FEATURED IN THIS EDITION How are Towns Dealing with Controlling Property Taxes Business Administrators Q&A Feature Municipal Leaders on the Move
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New Jersey Municipalities Grapple with Rising
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SALES DIRECTOR AND GENERAL MANAGER ROSEANNE SOFIA
Thank you for the remarkable response to our inaugural edition of Communities & Municipalities Magazine! In the weeks since June, we have heard from mayors, councilmembers, business administrators, and authority officials across all 21 counties — with story ideas, with feedback, and with one theme that came up more than any other: the cost of insuring a municipal workforce. That is why this edition, our first annual Insurance Guide, arrives at exactly the right moment. Towns across the state are absorbing the largest health benefits increase in the history of the State Health Benefits Program, and hundreds are weighing whether to stay, leave, or self-insure. This edition walks through what your peers are doing about it. You will also find the next installments of two series we launched in June: our Q&A with Elected Officials and our Business Administrator Spotlight. And because the work of local government never slows down, we take a close look at the other big issue facing town leaders: controlling local property taxes. As always, we welcome your ideas, feedback, and story suggestions at admin@communitymagazinenj.com If you are a municipal employee who has recently been promoted, we would love to tell your story in Municipal Leaders on the Move. We hope you enjoy the second edition of Communities & Municipalities Magazine.
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ASSOCIATE EDITOR E M M A S Y LV I A OFFICE MANAGER PA M R O G E R S ACCOUNTS PAYABLE S H I R L E Y S T. C L A I R REPORTERS BILL CL ARK WILLIAM GARDELL MICHELLE GL ADDEN REBECC A KING DESIGN DIRECTOR DEBBIE MCKENNA PHOTOGRAPHERS ANDREI JACK A ME T S J O E LY P O W Y JOHN VITOLLO ANDRE A PHOX PUBLISHER AND OPERATOR D I R E C T C O M M U N I C AT I O N S & C O N S U LT I N G , L L C
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Healthcare Continues to be Driving Cost for Local Government BY WILLIAM CLARK
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ealthcare costs are increasing across the economy. The burden of meeting those demands falls just the same on municipal and school budgets. Governing bodies and financial officers have relied heavily on insurance specialists to analyze organizations to determine the best course of action for their employees. A balance must be struck between appropriate coverage for the demographics of the work force, the healthcare needs of that workforce, and what restrictions must be contended with to identify the best path forward. The State Employee Health Benefits Program is not immune to the larger impacts of the economy. “The State Health Benefits Plan is not really a great platform to be on,” said Rob Parisi, President of RD Parisi and Associates. “They’re having some financial issues. They’re seeing significant increases every year.” Dan Henry, a Vice President at Acrisure, echoes that point. “Those have been runaway renewals the last couple years, and anyone looking at clients and consulting within those programs has been in dire straits,” Henry said. Parisi said that regardless of the choice organizations make, the administration of the benefits is paramount. An appropriate plan one year may not keep up with the needs of the workforce the following year. Henry said those organizations and the costs they can expect depend on the scale of their workforce. Larger workforces have leverage. Smaller pools of employees come with greater volatility. Henry’s work with one school district over the past few years saw the district move to the state plan and then away
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from it. Their previous provider’s premiums were preparing to escalate 40%. The state plan saved money and provided the coverage needed. Just three years later, the state plan became just as financially burdensome. Henry guided the district to a Joint Health Insurance Fund which brought costs down up to 15%. “Being able to continually work with our clients as their claims progress and mature, because what was an option three years ago, it was clearly no longer an option, and we knew we had to make a change,” Henry said. The changing nature of the industry requires frequent assessment. “You have to talk about what platform you’re on, whether or not that particular platform is the best suited for your utilization and your employees, and you have to look deeply at the network you’re using to see if that network is really providing you and your members the access to care that can provide them the care they need,” Parisi said. The biggest obstacle in the public sector is collectively bargained agreements. Henry said that health benefits can have an emotional weight during negotiations. “It’s care for your family,” he said. Union leadership and employees want to keep costs low as their members are expected to bear the brunt of any agreed upon increase. While some of those costs are locked in over potential multi year agreements, annual budgets balloon when health care premiums are calculated. “But as these costs continue to rise in big numbers and employees and their families are contributing, you have to work together to try to figure out ways to mitigate these costs,” Parisi
said. “And unfortunately, there’s only so much you can do with good cost controls and network.” Ocean Township Mayor John Napolitani said that his municipality has been ahead of the curve by having employees contribute prior to the state statute implementing the practice. Two major factors one source pointed to was usage of out of network doctors and the proliferation of GLP-1’s. Parisi said he recently analyzed one public entity and found that many members were using doctors out of network. He dug deeper and determined that a change could save money. “When we did a cross-reference with a different network, we found that an overwhelming number of the doctors that the employees and their families were using were out-of-network with one carrier,” he said. “They were innetwork or participating with another carrier. So switching to that other carrier automatically made an overwhelming number of the providers that members counted on as in-network participating, as opposed to out-of-network. So that produces significant savings.” GLP-1’s are the next major point of contention, Parisi said. The drug, which has been used for weight management, is not cheap. “You want to be able to provide it to the employees, but it’s coming at such a big cost,” he said. “You’re going to have to figure out different cost share models or copay models to make that work for everybody.” Napolitani shared the same view as Parisi in terms of the popular new use of the drug. As a public employee himself and former union president, he understands that health care costs can really drive the increase in expenses. “There are things that are allowed within the insurance plan that should be looked at like GLP-1’s,” he said. Municipalities can attempt to mitigate some of these issues the best they can whether annually or taking a stricter stance during contract negotiations, but they are still at the mercy of the overall health care industry. “The cost of medical care, delivering care, and the cost of prescriptions can continue to increase,” Parisi said. “That’s a national trend, it’s not unique to New Jersey. You have to make sure you have the
“
The cost of medical care, delivering care, and the cost of prescriptions can continue to increase. That’s a national trend, it’s not unique to New Jersey.
”
Rob Parisi, President of RD Parisi and Associates. components in place to best control that.” Parisi wouldn’t diagnose the larger issue as to why healthcare costs continue to rise nor could he suggest a treatment, just that local governments need to be prepared. “To control costs and medical healthcare costs across the country is not going to be easy as people continue to seek quality care with very sophisticated, high technology that makes all our lives better. It comes at a cost,” he said. Henry referred to some of these as shock claimants. People seeking treatments of cancer, chronic illnesses, and other issues that require admission into hospitals tend to have hefty price tags associated with them. These unfortunate situations are going to occur. This is where a JHIF and its wider swath of user base could help offset the impact those high cost treatments impacts during renewal time. “I mean, you’re talking about a shift in those claims, maybe upwards of ten, fifteen percent just by one person. Those kinds of shock claims have a tremendous impact on renewals and rate actions.” Luis Alamo, President of the Alamo Insurance Group, argued that knowledge of the user base for a client is critical when considering their coverage needs. Alamo said that insurance is in an industry that looks backwards before looking to the future. That data is important for Alamo and his group to analyze, searching for those with chronic needs as opposed to acute, one off issues that a person may have. Smaller entities at the public level
do not need to produce these details for Alamo. Public sector employees, Alamo said, are also more apt to utilize the benefits package that is afforded to them. For years, Alamo said, public service came with the robust benefits that made the roles enticing. Not having access to that claims history and the increased usage of the benefits leaves public entities with little leverage. What sparse information Alamo has to work off of is the number of people that are considered high utilizers, or those that draw over fifty thousand dollars throughout the year, which Alamo said, “is not even a fair number to use.” Alamo points the finger at the state for not providing this information for the benefit of their employees. It’s an issue he had testified to the Legislator in Trenton about in the past where he held up two examples of detail packets he could work with, the stack of papers from the private entity exceeding the public one by hundreds of pages. Of the public entities that Alamo works with, “the overwhelming majority wants out” of the state health care plan. One municipality that Alamo worked with last year had the opportunity to drop the state coverage for an alternate plan. The jump would have been a marginal increase but would have provided what Alamo described as sustainability. This year, their premiums under the state plan rose thirty percent as opposed to the ten percent that would have come with the choice they passed over. The industry, as Alamo described it, is speculative. Regardless of the factors that must be weighed when considering how to meet health care requisites, municipalities large and small still dot the landscape of New Jersey. Oversight and choice remains up to the city, township or borough and home rule is still defended. Henry said that the state plan is “take it or leave it” and municipalities with limited workforces may be left with limited options. That’s where exploring what’s available in JHIFs can help keep employees covered, taxpayers happy, and books balanced. “You really are able to minimize disruption from that perspective and going into something like a JHIF or a private program gives you that flexibility,” Henry said.
