, so I don't know if we're doing that, but we happy to happy to answer that question. >> We can do it offline. I just want to understand what you what your >> I think it depends, right? I I I think if you have a small party, right, like that's not otherwise ex excluding or
taking over the entire park, I think that's fine. Uh but if you're going to have if you're going to occupy the entire park, right, you got over 50 people, then I think we need to set a limit, right? We need to be >> I appreciate that without a doubt and I agree with you. I absolutely agree with you. Um thank thank you, Joe. I
appreciate the answer. >> Too much agreement going on tonight, guys. We got to stop it. I'm kidding. It's all good. Director, I'm going to ask you the same question I've asked everybody else tonight on this organizational chart. Are all of these positions accounted for in our salary ordinance, including the director's
position? >> Um, yes, except for the youth services coordinator. >> So, the currently the director's position is accounted for in our salary ordinance. >> Well, I will say that the same number of directors that our salary or for
>> I want to be very specific. I'm I'm I'm specifically talking about the director of community services. Is that accounted for in our salary ordinance? >> No, not not the title director of community services. >> Again, just want to make sure we're all on the same page so we're talking the
same language. Uh and then what was the other one you said is not on the salary ordinance? >> Youth services coordinator. >> Youth services. And that's the is that an added position or we currently have that position?
We have that position. Um that was uh the funding that was allocated upon the 2024 budget. Um and we did not fill that position until last year. >> And how long have we how long have we had somebody in that position? >> Uh last year um almost well believe the
employee joined us in July. >> Okay. So from July to present we've been paying somebody without a salary ordinance. Uh that's the concern that I had earlier that I was talking about uh with Director Gonzalez. We need to rectify that. We need to figure out what
that looks like. Um there's a couple things we need to rectify, but I'll I'll leave it at that. Um if you don't mind skipping to the uh budget, uh yeah, this one right here. So,
let me first but start by saying, and I appreciate you pointed out the um $3,700 for the senior mailings, right? Um I think the survey provides us with some information, some
valuable information, but I don't think it provides us with any financial information in terms of what people's priorities are. So, if someone knew that the senior service ma senior services mailer only cost $3,700,
I don't think they would have prioritized that as much as a potential cut, right? I think we did uh our residents a disservice by not including a cost associated with each of those questions. For example, senior services
mailers would cost the city $3,700 if we continued it. Is that a priority of yours to see a cut versus something like um excluding a new director in this department which would save us $216,000?
I think if we had asked those questions in a way where it was related to the city's finances, I think the results would have been very different and I think we would have gotten a better understanding from a financial perspective on what people's priorities were. Not necessarily from an overall
priority list, but from a financial perspective. So, I think the the survey will provide us some good information. I think it's flawed in the sense of a budget conversation, but we'll take whatever information we have. So, um,
brings me to the point about this director's position and the fact that it's not filled. We don't have currently a director in this position. I think we have an opportunity to forego filling this director's position. I think we have the opportunity to take this
department and uh disseminate that across the other departments, the other directors in the city of Hoboken so that we are saving our taxpayers at least in this year that money. Uh if in fact we get our house in order, um we no longer
looking at a 24% tax increase next year, have at it, right? We we go out, we find the director, if it works, it works. If not, we continue to hold off on it. I think we have the opportunity right now because it doesn't it's not hurting an
individual, right? We're not talking about taking an individual and saying you no longer work here for the city of Hoboken. Um and and that's a a reduction of a quarter of a million dollars in one specific place, right? I think we have that opportunity. So I would urge you
and uh the mayor and her administration to consider not filling this position and have these different departments be disseminated across the other the other divisions or the other uh directors in the city of Hoboken. It's something that I think we have the opportunity to do.
Um you said something earlier about cultural affairs >> and that it only had three employees. Uh, were you talking about it it its former um iteration versus what we're looking at now in this new organization
>> or did I just miss here? >> No, there there's three employees. Um, there were three employees last year, there's three employees this year. >> Uh, I'm looking at the salary ordinance.
Uh, we have a supervisor senior citizens. We have a program monitor. We have clerk. We have a keyboard clerk. Uh and we have uh omnibus operator. That's five.
