njmma newletter second quarter 2017 layout...

NJMMA NEWS ~ Second Quarter 2017

NJMMA NEWSProfessionals in Municipal Government www.njmma.org Second Quarter 2017

NJMMA Conference Sessions: Update on OPRAUpdate on OPRA

One of the first breakout sessions of the conference was Up-date on OPRA, which provided attendees with a compre-hensive overview of the Open Public Records Act (OPRA),the important elements of the statutes, and a review of re-cent updates to the Act. Donald Scarinci, Esq. and LaurenMiller Esq, both of Scarinci Hollenbeck Attorneys of Law,spoke to a packed room of conference attendees.

The speakers began the session with an overview of OPRAand its connection to and effects on municipal operations.OPRA is a group of New Jersey statutes, originally imple-mented in 2001, which expands the right of the public toaccess government records and replaced the former Rightto Know statutes. OPRA clearly defines an appeals processshould access be denied, and defines what records canbe classified as government records. The speakers re-minded attendees that when it comes to municipalities,printed records, recording, microfilm, electronic communi-cations (email, texts, et. al), books, maps and photos,among others, are considered government records andmust be released under OPRA. While this list is relatively ex-pansive, there are a number of valid exclusions, includingvictim records, documents subject to attorney/client privi-lege, and records concerning morbidity, mortality or dis-ease.

The speakers also spent time explaining the challenges, es-pecially those borne by technology, which OPRA nowfaces. For public employees, emails and call logs on cellphones are considered government records as long as thecommunications are made in the course of official business.Social media content must also be disclosed under OPRA.“It’s always best to have a dedicated mobile device foryour municipal work,” said Scarinci. “Know the municipal

attorney will be looking at that device as part of a legal in-vestigation, and if your device is used for both personal andbusiness communication, the attorney will be reviewingyour personal information.”

The statutes also come with a criminal investigatory exemp-tion. As part of a criminal investigation, the public recordcan be excluded if it passes a two-prong test – (a) therecord would not normally be required to be kept and (b)the information is essential to an investigation. The speakersconcluded with an explanation that the language of thestatutes provides a wide basis for interpretation and thatmunicipalities that are concerned about OPRA disclosureshould consult their municipal legal team for advice.

How Swiss Cheese Increases Your Police Agency’s Appetite for Risk

The cost of poor performance is damage to reputation, po-tential injury to municipal employees, and a high invest-ment of legal dollars, according to Chief Jonathan Parhamof the Linden Police Department, who offered keen insightinto municipal risk management and a holistic model thathas paid significant positive dividends in Linden, NJ.

Mark Your Calendars

Sept. 14 – Madison Borough Hall The Gatekeepers - How the White House Chiefs of Staff Define Every Presidency

44

Accomplished Attorneys Provide Important Update on OPRA to Packed Session

Linden Police Chief Offers Holistic Approach to Municipal Risk Management


NJMMA Conference Sessions: Continued“At the Linden Police Department, we consistently look forways to train and retrain our officers to be outstanding pub-lic servants, but also to limit the risk to the department andto the municipality,” said Parham.” He challenged the waysmunicipalities currently address errors and associated lossesin terms of officer performance. He explained that most mu-nicipalities adhere to the Swiss Cheese Model of AccidentCausation which was first acknowledged by James T. Rea-son, a British psychology professor from the University ofManchester.

The Swiss Cheese Model illustrates that although many lay-ers of defense lie between hazards and losses, if there areflaws in each layer that become aligned, loss can occur.Parham stressed that departments that operate on thismodel usually approach resolution by publicly identifyingthe officer, publicly blaming them for the issue and its fall-out, shaming them into compliance, and then finally re-training them on the proper behavior. A more effectiveprocess, which is used in Linden, is to counsel the officer onthe proper procedure, train them on the proper approach,retrain on that procedure/behavior regularly, thus creatingmore effective public servants.

Risk, at a variety of levels, is part of municipal operationsand can rarely be completely eliminated. In the end, theeffort is to continually look for ways to improve process, pro-cedure and training to better serve and protect the public.If municipalities embrace the notion of process and proce-dure improvement over direct and unwarranted discipline,the exposure to risk drops precipitously.

