Haddonfield Sun

Every week, The Sun will ask candidates in the May 12 election for Borough Commission to respond to questions pertinent to local issues. Here, you can find the responses, in full, from each candidate each week. To view past responses, search “Meet the Candidates.”

Questions for April 15:
1.) Do you have any specific ideas to increase revenues or cut expenditures to reduce taxes?
2.) How would you prepare the borough for possible development at PATCO and/or Bancroft?

NEAL ROCHFORD

1.) I would continue to pursue grant opportunities from the state and federal government. The borough, through the leadership of the Environmental Commission, has recently obtained a grant for $500,000 for open space. The borough, through the New Jersey Environmental Infrastructure Trust Fund, has applied for interest-free loans on future water and sewer projects. This program would save the borough more than $900,000 on several upcoming roads project (Tanner Street and Woodland Avenue). There is federal stimulus money available in which the borough has sent a comprehensive project list to Rep. Rob Andrews’ office for consideration.

The borough services portion of your tax bill is 16 percent. I take very seriously the need to keep that portion of your tax bill down. We had to find and cut $160,000 last year and another $42,000 this year from the budget due to state municipal aid cut backs. In the future, I will take a tough stand in negotiations with our union workers for realistic pay increases, benefit reforms and streamline work rules. Other reforms to save include: future appointed positions will not be receiving pensions but 401k plans, longevity pay scale has also been eliminated for new non-union hires.

The borough has applied for a free energy audit from the state. I am on the board for the Joint Insurance Fund, which continues to save the borough on insurance expenses. A new initiative from the JIF and the Department of Community Affairs that I am involved with is to explore formulating a consortium of municipalities to buy energy at a better rate than under current market conditions.

I will continue to explore shared services from other neighboring communities as well as the school district. Currently, the municipal court is in the preliminary stages of review to study merging with another neighboring municipality.

2.) During my first term, we have been very proactive with both Bancroft and PATCO to protect the borough’s interest in any future development plans that may take place.

Bancroft site: We have moved to declare the area a redevelopment zone, which allows the borough to control future development/open space opportunities on the site in a way that we did not have without the designation. Bancroft understands that they need to work with the borough on any future development ideas in order to move forward. We had several public meetings over the last four years in which ideas and concerns were shared from our residents. Before moving forward, there would need to be continued public outreach and consultation on any scenario that would take place on the site. No decisions would be made on Bancroft until a full cost analysis is studied carefully and openly with the public.

PATCO site: With the implementation of the new business district zoning ordinance, we have included the PATCO site to better protect what happens there in the future. DRPA has insisted that it would abide by all local zoning requirements and work collaboratively with the borough on any future development ideas.

Right now, DRPA is working with Collingswood on preliminary plans to develop their PATCO station parking area. My understanding is that they put that study on hold due to the negative real estate market. I am prepared in the future to aggressively protect Haddonfield’s interest in what happens on the PATCO site. Any potential future development density cannot have a negative impact on our schools, COAH obligation and on the borough’s water and sewer infrastructure.  If there were future development on the PATCO site, I would want to have full and open public input in regard to the site’s future.

 

SEAN LEONARD

1.) I am going to answer this question by addressing ways in which we can cut expenditures first, both for the short term and the long term.

Short term: Bring closure to the library issue, COAH and Bancroft. We have spent too much money on these areas with little progress. Time is money, and the longer these issues take to resolve, the more tax dollars are spent. As a businessperson, I don’t have the luxury to let important issues linger, and neither should our elected officials.

Another area I would address is employee compensation, including commissioners’ pay. I would ask other commissioners to reduce their pay to $1 per year so this is a truly civic duty to serve Haddonfield. I know this would not save considerable money, but it would send the right message to our residents. I would also bring an end to longevity bonuses for borough employees. These are some but not all of the immediate ways in which we can save money.

Long term: We have to continue to look at shared-service opportunities with our school district and/or neighboring towns. Possible consolidation of our court is a start. We need to expand shared services whenever and wherever possible. 

This will lead to long-term efficiency. I would also work to develop a long-term comprehensive plan for improving all infrastructure needs so proper trade-offs can be made.  We must focus on improvements we need not those we would like.