Where where's the disconnect? So, um, we could go I could get back to you on I believe our what we who we call event producer is the title the front-facing title, but the civil service and salary ordinance title is
different. It's just the front-facing um >> Okay. But but still this is this is the salary ordinance title, right? The ones I just read to you, there's five full-time employees in cultural affairs.
>> The the titles you just read to me are the senior services titles. >> It if you look at your own chart, there's more than three full-time people under cultural affairs. Just read all of the there's >> correct. So, four, five, six, seven,
eight. There's 10 people mostly time. That's because senior services is now under cultural affairs. >> And that's what I was asking. Are we talking about your the the old iteration of cultural affairs only had three and now we have
>> I'm sorry. I understood that as the the cultural affairs programming has three employees and the senior services now under the division of cultural affairs are the separate set. So, my apologies. I >> No, no, it's fine. I I just I just want
to make sure I'm reading it right and we're all on the same page here. Um, and then as far as if you jump back to the budget uh real quick, the um uh do the uh delineated salary wages
versus on E. Yeah. Here. Um, so recreation, we have a $100,000 increase, more than $100,000 increase from what was expended last year to this year. Could you just tell me why that is? Again, was there an increase in
staffing? >> Um, not an increase in staffing. Uh, we do have our um seasonal personnel. So depending on the program needs and how much we grow those individual programs, uh we need to account for the fact that
there might be an increase in that personnel. >> So okay, so it brings me to a good policy conversation then, right? So we're looking at a 24% tax increase, $17 million hole, and we're talking about
expanding programming. Right? So again, I'll make the point that I have not seen one reduction in any presentation as far as our overall cost. Um, we're only talking about
increasing that and increasing salary and wages. I understand because it's contractual stuff that we really have to consider. But when we're talking about increasing programming, right, we're talking about that other expenses that I think that's where we really need to
look at as far as these programs and I'm all for increasing recreation because there's a thousand things that I think we should do and have the opportunity to do, but is it necessarily the right move to do that this year knowing that we're looking at that $17 million gap? Um, and
if we're not right, if if that policy decision comes down and we're not really looking at those increases in those programs, well then that saves us not only in that line item for salary and wages for those seasonal employees.
That's $100,000 plus dollars. That may also save us some money um where we don't have to budget the 264. Maybe it's only 200, right? So those are and again this is my frustration with these budget
workshops. This is where I think we should be having conversations. This is where you as the director and and the other directors as well should come to us and say the this is what we're looking at and these are the policy decisions that
the mayor has put forward because when I say because if it was up to me I would make I would make cuts. I would move on, right? Make cuts where I need to make them, implement certain policies versus other policies. We don't know what those policies are. So that's why I think
these these budget workshops are lacking in having that really nittygritty conversation because the policy decisions are going to dictate the dollars. And when it comes to asking our our public what their priorities are, we
haven't even afforded them the opportunity to look at that from a financial standpoint. We're only asking people what their priorities are. What would they like to see? Well, I'd like to see expanded recreation, of course. Right? I My son's a chess player, right?
Like I want to see a city chess program, right? But I'll be damned if I do that this year, right? you know, so so my priorities are very different, but if there's no dollar associated with it, it doesn't really come off in a in in a budgetary way, right? It's great to know
and that that survey is going to be very valuable for a lot of things, but I don't think it's very valuable for our decisions when it comes to the dollars and cents of the city of Hoboken. So, those are those are my high level stuff. And I sent an email to Director Gonzalez
asking for what these line items would look like if we had significant cuts versus small cuts versus salary wage cuts versus on cuts. And I'm looking forward to getting that information back to us uh so that we could dig into it. And I'll just remind everybody, every
day that passes, we're spending money. So, it's no longer a budget. It's just a spending plan. So, I I I beg all of you to get that information out to the council as fast as possible so that we could collectively start looking at this
in in a very specific way. So, I appreciate all of you tonight. Uh I appreciate uh both uh yesterday and today and and I'm looking forward to continue to work collaboratively with the administration and all the directors and my colleagues on the council. So, thanks again.