“In Linden, we do not discipline errors or mistakes, we disci-pline intentional bad acts,” concluded Parham. “We focuson ensuring the bad behavior or situation does not happenagain.”

Data Supporting Economic Development

When it comes to municipal management, data can re-solve issues of perception versus reality, it can help predictthe future, and can help municipalities avoid costly errors,according to Joseph Getz, Principal of the JGSC Group,

who was joined by Meghan Hunscher, Executive Directorof the Morris County Economic Development Organizationto discuss the power of data in economic developmentduring a conference breakout session.

“Data is not powerful, the power comes from how you usethe data,” Getz told those in attendance. His firm com-pleted a survey in 2015 that evaluated the economic de-velopment plans of 175 towns in New Jersey. Of the townsanalyzed, 71 percent reported to have economic devel-opment zones and 90 percent of those with zones reportedthat they had adopted a formal economic developmentplan. Data garnered from extensive surveys like this can beused to benefit individual municipalities.

According to Getz, data can attract investors by position-ing municipalities and creating an awareness of opportu-nity. The data can also help municipalities to fight blight byshowing municipalities the parts of town that might need astronger focus in order to realize social and economic im-provement and attractiveness to businesses. Lastly, datacan help to fill vacancies. If towns don’t have the data andsupporting knowledge to know what business have previ-ously experienced or the potential for businesses in an eco-nomic development zone, the efforts are doomed to fail.

Hunscher encouraged municipal managers and adminis-trators to avail themselves of data sources that are publiclyavailable online or through free or budget-conscious sub-scriptions from regional and national sources. At minimum,she encouraged municipalities to be “in the know” on theirlocal business database, community demographics, map-ping, surveys and their industrial overview and analysis.

“Data provides municipal managers with the basis to un-derstand their communities and market them to the busi-ness community and developers. This increased vibrancyincreases tax ratables,” concluded Hunscher.

An Agenda for the Next Governor

The feature event for the first day of the conference was apanel discussion, An Agenda for the Next Governor, thattook a look at the race for the New Jersey Governor’s

Experts Share Views on the Importance of Data in Development Political Analysts Look Into Their Crystal Ball on the Next New Jersey Governor


Office this coming November. Public policy experts, Profes-sor Bridgid Harrison from Montclair State University, ProfessorMatthew Hale from Seton Hall University, and Tom Moran,Editorial Writer for the Star-Ledger joined together for a dis-cussion moderated by Jim McQueeny , a recognized polit-ical commentator and analyst, and principal ofNewark-based Winning Strategies Public Relations.

The discussion began as the panel was asked to make theirpredictions for both the June 6 state gubernatorial primaryand the November election. Despite their different view-points, the panelists agreed that the gubernatorial candi-dates for November would be Democrat Phil Murphy,former Goldman-Sachs executive and Ambassador to Ger-many under President Obama, and Kim Guadagno, thecurrent Lieutenant Governor under Chris Christie. They werealso able to accurately predict the result of the primary forboth parties, offering their thoughts on why the other can-didates, at the time, would not secure the parties’ nomina-tions.

When handicapping the primaries, the panelists felt Dem-ocratic candidates John Wiesnewski and Ray Lesniak, bothnoted and respected elected leaders in the state, wouldfall short as they were not successful in getting their partysupport. Democratic candidate Jim Johnson, while a rec-ognized ethics watchdog and the first to get matchingelection funds, did not garner significant support due to hislack of political experience.

For the Republican primary, the panelists felt that whilethere were qualified candidates, many would suffer fromthe shrinking public support resulting from their party affilia-tion with Governor Christie. The main candidates KimGuadagno and Jack Ciattarelli, both came to the racewith the support of their party, but without the significantpolitical experience and results. While Ciattarelli did giveGuadagno a challenge, Guadagno surfaced as the Re-publican nominee.