AUGUST / SEPTEMBER 2026
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The All American Ford Auto Group Brings Back Second Annual All American Ford Police Unit Giveaway
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Municipal Leaders on the Move BAYONNE Mayor Sharon Ashe-Nadrowski announced that Andrew J. Casais will serve as Bayonne’s Business Administrator. Casais previously served as Chief of Staff to former Mayor Jimmy Davis from 2014-2017 and brings more than 15 years of municipal management experience to the position. “As we work to assemble the City’s new administration, our goal is to answer the overwhelming call for increased efficiency, fiscal responsibility, accountability, and a holistic and fundamental change to the way local government operates here in Bayonne,” Andrew J. Casais Ashe-Nadrowski said in the Township Administrator statement, referring to Casais as “exactly the kind of leader to help us build a government that seeks solutions and actually works for the people of Bayonne. Following his tenure in the Davis Administration, Casais served as Business Administration Borough of Roselle Park, where, between 2019 and 2025, he spearheaded historic capital improvement efforts that led to the improvement of 90% of the Borough’s municipal roadways and pedestrian infrastructure, along with marked improvements to municipal facilities and recreational spaces. During the same period, the announcement read, Casais oversaw the implementation of sound budgeting practices that led to debt reduction and increased municipal surplus reserves. Concurrently with his time as Administrator, Casais served as the Borough’s Municipal Clerk. In this role he positioned his office as an approachable neutral ground for local government, and highly prioritized election integrity, voter education, and voter outreach. “I’m very passionate about local government because it is the closest to the people, and shapes the reality of daily life,” Casais said. “It is truly an honor to be chosen to serve in this position, and it is my intention to bring every aspect of my experiences to this role. I look forward to working alongside Mayor Nadrowski, the City Council, and City employees to build a better Bayonne.” Casais holds a Bachelor of Arts in Political Science, Magna Cum Laude, from Seton Hall University. He holds licensure as a Registered Municipal Clerk and was previously licensed as a Qualified Purchasing Agent. Casais serves as a member of the Union County Vocational-Technical Schools Board of Education.
DEAL The Mayor and Council have unanimously appointed Retired Asbury Park Police Captain Dan Kowalsuk as the next Business Administrator for the tiny shore community. Kowalsuk spent a career in law enforcement and is a resident of Wall Township. MIDDLETOWN Middletown Township Committee unanimously appointed Timothy J. Cunningham, Esq. as the Township’s next Administrator. He will succeed Township Administrator Anthony P. Mercantante, who is retiring after more than 40 years of dedicated service to Middletown Township. Cunningham brings more than two decades of experience Timothy Cunningham, Esq. Township Administrator and a proven record of executive leadership in municipal government, public administration, and public finance. He most recently served as Business Administrator for the City of Camden, one of New Jersey’s largest municipalities, where he oversaw the day-to-day operations of municipal government, managed a budget exceeding $200 million, and provided executive leadership for more than 500 municipal employees. As the City’s chief administrative officer, he worked closely with elected officials and department heads to implement strategic initiatives, support Camden’s continued economic revitalization, and ensure the efficient delivery of municipal services. Prior to his service in Camden, Cunningham served as Director of New Jersey’s Division of Local Government Services within the Department of Community Affairs, where he also chaired the Local Finance Board. In that role, he advised and partnered with municipalities and counties across New Jersey on public finance, municipal operations, financial oversight, ethics, financial restructuring, and complex bond issuances. He also played a leadership role in the State’s Superstorm Sandy recovery efforts, helping communities navigate complex operational and financial challenges. “Throughout the search process, we were looking for a proven leader with the vision and experience to manage a large municipality while positioning Middletown for continued success,” said Mayor Tony Perry. “Tim’s extensive background in municipal administration, public finance, and executive leadership made him an exceptional choice. We are excited to welcome him to the Middletown team and are confident his leadership will serve our residents well.”
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AUGUST / SEPTEMBER 2026
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Interview with Administrator Robert A. Bengivenga, Jr. TOWNSHIP OF HAZLET | MONMOUTH COUNTY, NJ
Official requires strong organization, clear priorities, and a commitment to consistency. While the roles are distinct, they complement one another in many ways. As Zoning Official, my focus is on ensuring that development proposals comply with the township’s ordinances and master plan, while as Administrator, I’m responsible for the broader day-to-day operations of municipal government and implementing the policies established by the governing body. Balancing those responsibilities means staying accessible to residents, developers, and staff while maintaining clear boundaries between administrative management and regulatory decision-making. I rely on effective communication, and careful scheduling to ensure both roles receive the attention they require. Ultimately, both positions share the same objective: supporting responsible growth, providing efficient public service, and making decisions that are in the best interest of Hazlet.