This comprehensive plan would serve another purpose as well. It would enable us to be more proactive in seeking state and county aid. We sent

$12 million to the county last year alone, and we need to get more of this back so we can make the necessary improvements to our town. I feel a long-term approach would yield more aid to Haddonfield.

2.) I have been a real estate professional for 12 years, and I understand these issues, but more importantly, I understand what type of development is good for Haddonfield. The concept plan PATCO presented is not good for Haddonfield. 

It does not address the overall impact on our infrastructure, most importantly our schools but also our roads. We must not forget that PATCO has rights, and if they are able to prove that a development of their site increases ridership, then they have significant liberty to develop the site. 

Bancroft also has property rights. We must ensure any development of that site puts our borough’s needs first. A prudent plan must address the following core areas.

First is the impact it will have on our schools. We are experiencing class size issues now, and we must protect the quality of education we provide to our children.  Secondly, it should address the expansion of our high school property so we can solve some of the field issues they have faced for years. 

Finally, a smart plan would have to address Haddonfield’s legal obligation to COAH. We have seen a 4.5-year moratorium on development in Haddonfield. This has prohibited property owners from making necessary improvements to their property, and it has prohibited the town from improving the parking situation in downtown. 

We have also run the risk of putting our COAH obligations in the hands of a developer or a judge. We must address this issue, and a prudent development plan at Bancroft would do exactly that.

No one knows if PATCO and Bancroft are issues we are going to have to face in the next four years, but I can assure you that I have the most experience in this area, and I can identify a plan that is good for Haddonfield.

 

JEFF KASKO

1.) Last year, a borough official stated that “spending always goes up” and “taxes always increase” (as indeed they have), so it will be interesting to read the current commissioners’ response to this. This question implies that taxes can be reduced if we find ways to increase revenues and/or cut expenditures. I believe we can achieve these objectives – without cutting essential services – by trying some of these suggestions:

• Aggressively seeking out new and additional grants from federal, state and county sources;

• Exploring private enterprise grants and public/private partnerships;

• Considering private sponsorship and advertising opportunities;

• Reducing commissioner salaries, benefits, pensions and expenses;

• Eliminating public relations contracts and expenses for the borough and commissioners;

• Exploring additional cost-sharing options with other municipalities and the school district for certain professionals, contracts, equipment, supplies, services and personnel;

• Establishing a fair and open process for all professional appointments and contracts;

• Reducing excess surplus;

• Increasing borough employee contributions for health-care benefit costs;

• Eliminating “employee” status with pension and benefits for contracted professionals who have their own private practice or private sector employer;

2.) The PATCO and Bancroft properties are not owned by the borough, and there may be some legal limitations on how much we can restrict certain types of zoning and development at these two locations.  However, I believe we can work with the Delaware River Port Authority and Bancroft NeuroHealth, the owners of these tracts of land, as partners in planning any changes, limiting unwanted overdevelopment and protecting the character of Haddonfield.

PATCO: I would be much more vocal than the current commissioners and very clear with DRPA officials that we oppose the type of large, high-density, mixed-use housing and retail redevelopment that they have planned for the PATCO site. The impact on traffic, public safety, infrastructure, services and public schools could force increases in borough spending and property taxes, and would not serve the needs of our community as a whole. 

It could also cause a battle over low- and moderate-income housing requirements at this site and elsewhere in Haddonfield.

I would repeal the section of the new downtown zoning ordinance that allows for five-story buildings near the PATCO Speedline. 

They are not necessary nor do they preserve the character of the downtown business district or our residential neighborhoods.

DRPA officials have said they will not come in and force something on us that our borough leadership and residents oppose – so let’s be loud and clear that we oppose what they have planned and offer to work with them on a smaller, scaled-down plan that includes some public open space, not just more housing and business space.

Bancroft: Borough officials have to be better prepared for the possible sale and redevelopment of the Bancroft site, which could also trigger unwanted redevelopment and a battle over affordable housing. 

We need to work with Bancroft officials to either find ways to improve and keep their facilities here or, failing that, to lay the groundwork for using some of that land for public purposes such as open space or recreation.

We cannot sit quietly and simply hope that Bancroft will stay put or that the land won’t be purchased as an entire tract for a sizeable housing development. We have to be proactive, prepare in advance and partner with Bancroft to affect a good outcome.