Facing the November election, the panelists discussed thatDemocrat Phil Murphy faces the label of being a “clone ofCorzine,” while Guadagno needs to shake the “albatrossthat is Chris Christie.” According to Harrison, “Murphysounds like a New Deal progressive,” while fellow panelistMoran applauds Murphy’s experience in the financial in-dustry and his dogged focus on the campaign trail and theissues.

In terms of Guadagno, Moran explained that Guadagno isattempting to distance herself from Christie, explaining thatthe policy decisions of his administration had nothing to dowith her. “She spent seven years in support of Christie, andnow is not willing to pay for it. Her lack of knowledge of thereal issues facing New Jersey is obvious and troubling,” saidMoran.

Hale addressed the November race by cautioning thatboth candidates must understand the office they seek.

“The Governor of New Jersey is the most powerful stategovernor in the country, and the candidates must respectthe job they are running for,” he said. Panelists were virtuallyunanimous on the issues on which the candidates mustfocus and that the next Governor must make a priority.Among the issues are the entitlement and pensions issue,property taxes, affordable housing and transportation.

All being said, the race for the Governor’s office in Novem-ber is slated to be intensive right down to Election Day.While these and other analysts have their favorites and theirstrong predictions, it’s obvious that the next Governorneeds to get to work quickly and make significant changesthat will result in better social and economic circumstancesand more opportunities for the residents of New Jersey.

Redevelopment in New Jersey

The second day of the conference began with a breakoutsession on how municipalities can overcome a challengeduring a redevelopment project. The speakers, BrianCheripka, Vice President of Land at iStar Financial/AsburyPartners; Bill Colgan, President of Metro Development; andGlenn Dominick, President of DAGA Development Consult-ing, each shared their perspectives on several redevelop-ment projects, including several projects in both Asbury Parkand Bloomfield and how municipal officials interact with re-developers.

Both Asbury Park City Manager Michael Capabianco andCheripka discussed the challenges they have had to faceworking in Asbury Park. Capabianco, who is the fourth citymanager in four years, discussed how the town is “still in thedugout” and how this has been the most challenging proj-ect, but the most rewarding project he has ever worked. Bystaying patient and listening to everyone involved in the re-development process, city officials have already noticedhousing valuation increases in most areas of the city as aresult of the renewed redevelopment strategies.

NJMMA Conference Sessions: Continued

Experts Give Unique Insight into Municipal Relationships with Developers


NJMMA Conference Sessions: ContinuedCheripka agreed that community involvement, city gov-ernment and all capital redevelopers are essential ingredi-ents to successful redevelopment. In 2011, he walked intoa project that had started but was not completed.Cheripka had to pick up the pieces and create a strategicplan to get the process back on track. He says that focusingon the bigger picture is key; working on the projects whilestaying effective and efficient in order to help investors re-alize a return on investment. Cheripka learned that by sit-ting down with the city manager and city council, theywere able to resolve lingering problems and concerns, al-lowing them to move forward with the project in a produc-tive way.

“Stability and uncertainty are the two most importantwords” Cheripka confesses, “If I can’t create stability andcertainty then I’ll never be able to get another developerto come in.” These strategies, tactics and goals he put inplace in 2011 are still ones he follows today.

Glenn Dominick and Bill Colgan both discussed their devel-opment project in Bloomfield, NJ. Colgan mentioned similarchallenges while working on the redevelopment in thetown. One of their biggest challenges was gaining the trustof the developers, professionals and public when workingon the project.

“The Bloomfield project was really challenging because ofthe politics involved – 35 years of failed redevelopment ef-forts.” Colgan believes that in order to have a successful re-development, the municipality and developers must havetrust in each other.

Glenn Dominick further explained the importance of loca-tion in the redevelopment equation. The Bloomfield projectwas the biggest block in the town, located right near thecentral business district. Because of the location, redevel-opment became increasingly challenging with politicaland public controversy as barriers to progress. Maintainingfocus on the redevelopment and keeping discussions pos-itive were key to making sure things went smoothly in theprocess.

Dominick concluded by saying, “If we built a successful de-velopment, there would be a positive domino effect. That’sexactly what happened.”