You came to Hazlet Township in 2022 with experience in both the private sector and public service, including time as a South Plainfield Councilman. What drew you to the Township Administrator role? What drew me to Hazlet Township was the opportunity to make a meaningful impact in a community that was focused on moving forward. My background in both the private sector and public service gave me a unique perspective. I understand the importance of sound financial management, strategic planning, and delivering quality services to residents. Having served as a South Plainfield Councilman, I also appreciated the value of transparent, responsive local government. When the opportunity arose in Hazlet, I saw a township with great potential, a dedicated governing body, and talented staff. I was excited by the chance to help strengthen operations, improve efficiency, and work collaboratively to enhance the quality of life for residents while positioning the township for long-term success. You also serve as Hazlet’s Zoning Official in addition to Township Administrator. How do you balance those two distinct responsibilities day to day? Serving as both Township Administrator and Zoning
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Hazlet operates under the Township Committee form of government. How does that structure shape the way you work with elected officials and execute policy day to day? The Township Committee form of government works best when there is a strong partnership built on trust and communication. The elected officials are responsible for establishing the township’s vision, setting policy, and representing the priorities of the community. My role as Township Administrator is to provide professional advice, implement those policies effectively, and ensure the day-today operations of the organization run efficiently. Maintaining open and regular communication with the Mayor and Township Committee, providing them with accurate information so they can make informed decisions, and then working with department heads to execute those decisions in a consistent and accountable manner. It’s important that elected officials focus on governance and policy while staff focuses on administration. Hazlet has maintained a flat municipal tax rate for several consecutive years. What operational and financial disciplines have made that possible? Hazlet has kept its municipal tax rate flat for several years through disciplined financial management rather than service cuts. We used the following factors when developing our budget:
• Conservative budgeting and tight control of operating costs. • Growth in commercial ratables and other non-tax revenues, such as interest income. • Maintaining one of the county’s lowest municipal debt ratios. • Expanding the tax base while continuing investments in infrastructure and public safety. • Long-term financial planning that avoids large swings in spending or borrowing. I give a lot of credit to our CFO Alexis Caufield and the township’s department heads for their careful fiscal stewardship and commitment to managing taxpayer dollars responsibly, which has been a huge part in making this sustained performance possible. It’s worth noting that the municipal tax is only about 22–23% of a homeowner’s total property tax bill, so overall property taxes still change due to school or county taxes. You’ve been active in leveraging utility incentive programs — including a 40% JCP&L rebate for LED lighting upgrades at Town Hall. How do you identify and pursue those kinds of savings opportunities? I actively looks for ways to reduce costs by working with utility providers, grant programs, and energy consultants to identify projects that qualify for incentives. Through programs like JCP&L’s Direct Install Program, the Township has been able to complete energy-efficiency upgrades at a significantly reduced cost, including receiving a 40% rebate for the Town Hall LED lighting project. By evaluating these opportunities as part of its capital planning process, Hazlet ensures improvements make financial sense while maximizing taxpayer savings. Are there any state or county grant programs Hazlet is currently pursuing or that you’d encourage other administrators to look into? I continually look for opportunities through state, county, and utility grant programs to help offset costs for important projects, which include funding opportunities that support infrastructure improvements, public safety, parks, energy efficiency, and equipment upgrades. I would encourage other municipal administrators to take the time to actively monitor available grant programs and build relationships with state and county partners. What initiative or project are you most excited about for Hazlet in the next year or two? One of the initiatives I’m most excited about is the continued expansion of our community programs, especially the Senior Center at the James J. Cullen Center. Since opening in 2023, the center has grown to more than 800 members, which hosts programs, activities, and opportunities for our senior residents to stay active and connected. I am proud of the response from the community and are
committed to continuing to invest in programs that enhance quality of life for residents of all ages. Whether it’s expanding senior services, improving our parks and recreation facilities, or creating more opportunities for community engagement, these investments are what make Hazlet a welcoming place to live. What advice would you give to someone just starting out in municipal administration in New Jersey? My advice to someone starting out in municipal administration in New Jersey is to understand that local government is about service, relationships, and responsible decision-making. Take the time to learn every aspect of how a municipality operates, build strong relationships with your employees, department heads, governing body, and residents, and never lose sight of the fact that every decision impacts taxpayers. Be willing to listen, continue learning, and stay current on the many laws, regulations, and challenges facing municipalities. Surround yourself with talented people, encourage teamwork, and focus on long-term planning rather than just short-term solutions. Most importantly, remember that successful municipal government is built on trust. If you are transparent, accountable, and committed to serving the community, you can make a meaningful difference.
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What is a Government Auctioneer? New Jersey Resident Helps Municipal Governments Get Top Dollar for Unnecessary Properties BY WILLIAM CLARK
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The buyers have the work done for them before putting John Dobos speaks in a measured tone for an auctioneer. in a bid. Dobos tells them zoning restrictions and what will It might not be what most people assume, expecting be laid out in the contract. Then, the buyers are in direct the rapid fire of numbers among a group of people before a competition with one another rather than the seller. crescendo of “Sold!” is reached as the top bid is accepted. “You’re trying to build a sense of urgency between the Dobos is an associate for Tranzon Auction Properties, buyer community and you’re having the buyers bid against diving deep into projects in a timeline, researching for his each other,” he said. clients and their potential buyers, and ultimately making If all goes well and the buyer offers a price to the seller’s deals happen albeit on an expedited timeline. satisfaction, the deal goes to the governing body and gets the Dobos must be dynamic in his real estate acumen. approval. Clients from around the state may tap him and his services Thirty days later, the sale is closed and the township, and he must be ready to work to help sell public properties, board of education or other entity now has money for the distressed assets, and various other pieces of real estate. coffers and the township has a potential new ratable for the He said he’s always had two personality traits conducive budget. for success in the business: relationship building and an Dobos has to navigate the expectations of the sellers as infinite curiosity. Part of that curiosity for years involved well. Municipalities can nix an agreement if it doesn’t meet real estate. As he passed signs or new construction, he would their expectations. He’ll reach out to builders in the area, consider what it went for, how much demand the property neighboring businesses and property owners. Part of that drew, what could that strip of land hold? relationship building is communicating the process to the The curiosity extended to people as well. stakeholder. If a party has one number in their head, he needs “I always like to talk to people,” he said. “I always like to justify that or lay out the scenario to find out what makes them tick, how in which changes should be made. they got where they are.” The trickiest of sales tend to be those It helped in his first career in the of uncertainty that come without hospitality industry. In his younger determined approvals. Thirty to forty years, it was easier. The late nights and You’re trying to build acres sounds enticing to a developer long shifts required energy. It took a a sense of urgency but not when there is nothing codified toll on his mind and body as the years in terms of how the government will progressed. As he reached his mid between the buyer allow them to use the land. thirties, he considered a change. With community and you’re “You have to buy the property and some money saved up and the ability then spend a heck of a lot of money to find a new field, Dobos dove into having the buyers bid on engineering on top of it just to find real estate. He lucked out and made a out if you can or cannot do what you sale quickly. It seemed easy. against each other. want,” he said. “A friend of mine was selling a Easiest? Residential. With the property and I sold it over a weekend,” limited supply, “it just flies.” Bankhe said. “Everything was perfect.” John Dobos, associate for ruptcies and other distressed aspects Dobo likened it to the Hall of Fame Tranzon Auction Properties can generate strong interest due to, as Quarterback Dan Marino who would Dobos puts it, “Blood in the water.” make the Super Bowl in his second Unlike traditional real estate where a representative season with the Miami Dolphins and then never return. may specialize in areas or regions, Dobos has to be flexible “I was like oh my god every year is going to be like this,” and dynamic enough to sell whatever it is wherever it is. he said of his optimism. Monmouth County, Morris County, single family homes, fire The economy had other plans though. The financial houses. No matter the ask, Dobos prepares for it. crash of 2008 halted his upward momentum but not his Much like a traditional real estate agent, he keeps his outlook on the industry. A friend of his in the industry spoke contact list active. about auctioneering. “The hardest part about sales is trying to stay in front of It did not interest Dobos at first but as his friend somebody without being annoying,” he said. “That’s so hard explained what it took to be successful, Dobos decided to to do.” see if it was a good fit. It was serendipitous. Dobos called it Phone calls, emails, coffee connections are all important an encounter that took place at the right place and the right to Dobos as he makes these touchpoints throughout the time. state. These connections have helped Dobos in his two Dobos works with municipalities across the state who decades in the business. Between relationships, tight time have identified property they own but want to get off their frames, research, and satisfying clients, Dobos can sum up books. Dobos researches, creates a due diligence package, his work pretty simply. dives into his lists of contacts to identify potential buyers, “Real estate is fun!” he said. John can be contacted on then brings them all into a room and lets them bid against his cell phone at (908) 642-7984. each other.