>> Thank you, Councilman. If I could just um you know the the purpose of if I go back to my other hat of being an assistant business administrator, the purpose of having these workshops ahead of a budget introduction was exactly to
engage with you and show you what the proposed plan might be like. But this is the time where you can tell us this is not the year to expand wreck program. So that means that we do not add uh additional spots and add people off
weight list. Like there there's definitely ways that we can collaborate. Um and having these workshops ahead of a budget introduction is was the goal behind this. Um but we can talk in a larger discussion during subcommittee. >> Thank you.
>> Thank you, Councilman. Uh anyone else? Oh, Councilman Paul, you want your hands up again? >> I like that. Councilman Paul sounds so much better. Um, so as I just wanted to >> be easier for Jimmy.
>> Yeah. Yeah. Different names every week. Um, I just want to Okay, since this is our last time to all be together because it's very difficult, you know, we can't because of sunshine laws. Um, I want to make it clear that where I stand on this budget and the suggestions that I have
is that while I've heard that you that the administration feels they're not topheavy, I can prove those points are topheavy and we need to start it starts at the top. If 65% of your widget is made up of labor, then that's where you
have to start the decision-m process. One of the key things in all these presentations, we've talked about salaries, but we haven't talked about pension costs and the medical cost behind it. It's we've talked about that at a big picture. So, I I've always asked that for each department, I'd love
to see what that's broken down to, and I don't really get that every year because that would help me understand a little bit more on certain things. Um, I feel that the I believe we've asked tonight for the first time is like what would it
look like if you had a 5 10 15 20% reduction in costs and what would happen? That's things that I want to see because right now we're we're guessing. I mean, I'm going to repeat it. The survey results we did not see. So I
can't we cannot make or formulate questions because we you have answers that we don't and I would be in a better position to ask questions based upon what residents have given back to you versus what I hear in my own work. So it
puts me at a disadvantage to give you feedback in this form when I don't have all the information. And a lot of the questions that we ask, they're the same questions every year and yet nothing happens. So, I I'm
if this is a new way to do a budget, um yeah, it's a new way. You have the meeting before before the budget's introduced, but we're asking many of the same questions that I've heard. I'm happy this year that everybody's involved because usually at these budget meetings, you know, people are on here and nobody's speaking. Uh however, if
you want hard if if you want us to give input, I I would love to see that with reductions across and not uh director forado, I'm not hammering I'm not not hammering, but I'm not uh going after you. This is for just in general,
probably more for the uh for for uh just every single uh director and the administration in general. So I I mean I would have loved to have these presentations just a day or two beforehand so I could kind of go over them. I'm screenshotting them and I'm
kind of looking at them over here so as you're talking I can kind of look at them before they disappear off the screen. So you know just little things like that are very important for us is as we're all trying to get to the right solution in the end. There are things we're going to agree on. You know, believe it or not, Councilman Cano
agreed with me on something. Uh, you know, odd, but he agreed. >> Multip multiple things. >> Okay. So, so, so there's some good things. >> I'm counting. I have a score. I have a score sheet. >> All right. So, so, however, you know, we
may differ on something, but we may align, but we might not ask the question because we all didn't have the information. So going forward before this budget is produced which I I'm guessing beginning of April or somewhere maybe not not the next meeting but the meeting
after that we probably see it. Um I'd like to hopefully get a synopsis or if we can ask of the directors for many of the questions that we asked on these budget workshops that this can be disseminated to all of us so that we're not trying to peacemeal everything so
that everything goes to the clerk and sends us these answers. I'm I'm really hoping for that. But in the same token, if we have data right now, and usually in surveys, I don't think the data is going to sway much from last week to this week. If you've got that many
sample size on statistical analysis, it won't happen. But if you have that information, please share it with the council because that that's going to put us better. we'll have better questions and we won't be maybe we won't be as as uh aggressive in how we ask for things.