Controlling the Unregulated – A New Challenge

One of the final breakout sessions of the conference was aunique panel discussion addressing the new and unique is-sues and challenges facing municipalities from unregulatedshort-term rental services, such as Airbnb, VRBO and HomeAway, and transportation services like Uber and Lyft. Thepanel featured Michael Herbert, Esq.; Peter Schottenfels,Airbnb Northeast Regional Press Secretary; and MichaelCapabianco, Asbury Park City Manager. Airbnb has become a global phenomenon, as people cantravel to new places and save significant money by staying

in ready-to-go homes at reasonable prices. Cities from NewYork to San Francisco are trying to figure out how best tozone, tax and oversee this new industry. As they do, theyare getting an eye roll from some hotel unions, municipali-ties and townspeople all worried about how these servicesmay affect their town.

Herbert began with an overview of officials in each townare experiencing the increased use of short-term rentalservices more and more frequently and how these servicesimpact the town in different ways. He explained thatwhether towns agree with having these services or not, theregulation of these services would have both pros andcons. While many feel that these new services bring in morerevenue and consumers to town, others feel that the ‘hosts’are taking advantage of the system and taking away fromthe revenues of nearby hotels.

Peter Scottenfels from Airbnb discussed the advantages ofhaving services such as Airbnb in their towns, including theincrease of millennials looking for low-cost lodging, anuptick in tourist economies most importantly the potentialbenefits to municipals budgets. Rather than remain an in-dustry behemoth, he works closely with towns to developpolicies and regulations for hosts/rentals. Airbnb is commit-ted to working with municipalities to reach a middle groundwith taxes and regulations.

Michael Capabianco from Asbury Park is not completelyon board with the idea of having more short-term rentals inthe city. He feels that the ocean side of the city needs tobe used for more than just short term rentals, as he has seenan increase in home and condo investors coming in andshifting these properties to rentals. He admitted that theshort-term rental revolution will not slow anytime soon, butencourages municipalities to embrace the trend but dowhat is necessary to control the rental levels. It’s a uniquebalancing act of protecting the real estate investment ofpermanent residents, while also respecting the potential of

Municipalities Face New Challenges from Unregulated Rental and Transportation Services; Look to Partnerships to

Increase Revenue and Safety


Legislative Update – June 2017 NJMMA Legislative Report

The annual legislative “budget break” continued with nota lot of activity from the Governor’s office, though legisla-tive committee hearings continued. The legislative budgethearing process ended and by the end of the month weshould see a state budget.

c.72 - "Appraisal Management Company Registration andRegulation Act." The law establishes registration require-ments for real estate appraisal management companiesthat employ licensed and certified real estate appraisers toprovide appraisal services in New Jersey. While it took ef-fect on signing, it will not apply until the State Real EstateAppraiser Board is formed and adopts rules to implement

it. So at least 6-12 months.

c..71 - Requires local governments and authorities to obtainfinancing cost estimate from NJ Environmental Infrastruc-ture Trust for certain projects. You can anticipate guidancefrom the Local Finance Board and the Trust on the process,but the key requirements do not take effect for 6 months.The program will involve an online form to submit informa-tion on projects that involved more than $1 million in projectcosts.

Any questions? Drop an email to [email protected].

Available Forms at NJMMA.ORG• Membership Application click here

http://tinyurl.com/qc6zuo7

• Corporate Membership Application/Renewal Form click herehttp://tinyurl.com/pq4wwhj

• Personal Contribution Form click herehttp://njmma.org/sites/njmma.org/files/documents/personal%20contrib%20form%20-%20fillable.pdf

When form(s) are complete, please email or fax to: [email protected] or [email protected] or Fax: 732-932-3586

Thank you!

increased revenue for municipalities and businesses.

According to Capabianco, municipalities should be work-ing with the rental service, their planners and their govern-ing bodies to review zoning plans and find a commonground of agreement. He concluded by saying, “Theremay be a zoning issue, but there is a real-life person factorin this. Take a step back and see what’s coming.”