“ ”
AUGUST / SEPTEMBER 2026
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MUNICIPAL INSURANCE BROKERS GUIDE
The Right Partner at the Table What NJ Municipalities Should Look for When Hiring an Insurance Broker
I
nsurance is one of the largest expenditures in any New Jersey municipal budget. Health benefits alone can consume 15 to 25 percent of total operating costs — and that’s before property, casualty, workers’ compensation, and cyber coverage. Yet many municipalities renew broker relationships out of habit rather than performance. That approach is costing taxpayers money. Here is what every mayor, administrator, and CFO should demand from their insurance broker — across every line of coverage.
Health Benefits Health benefits are where the stakes are highest. New Jersey’s public sector landscape — the State Health Benefits Program, Chapter 78 cost-sharing, collective bargaining obligations, and OPEB liabilities — demands a broker with genuine NJ municipal specialization, not a commercial generalist. T NJ Public Sector Experience — Ask how many NJ municipalities they serve and for how long. This is a specialized market — a broker without deep public entity roots in New Jersey is not equipped to navigate it. T SHBP Expertise — Your broker must know the State Health Benefits Program inside and out — plan structures, enrollment rules, and the real tradeoffs of staying versus exploring alternatives — without a predetermined bias.
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COMMUNITIES & MUNICIPALITIES MAGAZINE
T Collective Bargaining Support — Health benefits are the hardest item at the table. Your broker should provide comparative data, model cost scenarios, and be willing to sit in on negotiations. T Compensation Transparency — Require full written disclosure of all broker compensation — commissions, carrier bonuses, and any override arrangements. Non-negotiable. KEY QUESTION “Have you helped a NJ municipality transition off or onto the SHBP in the last three years? Walk us through exactly what that process looked like.” Property & Casualty The P&C market has hardened significantly — premiums on property, auto, and umbrella lines are rising sharply. Your broker needs strong public entity market access and the discipline to go to market for you every single year. T Public Entity Market Access — Not all commercial carriers want municipal business. A broker with established NJ public entity relationships can place your coverage more competitively. T Joint Insurance Fund Knowledge — Your broker must understand how NJ JIFs work and be able to objectively eval-
MUNICIPAL INSURANCE BROKERS GUIDE uate whether JIF membership is a better fit than standalone coverage for your municipality. T Claims Advocacy — The broker’s true value shows when things go wrong. Ask how they handle disputed or delayed claims — do they have a dedicated advocate who will fight on your behalf? T Annual Market Reviews — Your broker should go to market every year, even when your renewal looks acceptable. If they’re not benchmarking your program against peer municipalities annually, you’re leaving money on the table. KEY QUESTION “Walk us through how you handled a significant property or liability claim for one of your NJ municipal clients in the last two years.”
What to Demand Across Every Line T Dedicated Municipal Team — Your account should be managed by public entity specialists — not rotated through a general commercial team. T Proactive Communication — Your broker should be reaching out to you with updates, market changes, and renewal timelines — not waiting for you to call. T NJ Municipal References — Require three to five current NJ municipal references of comparable size. Call them. Ask about responsiveness, claims outcomes, and cost trends. T RFP Every 3–5 Years — Go to competitive RFP for your broker relationships regularly — even when satisfied with the incumbent. Accountability drives performance.
Workers’ Compensation Workers’ comp is especially complex for municipalities with police, fire, and DPW employees. NJ’s cancer presumption law and evolving PTSD claims have dramatically expanded the scope of compensable injuries — your broker must be current on both. T Public Safety Expertise — Your broker must understand cancer presumption law for firefighters, PTSD case law for police officers, and the dynamics of workers’ comp in a unionized public sector environment. T Experience Modifier Management — Your ex-mod directly drives your premiums. Your broker should be actively monitoring it, analyzing the claims behind it, and helping you develop a strategy to bring it down. T Return-to-Work Programs — Claims costs are driven by duration as much as severity. A strong broker helps you get injured employees back to productive work faster — reducing both direct costs and overtime.
QUICK BROKER SELECTION CHECKLIST
KEY QUESTION “What is the average experience modifier for your NJ municipal clients, and what steps have you taken to help them reduce it?”
Workers’ Compensation ✓ Understands NJ cancer presumption law and PTSD claims ✓ Actively manages your experience modifier ✓ Supports return-to-work programs
Cyber Liability Ransomware attacks on local governments have surged. A municipal data breach can cost millions — and many municipalities are dangerously underinsured or carry policies far narrower than they realize. Cyber is no longer optional. T Municipal-Specific Expertise — Municipal cyber risk is distinct from commercial risk — OPRA exposure, aging IT infrastructure, resident data obligations. Your broker must understand all of it. T Coverage Adequacy Review — Your broker should audit your current policy for sub-limits, exclusions, ransomware coverage, and social engineering fraud gaps — not just renew it. T Incident Response Resources — When something goes wrong at 2:00 am, who do you call? The best brokers have pre-arranged relationships with forensic firms and public entity legal counsel.
Health Benefits ✓ Deep NJ public sector experience — not a commercial generalist ✓ SHBP expertise and alternative plan experience ✓ Collective bargaining support available ✓ Full written compensation disclosure provided Property & Casualty ✓ Strong NJ public entity market access ✓ JIF knowledge and objective evaluation ✓ Dedicated claims advocacy ✓ Annual market benchmarking against peer municipalities
Cyber Liability ✓ Understands municipal cyber risk and OPRA exposure ✓ Conducts full coverage adequacy review — not just renewal ✓ Has incident response resources pre-arranged Across All Lines ✓ Dedicated public entity team assigned to your account ✓ Proactive communication — not reactive ✓ Three or more verified NJ municipal references ✓ Goes to RFP or competitive review every 3–5 years
AUGUST / SEPTEMBER 2026
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MUNICIPAL INSURANCE BROKERS GUIDE
Firms Focusing on Municipal Insurance THE FOLLOWING FIRMS ARE RECOGNIZED PROVIDERS OF HEALTH BENEFITS, PROPERTY & CASUALTY, WORKERS’ COMPENSATION, AND RISK MANAGEMENT SERVICES TO NEW JERSEY MUNICIPALITIES AND PUBLIC ENTITIES.