Uh meaning like we want to know what this is, but you guys already know that uh 99% said they want to have you know this this thing happen. We don't know that. We only know what we talked to our residents about. And you know you have a piece of data that we did not have going
into this meeting. And I that put the elected official all of us not just me unless other people had privy information. But I mean we >> that would have been very useful for helping us formulate our questions because it's not as if we just jump on these phone calls. I mean I spent a
couple hours going through each each what I wanted to ask or what I thought was going to ask and then you know we I just hope you guys don't we make stuff on the fly. We actually think about some of this stuff. So we asked the questions. Some get answered, some don't. But again, I wish the survey
information would have been disseminated to us beforehand or at least dripped into us so we could have a better idea. But again, I would love to see that 5 10% type of thing. And I will repeat again so that everybody can hear it and make sure nobody I'm not mincing words.
We are topheavy and the leadership starts at the top with making very difficult decisions. Thank you, Council President. >> Thank you, Councilman. Councilman Cohen. >> Thank you, Council President. Uh, I want
to thank again everyone for making the presentations uh for the last two days and for the patience of all of my fellow council colleagues to sit through the presentations. Uh I just you know it's interesting when we started this you know Councilman Rouso made a statement
about how he was very concerned about layoffs and how people are very afraid about layoffs. And I think we all said that that's something that none of us want to see. And it's interesting that it seems like where we're ending is people are saying we need layoffs or
we're too topheavy in this sort of thing and so we need to chop off some tops. uh you know I I don't agree with that assessment number one and number two there should be no sacred cows if you want to look at where 65% of the cost of
the widgets are you can't exclude public safety which is where 65% of the personnel costs are and I don't believe we should be cutting 65% of public safety or or frankly anything else. Uh I think that what what was
clear to me about these presentations is that we're running a lean efficient government where we have few people doing a great deal of work being run by a very competent group of directors at the top. So I want to acknowledge that I want to thank them for the work that
they do. the extra we we all as council members are hearing from our constituents daily about concerns and we have responsive people on the other side of the phone on the other side of the email who are getting back to us with
the information that we need when we need it in real time. I've been emailing people with constituent requests in city hall during this meeting because we there's no break for us and frankly there's no break for them. So, you know, I think when Councilman Cano was looking
for numbers, I think what he was looking for were numbers to show what the impact would be in terms of loss of services if we had these cuts. Not because what these cuts would mean in terms of how beneficial it would be to the community,
but the opposite. I think what would be the real impact and the real cost if we lost some of our talented directors, if we lost some of the people who do the work in our wreck programs or or you know, you name it. I mean, sanitation, keeping us free from rats, keeping our
garbage collected, keeping the potholes filled, as Councilwoman Fischer said, these are all critical services. Uh, and there's no secret pot of money that that we learned about at these presentations. I think the opposite. I think we got real transparent insight into what the
costs of city government are and I think we're being well served by the people in city hall. So anyway, look forward to continuing the dialogue and the discussion. Uh but but you know, let's be honest, uh you know, with the people and I think we should keep that up. Thank you, Council President.
>> Thank you. Anyone else? No, I I I appreciate everyone's questions, council members. I I think everything was very uh very thoughtful. You know, it was it was a healthy dialogue. Sometimes gets contentious, but that's what we're here for, right?
Nothing. It's not going to be easy or else we wouldn't be in these in these seats or pursue these seats, right? We want we care about our city. Want to see what's best for our city. And uh and I just think uh going forward with this process for next year, uh maybe we
should have this in December, right? uh to get the information a little a little bit sooner. So, we're having these conversations December and January. Uh you know, making making the omelet together at that time period, you know, but normally, you know, we're having this this conversation we're having
tonight. We're normally having it in May and June. So, I think it's a lot better having this part of the conversation in March and lending these Darius ideas. I got a conversation with Councilman Russo today about some of his ideas he mentioned last night. and we'll continue to have those conversations in the next couple of weeks and hopefully have the
budget introduced and then it'll be up our our turn and really dig our our our hands in there. But, you know, our hands are in there already. We're already molding it with the administration uh to to some extent. I think a lot of ideas presented by our our council members were very good uh and a lot to to look
into over the next couple of weeks and days. Uh so, I appreciate it and uh looking forward to continue working with everyone in a healthy way. Uh with that uh motion to close and good night everyone. >> Motion. >> Thank you. >> Good night. Thank you guys.
>> Good night everybody. >> Thank you. >> Good night everybody. >> Good night. All right. >> Hey chair. I'm stop recording.