The second half of the session covered an innovative trans-portation initiative in Summit in partnership with Uber.Michael Rogers from Summit saw a parking problem at histown’s train station and decided something needed tochange. How could they decrease the amount of carsbeing parked in the parking lot without having to create anew lot?

Rogers partnered with Uber to give commuters the optionto be picked up at their home and dropped off at the train

station every morning. This door-to-door car service re-solved the parking issue and increased resident use ofridesharing services. This has led to an increase in overallridesharing use, tripling Uber’s volume, driving down thenumber of DWI’s during holiday periods, and continues tokeep the parking issues in Summit at bay.

Representatives from Uber addressed the varieties of part-nerships they have developed for the benefit of both resi-dents, business and municipal governments. Besides thetype of partnership in Summit, Uber partners with schools,seniors, healthcare facilities, and municipal and county DUIprograms to provide positive outcomes, increase safetyand bolster municipal revenues. Rogers concluded by say-ing, “Everyone needs to be more flexible. Technology is al-ways changing. Sometimes you need to think outside of thebox and be creative to solve an issue.”

NJMMA Conference Sessions: Continued


“Ask Marc” are recaps of questions Marc Pfeiffer of PfeifferGov, LLC receives from NJMMA members.The questions are real; names have been removed to protect the innocent. The answers are Marc’sconsidered guidance and opinion based on his experience and research. This is not legal advice andofficial legal counsel might be consulted before acting to consider if the question and answer applyto local circumstances.

Got questions? Ask something! Marc is available to NJMMA members to answer one- or two questions.Drop him an email at [email protected].

I’m in a new town, and discovered we do not have a QPA and apparently have not for several years. I am suggestingto Mayor and Council that the administrator should be responsible for purchasing until they appoint a QPA. Is that allowedby rule? It does not seem that there should be a vacuum in that position.

NJSA 40A:9-140.1(d), the law that regulates CFO’s provides that in the absence of the appointment of a Purchasing Agent, the CFO assumes the responsibility.

"Chief financial officer" means the official appointed pursuant to section 5 of P.L.1988, c.110 (C.40A:9-140.10) to be responsible for the proper financial administration of the municipality under the "Local Government Supervision Act (1947)," P.L.1947, c.151 (C.52:27BB-1 et seq.); the "Local Bond Law," (N.J.S.40A:2-1 et seq.); the "Local Budget Law," (N.J.S.40A:4-1 et seq.); the "Local Fiscal Affairs Law," (N.J.S.40A:5-1 et seq.); and the "Local Public Contracts Law," P.L.1971, c.198 (C.40A:11-1 et seq.) in those municipalities that have not appointed a purchasing agent pursuant tothat law; and such other statutes, and such rules and regulations promulgated by the Director of the Division of Local Government Services, the Local Finance Board, or any other State agency, as may pertain to the financial administration of the municipality.”

Further complicating that is the LPCL at N.J.S.A. 40A:11-9 which covers the appointment of the purchasing agent. It reads (in pertinent part), "…The individual designated to serve as the purchasing agent of acontracting unit pursuant to this subsection shall possess a qualified purchasing agent certificate pursuant to this section.”

So, that maybe a good news/bad news thing. You can’t do it, but your CFO has to. Unless you figure out a workaround to fit your circumstance.

I thought there was recent action that suspended the requirement for employees to live in state? Can you clarify?

I'm not aware of any changes in the NJ First Act. I also checked their website and noted there was nothing thereposted either. There is however, a process for waivers. They issue a lot of them, though the reasons they givethem are unclear. There are statutory reasons appeals can be granted.

Here’s the web site: http://lwd.dol.state.nj.us/labor/lwdhome/njfirst/NJFirstMenu.html

PfeifferGov received a complicated, circumstance-based question concerning when a municipality could issue debt foran improvement to a public-school facility. The following summarizes the issues.

Generally, bond and budget laws do not permit a municipality to pay for Type 2 school board capital improvements. Type 2 schools must hold a referendum for debt-funded improvements. Type 1 school districts use municipal debt and do not require a referendum for debt-financed capital improvements.