Acrisure
Woodbridge, New Jersey Acrisure is one of the world’s largest insurance brokers and technology companies, with a significant and growing presence in New Jersey. In September 2024, Acrisure opened a flagship office in Woodbridge, NJ — anchoring its Middlesex County operations and reflecting the firm’s deep roots in the state, where it employs over 800 professionals across fintech and insurance disciplines. Woodbridge Township itself has been one of Acrisure’s longest-standing and most prominent NJ client relationships. The firm provides a full suite of insurance brokerage, risk management, and financial services to commercial, public sector, and individual clients. Acrisure’s NJ operations are led by Managing Partner Michael Iannaconi, with Gary Taffet serving as a key contact for the region. The Woodbridge office serves as a strategic hub for delivering Acrisure’s combination of technology-driven insights and hightouch advisory services to municipalities, businesses, and organizations across New Jersey and the greater metro area. CONTACT INFORMATION Woodbridge Office: 1460 Route 9 North, Suite 310, Woodbridge, NJ 07095 Phone: (732) 602-0010 Email: gtaffet@acrisure.com Website: acrisure.com/newjersey
Alamo Insurance Group
Secaucus, New Jersey Alamo Insurance Group is New Jersey’s largest MSBE (Minority and Small Business Enterprise) certified, diversityowned full-service insurance brokerage and risk management firm. Founded in 1992 and headquartered in Secaucus, NJ, the firm is led by principal Luis Alamo and is licensed in 42 states. Alamo specializes in providing risk management and insurance brokerage and consulting services to both public and private sector employers, with deep expertise serving NJ municipalities, school districts, and public authorities. The firm’s service offerings span employee benefits, property and casualty risk management, HR consulting, and personal insurance. Alamo prides itself on an independent, carrieragnostic approach, white-glove concierge service, and a hawkish pursuit of savings for its public sector clients. The firm has been a consistent presence at major NJ public sector conferences, including the NJ School Boards Annual Conference and NJ League of Municipalities events. CONTACT INFORMATION Address: 55 Flanagan Way, Suite 302, Secaucus, NJ 07094 Phone:(201) 295-9044 Website: alamoinsurance.net Email: lalamo@alamoinsurance.net
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COMMUNITIES & MUNICIPALITIES MAGAZINE
Fairview Insurance Agency Associates
Verona, New Jersey Fairview Insurance Agency Associates is a family-owned, full-service independent insurance agency founded in 1970 by John Graham and headquartered in Verona, NJ, with a second office in Cherry Hill. Now in its second generation of family leadership, Fairview has built a 55-year reputation for providing Main Street-level personal service backed by the resources of a top-25 national brokerage network as a member of the Foundation Risk Partners platform. The firm specializes in cost-effective Property & Casualty and Employee Benefits programs for the public sector, and is the only broker in the United States to administer a Property & Casualty program for Franchised Equipment Dealers. Fairview works on behalf of individuals, companies, and public entities, offering customized insurance plans, employee benefits, risk management, and insurance consulting services tailored to the specific needs of NJ municipalities and public authorities. CONTACT INFORMATION Verona Office: 25 Fairview Avenue, Verona, NJ 07044 Phone: (973) 857-0870 | Toll Free: (800) 372-2558 Website: fairviewinsurance.com Email: Jcarastro@fairviewinsurance.com
RD Parisi Associates
West Orange, New Jersey RD Parisi Associates is a full-service independent employee benefits consulting firm based in West Orange, NJ, founded and led by Robert D. Parisi, a seasoned insurance professional with decades of experience serving both private and public sector clients across New Jersey. The firm provides a comprehensive range of employee benefits products — including group health, dental, vision, life, disability, and flexible spending accounts — working with a wide variety of carriers to design, develop, and implement custom benefits programs. RD Parisi Associates is known for its highly personalized approach, proactive claims advocacy, and deep knowledge of the NJ regulatory and carrier landscape. The firm serves clients ranging from professional associations and small businesses to public sector organizations, and takes pride in keeping clients informed of marketplace trends and legislative changes that affect their benefits programs. CONTACT INFORMATION Address: 500 Prospect Avenue, Suite 100, West Orange, NJ 07052 Phone: (973) 243-5500 Email: benefits@rdparisiassociates.com Website: rdparisiassociates.com
MUNICIPAL INSURANCE BROKERS GUIDE
Why New Jersey Towns Are Leaving the State Health Benefits Program BY DANIEL CROSON
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arren Township recently made a significant but necessary decision to leave the State Health Benefits Program. It came after careful analysis and a clear understanding of what is best for our residents, our employees, and our long-term financial health. Our experience reflects a growing reality not just in Warren, but across New Jersey. For years, municipalities have faced steep and unpredictable increases in health benefit costs. Statewide, premiums in the state program have surged by as much as 59% in just three years, placing extraordinary pressure on local budgets. And the increases are not slowing down: in March, the state’s actuary warned that premiums could rise by another 10% to 20%. These are not abstract figures.
They translate directly into higher property taxes and fewer resources for core services like public safety, road maintenance, and community programs. Health benefit costs are now one of the fastest-growing components of municipal budgets statewide. Like many towns, we reached a point where continuing on the same path would have meant asking taxpayers to shoulder increases that were neither sustainable nor within our control. At the same time, the structure of the state program has been shifting in ways that raise serious long-term concerns. The program currently covers roughly 150,000 local government workers, but it has been strained by rising costs and a steady exodus of municipalities seeking more affordable alternatives.
AUGUST / SEPTEMBER 2026
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MUNICIPAL INSURANCE BROKERS GUIDE
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As towns leave, often those with younger, healthier workforces, the risk pool shrinks and becomes more expensive to insure. This dynamic creates a cycle where costs continue to climb, encouraging even more municipalities to exit. State policymakers have recognized these challenges, but proposed solutions — including large-scale bailouts and structural changes — underscore the seriousness of the situation. One proposal would inject hundreds of millions of dollars of taxpayer money into the system while also increasing out-of-pocket costs for employees and limiting plan options. At the same time, a five-year “lockin” requirement for participating municipalities would restrict local flexibility, requiring towns to remain in the program even if costs continue to rise. For local governments, that combination poses a difficult question: how do we maintain high-quality benefits for our employees while protecting taxpayers from escalating and unpredictable costs? In Warren, as well as in a growing number of municipalities, officials are choosing to answer that question by transitioning to a private-sector alternative, preserving strong health benefits while introducing greater cost stability and local control. These decisions are not about reducing benefits or shifting costs onto our workforce. To the contrary, they are about delivering those benefits more efficiently and responsibly. Importantly, this is not just a Warren issue. It is a regional — and statewide — challenge. Leaders across New Jersey are grappling with the same pressures. Major cities like Newark, Trenton, and Camden, and smaller towns such as Madison and Ocean City, have all made the same difficult decision after facing steep premium increases. In fact, more than 70 local governments have exited the plan since 2020. This trend is driven by the fact that simply accepting annual increases as inevitable is not sustainable and will further balloon historically high property tax rates in our communities. If the state program is to remain a viable option for towns, it must evolve in a way that restores predictability, fairness, and flexibility. If it cannot, local governments must have the ability to pursue alternatives without being locked into long-term commitments that may not serve their communities. Warren Township’s decision reflects a broader principle: responsible governance means not just managing today’s costs, but anticipating tomorrow’s challenges. If New Jersey leaders take action now, we can protect taxpayers, uphold our commitments to employees, and ensure long-term financial stability. These are not just local concerns—they are shared across our region. They deserve serious attention from leaders at every level of government. Daniel Croson is a Warren Township committeeman, former deputy mayor, and former president of the Warren Board of Education.