 

JOANN GUERENLIAN

 

1.) Our country and state face economic crises, so we must be vigilant with our limited resources. Under my plan, we must first establish criteria for prioritizing how our town spends its limited resources. We must apply set criteria to every aspect of our spending. All new and old initiatives must be scrutinized. We must determine whether the town should move forward or continue with projects and initiatives. For example, we must ask:

• What are the benefits?

• Is the program essential?

• Are the benefits worth the cost?

• Can costs be reduced by eliminating elements of the program?

• Can the program be funded from sources other than taxes?

• Can the program be restructured or consolidated with similar programs to achieve savings and maintaining the critical benefits?

• Can spending be deferred until a time of greater availability?

The borough must put all aspects of the budget to a cost/benefit analysis. We must maintain a healthy, viable town while functioning in a recessionary economy and maintaining financial stability. Good fiscal principles are applicable in good times and bad. Maintaining priorities for our spending and getting the most for our tax dollars in times of financial boom will lessen the need for belt-tightening during the bad times.

As commissioner, I will diligently search for opportunities for grant and foundation support for programs and services. I will treat the town’s budget like I treat my own, evaluating each line item based on the above criteria.

We can increase revenue by supporting local business by encouraging residents of Haddonfield to shop locally and attracting non-residents to Haddonfield. To support this initiative, I will regularly meet with business owners, support events that draw people into town and promote a mindset on the Commission that is responsive to the needs of businesses.

Commissioners must take a strong leadership role to cut property taxes.  The county and state take the majority of our tax dollars without having lowered your tax burden in decades. An election year is the time for us to unite and voice our concerns. A forum with legislators would be a chance for us to question them about their efforts (or lack thereof) to reduce property taxes. Lower property taxes must be their goal; making them adopt that goal is ours. I will mobilize residents to demand action from our legislators. If the legislators cannot accomplish these goals immediately, others are willing to make these their priorities.

2.) There should be an open process of discussion and study.  Preparation and forethought are keys to intelligent responses. Proposed projects, such as PATCO and Bancroft, require the commissioners to be leaders not reactionaries. Before going forward with any development, a feasibility study to determine the viability and the direct and indirect costs must be completed. Once the feasibility report has been completed, the report must be presented to the residents and open meetings held to discuss the proposal. Residents will be invited to air their opinions, ask questions and provide input. This allows residents to apply their criteria for determining support for the plan.

We must ask if the plan is/will be: comprehensive, accurate, beneficial to the town, provide ratables, cost additional taxes to the residents, essential to the town and affordable.

All residents directly impacted by development projects should be given a special opportunity to voice their opinions. I believe a special meeting should be convened with these families to hear their concerns and allay their fears.

Specifically, we must be mindful that development diminishes limited open space.

TISH COLOMBI

1.) Of every dollar in property taxes, 84 cents goes to the school district and county, leaving a mere 16 cents for the borough. The only way to reduce taxes significantly is to insist on decisive action at the state level.

Ways I will continue to secure non-tax revenue:

• Apply for grants for everything from road works to police/fire training and equipment.

• Sell recyclables when the market permits and continue to win the county’s $25,000 “highest per-capita” recycling award. 

• Ask sponsors of large public events to share the cost of public works/police services.

• Support the business district, to keep vacancies down and tax revenues up.

• Encourage private participation in funding certain public projects (playgrounds, sporting facilities, library, etc.).

• Use online auctions to turn surplus vehicles/equipment into cash.

• Encourage employees, residents, business owners to suggest ways to generate revenue.

Ways I will continue to cut costs:

• Haddonfield pioneered the shared services concept years ago, setting up a joint insurance fund for municipalities.

Savings have been huge. We have agreements with the county, school district and neighboring towns for various programs, services, employees and purchases. We may merge our municipal court with Haddon Heights.

• Promote recycling. Encourage businesses to recycle more aggressively.

• Implement recommendations from energy audits; consider solar power for borough buildings. (Change light bulbs, too.)

• Cut clerical costs by accepting permit applications and tax/fee payments online. (We cut clerical, assistant administrator and police captain positions. Every retirement triggers a review of the position. We cut employee costs by installing “radio-read” water meters.

• Negotiate “tough but fair” employment contracts.

• Require bids for most professional services.