However, there can and have been exceptions some bond counsels have found permissible. They generallyinclude some form of shared services agreement that reflects that the municipality will use the improvement as part of the deal. Examples would be, improvements to an athletic field that the municipality would use for its programs, or where the improvement would also be used for a community purpose.

That said, use of this guidance should go to bond counsel for consideration of the specific circumstances.

Why the effective prohibition? While it may be money from the same taxpayers, rules (i.e., referendums for schoolsto authorize debt) prevent political meddling or pressure to use one pot for purposes of another. Whichprotects taxpayers.

Marc Pfeiffer

Ask Marc


What is the law that prohibits mandatory pre-bid meetings?

There isn’t one. There is no statutory prohibition. The catch is that the LPCL is an authorizing statute and is prescriptive about how bidding is done. It doesn't authorize mandatory pre-bid meetings. Thus you can't use failure to attend them as a basis for rejecting a bid.

I believe there have been cases supporting this. In addition, DLGS has consistently advised that without statutory authorization, you can't make it mandatory; that is using failure to attend a meeting as a reason to reject an otherwise lowest responsive and responsible bidder.

Optional is fine, and I've suggested that in a competitive contracting RFP, you can make pre-bid meeting attendance worth evaluation points to recognize the value of bidders showing up and learning about the project.

What is the procedure for awarding a credit card processing contract – bid, competitive contracting, or exempt?

If you think the value of service fees is less than $17,500, use quotes; if a window contract (between $17,500and $40,000), use a process that complies with pay-to-play; otherwise do a formal bid. Or find a co-op thathas done a contract (I don’t know who has one), but there is no state contract for them.

Easiest solution, however, is to make it part of your banking services.

What are "trolls"?

Trolls:

1) a mythical, cave-dweller being depicted in folklore as either a giant or a dwarf, typically having a very ugly appearance.

2)

3) But, this is probably the one that you mean: someone who makes a deliberately offensive or provocativeonline post with the aim of upsetting someone or eliciting an angry response from them.

"…if you are obviously trolling users, then I'll delete your posts and do my best to ban you"

Ask Marc, continued


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Address or Email Change?Please contact the Executive Director [email protected] or by phone at (732) 932-3640 extension 640 or 636. Also, you may fax your change to: (732) 932-3586.

Our mailing address is:NJMMA 303 George Street, Suite 604, New Brunswick, New Jersey 08901

Articles WantedHave you read a good book lately? Found a newway to complete an old task? Discovered a way toturn trash into platinum? Let us know.

Please e-mail articles or story ideas to either Alan Zalkind at [email protected], Donna Viero at [email protected],or Tom Kenny at [email protected].


Advancing the Profession FundSince our inception, the New Jersey Municipal Management Association (NJMMA) has focused on addressingmany individual and specific topics that have impacted our profession. In doing so, many times we have had tohire experts to support our efforts. The NJMMA Executive Board has established a separate fund to support thecosts associated with these professional service expenses, as the association decided that it was inappropriateto use membership dues, which are commonly paid through municipal funds. As a recent example of the typeof expenses that this fund would cover, NJMMA is currently working with the Government Finance OfficersAssociation, the League of Municipalities, and other affiliated organizations to analyze the “Road Map toResolution”, the report of the New Jersey Pension and Health Benefit Study Commission. This type of work mayrequire an actuarial analysis and other professional assistance. Fund allocation is determined by a roll call voteof the NJMMA Executive Board and all expenditures are reported to the full membership on a quarterly basis.

Please consider a donation of at least $50 to assist the NJMMA in “Advancing the Profession”, now and in thefuture.

Contributions may be mailed to NJMMA, c/o Rutgers - Center for Government Services, Suite 604, 303 GeorgeStreet, New Brunswick, New Jersey 08901.

The NJMMA Executive Board thanks those who have contributed to the “Advancing the Profession Fund”. Below are contributions thus far in 2017.