The Invitation I Never Expected MUNICIPAL INSURANCE BROKERS GUIDE
The Invitation I Never Expected BY LUIS ALAMO
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y first thought was hen I received thesimple. invitation got Governor the wrong guy." to"They've serve on Mikie When I received the invitation Sherrill’s Fiscal Responsito serve on Governor Mikie bility andFiscal Government Accountability Sherrill's Responsibility Transition Team, my first thought was Accountability and Government Transition Team, I got looked it simple: “They’ve theatwrong guy.” twice. Not because I wasn't I looked at it twice, not because I honored, but because I don't wasn’t honored, but because I don’t know the Governor personally. know the Governor personally. Like many New Jerseyans, I New Jerseyans, I had had Like alwaysmany assumed transition teams were reserved for political always assumed transition teams were insiders, campaign loyalists,insiders, and reserved for political campeople with better holiday party paign loyalists, and people with better invitations than mine. holiday party invitations than mine. Apparently, I was wrong. Apparently, I was wrong. It turns out there is another way to build a team: find people who have spent their careers solving problems. Somewhere along the way, the work my colleagues and I have devoted ourselves to for nearly three decades found its way onto someone’s desk. That is both humbling and encouraging. The foundarose above the rest: tionOne of issue our consistently success has always been a the future of New Jersey's State Health culture of collaboration and a commitBenefits Program. ment Every to developing creative, innovative year, local officials gather around financing solutions that strengthen conference tables staring at renewal the spreadsheets that seem to grow faster than financial position of public-sector, taxthe budgets supporting them. They face payer-funded organizations, particulardifficult questions. Do we reduce services? ly in employee benefits and enterprise Increase taxes? Delay important riskinvestments? management. Or simply hope next year's What impressed me even more was increase is less painful? In New Jersey, we expect on the the transition team itself. traffic Around the Turnpike. We debate property taxes. We table were accomplished professionals even convince ourselves that this might from different industries, each bringing finally be the Jets' year. Unfortunately, practical experience instead politihealthcare inflation has becomeof just as cal predictable talking points. Whether one agrees and far less entertaining. challenge isn'tpolicy whetherdecision public with The every future or deserve outstanding healthcare. not,employees leadership comes from the people They absolutely do. The challenge is they invite into the room. Governor transparency. As it stands right now, there is Sherrill assembled practitioners, not no hope the system will ever become spectators. financially sustainable for employers, contributing Expertise employees mattered.who depend on it orOne the taxpayers who fund it. rose above issue consistently the rest: the future of New Jersey’s State Health Benefits Program. Every year, local officials gather around conference tables staring at renewal spreadsheets that seem to grow
It turns out there is another way to The challenge isn’t whether public build a team: find people who have spent their careersdeserve solving problems. employees outstanding healthalong the way, the work care.Somewhere They absolutely do. The challenge my colleagues and I have devoted
Luis Luis Alamo Alamo Alamo Insurance President & CEO, President & CEO, Group, Inc. Alamo Insurance Group, Inc
“ ”
The system needs to provide better data, have stronger governance, and be
100% transparent, giving local leaders That isn’t a Republican the information they need to make informed decisionsIt instead of simply idea. isn’t a accepting rising costs without Democratic idea. understanding why. It’s the foundation of If there was any value in the goodI brought government. perspective to the transition team, it wasn't mine alone. It belongs to
the remarkable professionals I have the privilege of working beside every day Luis Insurance Alamo, President & CEO at Alamo Group. Great ideas Alamo Group, rarely belongInsurance to one person. TheyInc. are built by teams willing to challenge assumptions, debate respectfully, and faster than the budgets supporting pursue better solutions.
them. They face difficult questions. Do we reduce services? Increase taxes? DeThe greatest lesson I took away had lay investments? Or simply veryimportant little to do with politics. hope next year’s increase is less painful? In New Jersey, we expect traffic on the Turnpike. We debate property taxes. We even convince ourselves that this might finally be the Jets’ year. Unfortunately, healthcare inflation has become just as predictable and far less entertaining.
is ourselves transparency. Asthree it decades, stands today, to for nearly there reason to believe theissysfoundisitslittle way into someone’s desk. That bothcan humbling encouraging. tem ever and become financially susParamount to our success is a culture of tainable for employers, the employees collaboration in pursuit of creative and who contribute to and depend innovative financing solutions that on it, or improve the bottom of public sector the taxpayers wholine ultimately fund it. tax payer funded entities budgets The system needs better data, (employee benefits and enterprise risk stronger governance, and to be 100% management). transparet, givingme local What impressed evenleaders more wasthe the intransition team Around the table formation theyitself. need to make informed were accomplished professionals from decisions instead of simply accepting different industries, each bringing rising costs withoutinstead understanding practical experience of political why. If there anyone value inwith the pertalking points.was Whether agrees every future policy decision spective I brought to or thenot,transition leadership comes from the people they team, it wasn’t mine alone. It belongs to invite into the room. Governor Sherrill the remarkable professionals I have the assembled practitioners, not spectators. Expertise mattered. privilege of working alongside every day at Alamo Insurance Group. Great ideas rarely belong to one person. They are built teams willing to challenge Who Who said by said “Trust “Trust but but verify” verify” assumptions, debate respectfully, some principals some principals transcend transcend party party and pursue better solutions. affiliations… affiliations… The greatest lesson I took away had Healthcare reform is not about trust. very littleit’stoabout do with politics. Ultimately verifiable data, and President Ronald Reagan famously accountability. Without reform employees can not “Trust, trust theybut will verify.” receive the benefits they said, Some princinegotiated, and have earned, taxpayers can not ples transcend party affiliation. trust they are receiving value for every dollar Healthcare reform is not ultimateinvested. Nor can elected officials trust they ly about trust. Itnecessary is about verifiable have the information to make data, transparency, and accountability. difficult decisions. Without meaningful reform, employees cannot confident they That That isn'tbeaa Republican isn't Republican idea. idea.will receive the benefits they negotiated and have Taxpayers cannot Itearned. It isn't aa Democratic isn't Democratic idea. be confident idea. they are receiving value for every dollar invested. And elected officials cannot It's good It's good government. government. be confident they have the information necessary to make difficult, informed And good And good government government is is something something decisions. every New Jerseyan should be to everyThat Newisn’t Jerseyan should be able able to a Republican idea. It isn’t believe in, and depend on. believe in, and depend on. a Democratic idea. It’s the foundation of good government. And good government is something every New Jerseyan should be able to believe in and depend on.
AUGUST / SEPTEMBER 2026
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MUNICIPAL INSURANCE BROKERS GUIDE
BROKER PROFILES NJ MUNICIPAL EXPERIENCE How many years have you been serving NJ municipalities specifically? Over 30 years Alamo Insurance Group Inc 55 Flanagan Way, 3rd Floor Secaucus, NJ 07094 201-310-0837 alamoinsurance.net COMMUNITY LEADERSHIP
Approximately how many NJ municipal clients do you currently serve? Municipalities, School Districts, & Autonomous Government Agencies 100+
ADDITIONAL NJ OFFICE LOCATIONS Glendora, NJ 08029 Blairstown, NJ 07825 Newark, NJ 07102 Voorhees, NJ 08043 North Bergen, NJ 07047 Brick Township, NJ 08723
nvitation I Never Expected
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every future policy decision or not, leadership comes from the people they
Luis Alamo President & CEO, Alamo Insurance Group, Inc.
ose above the rest: s State Health
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24
invite into the room. Governor Sherrill assembled practitioners, not spectators. Expertise mattered.
Luis Alamo President & CEO (201) 295-9044 Who said Who said “Trust “Trust but but verify” verify” The system needs to provide better info@alamoinsurance.net some principals some principals transcend transcend party party data, have stronger governance, and be 100% transparent, giving local leaders the information they need to make
affiliations… affiliations…
informed decisions instead of simply accepting rising costs without
Ultimately it’s about verifiable data, and
Year the firm was foundedHealthcare reform is not about trust.
1998 understanding why.
If there was any value in the perspective I brought to the transition team, it wasn't mine alone. It belongs to the remarkable professionals I have the privilege of working beside every day at Alamo Insurance Group. Great ideas rarely belong to one person. They are built by teams willing to challenge assumptions, debate respectfully, and pursue better solutions.