• Periodically assess the costs/benefits of privatizing water utility, trash and tree services. 

• Consolidate debt to reduce interest. 

• Secure special financing for road/utility work. (We will save $900,000 in interest.)

• Encourage employees, residents, business owners to suggest ways to cut costs.

2.) If “borough” means (a) the municipal government and (b) the community, the borough can be “prepared” in two ways.

First, the municipality can be prepared by putting itself in the best possible position to influence the direction of development. 

With respect to Bancroft, we declared the entire site a redevelopment zone, thus giving us more control than we had previously. We also retained attorneys who specialize in the redevelopment field, thus giving us immediate access to expert advice, whenever we need it.

With respect to PATCO, we included various control mechanisms in the new Downtown Zoning Ordinance we adopted in 2008. 

For both sites, we have prepared for the future by reaching out to their leadership and establishing relationships that will enable the various parties to work in a cooperative, rather than an adversarial, manner on any proposed development. 

PATCO and Bancroft understand that it is in their best interests to keep us fully informed of their plans and proposed actions.

Second, the community can be prepared through public meetings of various kinds, releases to the media and postings on our Web site. 

This will help ensure that residents understand the context for borough decisions and actions. We can also prepare the community by actively inviting input from all interested parties. 

This will also help ensure that the commissioners have the benefit of the opinions – and, in some cases, the expertise – of those who care the most: Haddonfield residents.

The timetable for development of the PATCO and Bancroft sites is in their hands, not ours. 

The most we can do is prepare for the possibility that the sites may one day be developed. And that, we have already done.

ED BORDEN
1.) Our property taxes are unfairly burdensome. But when we discuss that burden and what we can do to lessen it, it is important that we be honest with each other. 

The borough share of your tax bill – the portion the commissioners control – is 16 percent. So even a significant reduction in expenses would have a very small effect. Our core responsibility is to make sure that we deliver essential services to our citizens in the best way we can at the lowest possible cost.

We must continue to find ways to provide services more efficiently and create savings. The best way for you to judge what I will do is to look at what I have done. In my first term, the average annual increase over four years in the operating budget of the department I manage, the Department of Public Safety, was 1.6 percent, or about half the cost-of-living increase for the same period. 

We also eliminated a police lieutenant’s position, while keeping an officer on the street, saving substantial costs while maintaining the same level of protection. When our borough administrator retired, we promoted the assistant and did not refill that position, resulting in savings of more than $100,000. 

Early in my term, we began to use an open, competitive process for the appointment of our professionals, resulting in immediate cost savings, including a 23 percent reduction in our auditing fee.

We also must pursue additional opportunities to share services. 

Right now, we are exploring a municipal court merger with Haddon Heights and potentially another town. We should periodically evaluate privatization of trash collection, as we did three years ago. The borough should work even more closely with our volunteer groups and non-profit organizations to leverage their talents and efforts to provide more services at minimal cost. 

Finally, in my second term, I intend to become more active in statewide organizations such as the League of Municipalities, which work to remedy structural and political deficiencies that drive up property taxes statewide.

2.) Both as commissioner and Planning Board member, I have made sure that the borough is in the strongest possible position to deal with possible development at either location.

Bancroft continues to be a school, and that may continue for some time. 

 As long as it remains a school and observes borough codes, that use can remain. However should Bancroft choose to leave Haddonfield, the property already has been designated as a redevelopment zone with my strong support, which gives the borough far more say in what future uses occur there. 

The funds generated by the Open Space Tax have been saved so the borough has a start on a financial role as well.

As for PATCO, there is no plan to develop the site. About two years ago, PATCO approached all towns with stations to see if any were receptive to development. 

PATCO agreed in advance to follow our borough zoning laws, pay property taxes and be responsible for any affordable housing. With a citizens committee, we heard PATCO’S ideas, which were quite general. There has been no further communication from PATCO. 

Our new downtown zoning ordinance places stringent limits on what can occur on the site and would permit only development of a type and scale that would generate substantially more in property taxes than it would cost in services.

In my view, the way to view any development plan is to make a comprehensive review of all potential benefits, expenses and pitfalls. 

In short, we should ask in a very careful, thorough and methodical way, “Will this proposal help or harm our community?” and be guided by the answer.