Thomas Atkins

Neal Bellet

Joseph Bellina

Kevin Boyle

David Brown

Thomas Carroll

Vincent Caruso

Theresa Casagrande

Matthew Cavallo

William Close

Joseph D’Arco

Joseph DiGiacomo

Thomas Duch

Robert Elia

Anthony Ferrera

Alan Fisher

James Gildea

Gregory Hart

David Hollod

Adam Hubeny

Stephen LoIacono

Douglas Marvin ($100)

Peter Miller

Tomas Padilla

C. Richard Paduch

Marc Pfeiffer ($75)

Denise Rose ($100)

Thomas S. Russo, Jr.

Barbara Sacks

Lawrence Spellman

Jewel Thompson-Chin

Donna Vieiro

Matthew Watkins

Allan Zalkind

Increasing Our RanksWe urge you to reach out to colleagues who are not yet members of the NJMMA and encourage them to join. Guestsare welcome at our events and NJMMA officials are available to discuss the benefits of membership. Also, if you areaware of any county or regional managers' meetings, the NJMMA would like to know when and where they meet. In aneffort to increase dialogue, awareness, and outreach, the NJMMA would like to send a representative to a future meeting.Please call or email Alan Zalkind, Executive Director at (732) 932-3640 ext. 640 or [email protected] with information. Thank you!

Membership forms can be found on our website: www.njmma.org


NJMMANew Jersey Municipal Management Association, Inc.

PERSONAL CONTRIBUTION FOR 2017(Also see page 4 for downloadable, fillable forms)

Member Name: ___________________________________________________________

Jurisdiction: _______________________________________________________________

Email address: _____________________________________________________________

ADVANCING THE PROFESSION FUND

Since our inception, the New Jersey Municipal Management Association (NJMMA) has focusedon addressing many individual and specific topics that have impacted our profession. In doingso, many times we have had to hire experts to support our efforts. The NJMMA Executive Boardhas established a separate fund to support the costs associated with these professional service ex-penses, as the association decided that it was inappropriate to use membership dues, which arecommonly paid through municipal funds. As a recent example of the type of expenses that thisfund would cover, NJMMA is currently working with the Government Finance Officers Association,the League of Municipalities, and other affiliated organizations to analyze the “Road Map to Res-olution”, the report of the New Jersey Pension and Health Benefit Study Commission. This type ofwork may require an actuarial analysis and other professional assistance. Fund allocation is deter-mined by a roll call vote of the NJMMA Executive Board and all expenditures are reported to thefull membership on a quarterly basis.

Please consider a donation of at least $50 to assist the NJMMA in “Advancing the Profession”, nowand in the future.

Contributions may be mailed to: NJMMA, c/o Rutgers - Center for Government Services, 303 George Street, Suite 604, New Brunswick, New Jersey 08901.

The NJMMA Executive Board thanks those who have contributed to the “Advancing the ProfessionFund”.

Donna M. VieiroPresident


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AFFILIATE MEMBERSThe following are the Affiliate Corporate Partner

members of the Association

Barbara Murphy

Risk and Loss Managers

Insurance Services, 609-275-1140

Michelle Wood

Coded Systems Corp

Ordinance Codification, 732-775-2300

Nancy Brady, Mitchell Humphrey

Web-based Software Solutions, 848-250-2148

Mike Stoller

Emex LLC, 713-521-9797

Michael Bonner

Gov Pilot, 201-222-1155

John Flood

Spatial Data Logic, 732-357-1280

Victor Scire

Primepoint, LLC, 609-668-6441

Sal Urbano

Virtual Towns & Schools, 856-242-5114

Sean Canning

The Canning Group LLC, 862-228-3563

NJMMA OFFICERS AND EXECUTIVE BOARD

President Donna M. VieiroAdministratorTownship of Holmdel

Vice President Theresa S. CasagrandeAdministratorBorough of Fair Haven

Treasurer Matthew U. WatkinsAdministratorTownship of Bloomfield

Secretary Joseph ManningAdministratorTownship of Maplewood

Executive Board includes:

Raymond CodeyAdministrator

Borough of Madison

Alex McDonaldAdministrator

Township of Millburn

Gregory PoffAdministrator

County of Sussex

Jewel Thompson-ChinAdministrator

Borough of Tenafly

Ex-officio:Robert S. Hoffmann

Immediate Past President - AdministratorBorough of Emerson

Alan ZalkindExecutive Director

NJMMA303 George Street, Suite 604

New Brunswick, New Jersey 08901732-932-3640 x 640

For more information visit: www.njmma.org


NEW JERSEY MUNICIPAL MANAGEMENT ASSOCIATIONAWARDS APPLICATION

ATTENTION MUNICIPAL OFFICIALS, MAYORS AND ADMINISTRATORS

HAVE YOUR COMMUNITY RECOGNIZED

Each year NJMMA honors our members for outstanding service to local government. To facilitate the committee’s

review of nominations, please take the time to fill out this questionnaire on behalf of your nominee. Thank you for your

NJMMA Awards Program nomination.

ALL NOMINATIONS AND APPLICATIONS MUST BE RETURNED BY SEPTEMBER 1, 2017.

The committee will review the nominations during the summer and fall and awards will be presented in November at

the Annual N.J. League of Municipalities meeting in Atlantic City. Again, thank you for taking the time to nominate

this individual. Please mail or fax this application to either of the two committee members listed below:

ANYONE MAY NOMINATE A PERSON FOR ANY OF THE FOLLOWING AWARDS:

_______ OUTSTANDING MANAGERS AWARD- Nominees must have successfully implemented a specific exemplary project or program,

and/or have accomplished an outstanding body of work within the last three (3) years.

_______ Dr. Thomas J. Davy ACADEMIC ACHIEVEMENT AWARD - Nominees must be outstanding educators in the general field of public

administration, whether in or out of local government. Examples are: teaching, publishing, training, or lecturing.

_______ CAREER DEVELOPMENT AWARD - Nominees must have contributed to the development and training of new municipal

management talent.

_______ NEW PROFESSIONAL TO LOCAL GOVERNMENT AWARD - Nominees must be NJMMA members and have no more than five

(5) years in the profession. In addition, the nominees must have demonstrated a commitment to excellence in local government service.

_______ ELECTED OFFICIAL(S) AWARD - Nominees are an elected official or officials, or the governing body as a whole, who have

consistently supported professional government management and who support the career development of their municipal staff.

ONLY MEMBERS OF THE NJMMA MAY NOMINATE A PERSON FOR THE FOLLOWING AWARDS:

_______ DISTINGUISHED SERVICE AWARD - This award is given by New Jersey Municipal Managers and Administrators to an individual

who has demonstrated a career long proven track record of outstanding service to or in municipal government.

_______ PRESS AWARD - This award is presented by NJMMA members to a member of the press corps for their objectivity, consistency, and

commitment to factual reporting of local government..

SUPPORTING DOCUMENTS - PLEASE LIST THOSE ENCLOSED OR ATTACHED. PLEASE DO NOT SEND TAPES.

Gregory Poff

Awards Committee Member

County of Sussex

One Spring Street

Newton, NJ 07860

Phone: (973) 579-0250

Matthew Watkins

Awards Committee Member

Township of Bloomfield

1 Municipal Plaza, Room 209

Bloomfield, NJ 07003

Phone: (973) 680-4006


NEW JERSEY MUNICIPAL MANAGEMENT ASSOCIATIONAWARDS APPLICATION

Name of Nominator:_____________________________________________________________________

Address:______________________________________________________________________________

_____________________________________________________________________________________

Phone:_____________________________________Email:______________________________________

Name of Nominee:_______________________________________________________________________

Award Being Sought:_____________________________________________________________________

Municipality:____________________________________________________________________________

Address:_______________________________________________________________________________

_____________________________________________________________________________________

Phone:_____________________________________Email:______________________________________

Nominee title, position and biographical information:

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

Describe why your nominee meets the criteria for the category and give examples directly related to the

category:

______________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

Name, Address, Phone # and Fax # of Local “Shopper/Newspaper” to which the notice of the award is to be

sent:

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

Feel free to attach extra pages with additional information

njmma newletter second quarter 2017 layout...

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