Total number of employees firmwide
accountability. Without reform employees can not trust they will receive the benefits they negotiated, and have earned, taxpayers can not trust they are receiving value for every dollar invested. Nor can elected officials trust they have the information necessary to make difficult decisions.
18
That isn't That isn't aa Republican Republican idea. idea.
11
And good good government government is is something something And New Jerseyan Jerseyan should should be be able able to to every New every
It isn't It isn't aa Democratic Democratic idea. idea.
Number of employees dedicated to It's government. It's good good government. municipal/public sector clients The greatest lesson I took away had very little to do with politics.
believe in, believe in, and and depend depend on. on.
COMMUNITIES & MUNICIPALITIES MAGAZINE
What is the total number of public employees covered under plans you manage? Over 250,000 covered lives (Employees & Dependents) What types of municipalities do you work with? (check all that apply) Check-square Borough Check-square Township Check-square City Check-square Town Check-square Village Check-square County Check-square Authorities / Special Districts What is the typical size range of your municipal clients? From 10 – 13,000 lives Can you name any NJ municipal clients as references? Furnished upon Request
PLANS & SERVICES What types of health benefit plans do you advise on? (check all that apply) Check-square NJ State Health Benefits Program (SHBP) Check-square Self-funded / self-insured plans Check-square Joint Insurance Funds (JIF) Check-square Commercial fully-insured plans Check-square Level-funded plans Check-square Dental & vision plans Check-square Prescription drug programs Check-square Other: Long-term disability, group life and AD&D, retiree medical coverage
MUNICIPAL INSURANCE BROKERS GUIDE
What services does your firm provide to municipal clients? (check all that apply) Check-square Benefits plan analysis & benchmarking Check-square RFP development & management Check-square Carrier/vendor negotiation Check-square Open enrollment support Check-square Employee claims advocacy Check-square Wellness program development Check-square Collective bargaining / labor negotiation support ☐ OPEB consulting Check-square Compliance & regulatory guidance Check-square Ongoing plan reporting & data analytics Check-square Other: Risk management, insurance placement, self-insured and TPA management Have you helped NJ municipalities transition off or onto the State Health Benefits Program? Yes Do you offer self-insurance consulting or TPA coordination services? Alamo is a self-insured consulting specialist.
COMPENSATION & TRANSPARENCY How is your firm compensated? (commission, feebased, or hybrid) Flat Fee, Commission Based, or Contingency Do you provide clients with full written disclosure of your compensation? Yes
YOUR FIRM IN YOUR OWN WORDS What makes your firm different from other municipal health benefits brokers in NJ? Operating as a fully diversified business enterprise, Alamo Insurance brings broad capabilities, adaptable service, and a client-focused approach to every engagement with deep experience serving publicsector entities, including municipalities, school districts, and government organizations.
aggressive cost containment approach, compliance guidance, and hands-on service that operates as an extension of the client’s team. What is the biggest health benefits challenge you’re seeing NJ municipalities face right now? The biggest health benefits challenge facing New Jersey municipalities today is the loss of any meaningful margin for error. Municipalities must control rapidly increasing medical and prescription drug costs while maintaining benefit levels traditionally negotiated through collective bargaining, often requiring replacement coverage to be equal to or better than the existing program. Prescription drug spending is booming, driven in large part by specialty medications and the rapidly expanding use of GLP-1 drugs for diabetes and weight loss. At the same time, the State Health Benefits Program, once considered the dependable fallback, is facing significant financial and pricing instability. This leaves municipalities squeezed from every direction: benefits cannot easily be reduced, inflation cannot be ignored, collective bargaining obligations must be honored, and the SHBP is no longer a reliable safety net if an alternative program experiences adverse claims. In simple terms, municipalities are being asked to guarantee yesterday’s benefits at tomorrow’s prices, while absorbing a rapidly growing pharmaceutical burden and having no dependable place to retreat if the program performs poorly. The challenge is no longer simply finding a lower rate. It is building a financially sustainable program with transparency, disciplined pharmacy oversight, adequate reserves, and protections against volatility, without diminishing benefits or placing an unreasonable burden on taxpayers and employees. Please provide a short quote from a principal or senior advisor for use in your profile As Founder and Principal of Alamo Insurance Group, Inc., I am proud to lead a highly skilled and committed group of insurance professionals united by integrity, teamwork, and more than 30 years of trusted service. Together, we remain dedicated to protecting our clients, strengthening the communities we serve, and always doing the next right thing.
The firm emphasizes an independent, carrier-agnostic approach, White Glove concierge-level support,
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MUNICIPAL INSURANCE BROKERS GUIDE
BROKER PROFILES NJ MUNICIPAL EXPERIENCE How many years have you been serving NJ municipalities specifically? Since inception in 2008
RD Parisi Associates – A Venbrook Company 500 Prospect Avenue, Suite 100 West Orange, NJ 07052 973-243-5500 www.rdparisiassociates.com
Approximately how many NJ municipal clients do you currently serve? 18 What is the total number of public employees covered under plans you manage? 7,000 What types of municipalities do you work with? (check all that apply) Check-square Borough Check-square Township Check-square City Check-square Town Check-square Village Check-square County Check-square Authorities / Special Districts What is the typical size range of your municipal clients? Our firm works with all size clients.
Robert Parisi Managing Partner 973-243-5500 rdparisi@rdparisiassociates.com Year the firm was founded
2008
Joined Venbrook Insurance Services
2021
Total number of employees firmwide
700
Number of employees dedicated to municipal/public sector clients
15 26
COMMUNITIES & MUNICIPALITIES MAGAZINE
Can you name any NJ municipal clients as references? A full list can be provided…can list City of Jersey City, Roselle Board of Education, Neptune Township, Irvington Township, Springfield Township as a few…
PLANS & SERVICES What types of health benefit plans do you advise on? (check all that apply) Check-square NJ State Health Benefits Program (SHBP) Check-square Self-funded / self-insured plans Check-square Joint Insurance Funds (JIF) Check-square Commercial fully-insured plans Check-square Level-funded plans Check-square Dental & vision plans Check-square Prescription drug programs What services does your firm provide to municipal clients? (check all that apply) Check-square Benefits plan analysis & benchmarking
MUNICIPAL INSURANCE BROKERS GUIDE Check-square RFP development & management Check-square Carrier/vendor negotiation Check-square Open enrollment support Check-square Employee claims advocacy Check-square Wellness program development Check-square Collective bargaining / labor negotiation support Check-square OPEB consulting Check-square Compliance & regulatory guidance Check-square Ongoing plan reporting & data analytics Check-square Other: Employee Benefit Portals Have you helped NJ municipalities transition off or onto the State Health Benefits Program? Yes Do you offer self-insurance consulting or TPA coordination services? Yes
COMPENSATION & TRANSPARENCY How is your firm compensated? (commission, feebased, or hybrid) Standard carrier commission and fee based commission depending on the needs of the client. Do you provide clients with full written disclosure of your compensation? Yes
YOUR FIRM IN YOUR OWN WORDS What makes your firm different from other municipal health benefits brokers in NJ? What sets our firm apart from other public sector health brokers is our commitment to exceptional customer service and year-round support. We do not just engage with clients during renewal season; we remain present and responsive throughout the entire plan year. By building strong relationships and providing ongoing guidance, we help our clients address challenges and achieve their benefits goals every step of the way. What is the biggest health benefits challenge you’re seeing NJ municipalities face right now? The biggest challenge facing New Jersey municipalities is maintaining union-negotiated benefits while managing rising healthcare utilization and ongoing double-digit cost increases. Adding to this pressure, the rapid growth in GLP-1 medication use is significantly increasing prescription drug spending and overall health plan costs. Please provide a short quote from a principal or senior advisor for use in your profile. “Our most important tool in business, and in life, is our character.”
A local agency, backed by a national company with satisfied customers across all 50 states Auto Insurance Homeowners Insurance Boat Insurance
GIVE US A CALL FOR A FREE QUOTE
Seasonal Homes Insurance Small Business Insurance Employee Benefits
500 Prospect Avenue, West Orange, NJ 07052 Tel: 973-830-0176 | Fax: 973-243-5550 Email: rcparisi@rdparisiassociates.com rdparisiassociates.com
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MUNICIPAL INSURANCE BROKERS GUIDE
BROKER PROFILES NJ MUNICIPAL EXPERIENCE How many years have you been serving NJ municipalities specifically? 2 NJ Solutions Joint Health Insurance Fund (JHIF) 111 Wood Avenue S., Suite 400 Iselin, NJ 08830 www.njsolutionsjhif.com
Approximately how many NJ municipal clients do you currently serve? 70 What is the total number of public employees covered under plans you manage? 8,000 What types of municipalities do you work with? (check all that apply) Check-square Borough Check-square Township Check-square City Check-square Town Check-square Village Check-square County Check-square Authorities / Special Districts
Daniel Henry Fund Administrator 732-326-2265 dhenry@acrisure.com Year the firm was founded
2024
Number of employees dedicated to municipal/public sector clients
12
What is the typical size range of your municipal clients? 50-200
PLANS & SERVICES What types of health benefit plans do you advise on? (check all that apply) square NJ State Health Benefits Program (SHBP) square Self-funded / self-insured plans Check-square Joint Insurance Funds (JIF) square Commercial fully-insured plans square Level-funded plans square Dental & vision plans square Prescription drug programs What services does your firm provide to municipal clients? (check all that apply) Check-square Benefits plan analysis & benchmarking Check-square RFP development & management Check-square Carrier/vendor negotiation Check-square Open enrollment support
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MUNICIPAL INSURANCE BROKERS GUIDE
Check-square Employee claims advocacy Check-square Wellness program development Check-square Collective bargaining / labor negotiation support square OPEB consulting Check-square Compliance & regulatory guidance Check-square Ongoing plan reporting & data analytics Have you helped NJ municipalities transition off or onto the State Health Benefits Program? Transition away from the SHBP Do you offer self-insurance consulting or TPA coordination services? Yes
COMPENSATION & TRANSPARENCY How is your firm compensated? (commission, feebased, or hybrid) Fee Do you provide clients with full written disclosure of your compensation? Yes
YOUR FIRM IN YOUR OWN WORDS What makes your firm different from other municipal health benefits brokers in NJ? The JHIF is providing a better solution to the SHBP and through unique underwriting is able to assess a group as an individual and not the SHBP’s universal rate offering. What is the biggest health benefits challenge you’re seeing NJ municipalities face right now? Key cost drivers would be escalating RX costs, inflation and higher utilization, and a shrinking risk pool for those in the SHBP creating adverse selection. Please provide a short quote from a principal or senior advisor for use in your profile The JHIF mission is simple; provide NJ employers with predictable costs, long-term healthcare stability, and exceptional service in an unpredictable market.
Administered by:
Quality healthcare support should feel personal. At NJSolutions, we care about the people who make our community stronger.
info@njsolutionsjhif.com 877-906-7925
Premier New Jersey Joint Health Insurance Fund (JHIF) catering to Public Entity – Counties, Municipalities, Boards of Education, Charter Schools, Authorities, Special Districts, and more. Your solution to helping protect Public Entities and their Members from the impact of rising healthcare expenses. Entity-governed Employee Benefits program offering Equal To or Better Than coverage.
www.njsolutionsjhif.com
Contact Us for a quote!
NJSolutions Joint Health Insurance Fund
Acrisure is independent from and not affiliated with Horizon Blue Cross Blue Shield of New Jersey. Horizon Blue Cross Blue Shield of New Jersey is an independent licensee of the Blue Cross Blue Shield Association.
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MUNICIPAL INSURANCE BROKERS GUIDE
Talking Healthcare with Business Administrator Matthew Guilder, MPA, QPA BUTLER, NJ | BOROUGH ADMINISTRATOR
You stepped into the Borough Administrator role in Butler following a well-regarded long-tenured predecessor. How did you approach that transition — and how have you put your own stamp on the role? Following a well-respected, long-tenured Borough Administrator was something I took very seriously. Fortunately, I had the benefit of a three-month transition period, which allowed me to learn Butler’s operations, build relationships with our employees, and gain an appreciation for the culture that had made the Borough successful long before I arrived. Having worked in municipal government for nearly a decade before becoming Butler’s Borough Administrator, I understood that leadership isn’t about changing things simply for the sake of change. From my first day, I told my department heads that I wasn’t here to fix what wasn’t broken; I was here to support them, remove obstacles, and help them continue to succeed. Butler has an outstanding team
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with decades of institutional knowledge, and one of the most important qualities of an administrator is knowing when to introduce new ideas and when to rely on the expertise of the professionals around you. At 32 years old, I represented a generational change in leadership. Rather than viewing my age as something I needed to overcome, I saw it as an opportunity to bring a fresh perspective while earning trust through preparation, responsiveness, and results. I wanted employees and elected officials to know that I respected Butler’s history, but I also wasn’t afraid to embrace innovation when it could improve services or strengthen the Borough’s financial position. The transition was also unique because our Chief Financial Officer and I both stepped into our roles after longtime predecessors retired. That gave us the opportunity to build a strong working relationship from the outset and develop a shared vision for Butler’s future. Together with the Mayor, Council, department heads, and employees, we’ve focused on improving long-term planning, maintaining fiscal responsibility, and ensuring Butler continues to provide the high level of service our residents expect. If I’ve put my own stamp on the role, I hope it’s through a leadership style centered on collaboration, transparency, and building consensus. Municipal government is a team effort, and any successes we’ve achieved since I began in 2025 are a reflection of the dedicated people I have the privilege of working alongside every day. You hold both an MPA from Fairleigh Dickinson University and a Qualified Purchasing Agent (QPA) certification. How do those two credentials complement each other in day-to-day municipal administration? The MPA and QPA complement each other because they combine the academic foundation of municipal administration with the practical knowledge needed to successfully manage local government. My graduate education gave me a strong understanding of public administration, organizational management, budgeting, human resources, and leadership styles. The QPA certification then built upon that foundation by providing specialized expertise in public procurement and the importance of transparency, compliance, and fiscal responsibility.
MUNICIPAL INSURANCE BROKERS GUIDE Equally if not more important was the real-world experience I gained while earning those credentials. While completing my MPA, I worked for my hometown of Montville as a Recreation Assistant. Although recreation was my primary responsibility, I actively sought opportunities to assist other departments because I knew my long-term goal was to become a municipal administrator. That exposure helped me develop a broader understanding of how local government operates as a whole. I continued that approach during my five years with the Borough of Waldwick as Grants Administrator. Whether it was assisting the Building Department, handling purchasing for the Department of Public Works, or working on projects outside my normal duties, I looked for opportunities to broaden my experience and better understand the many functions of municipal government. Looking back, I don’t think it was any one degree, certification, or job that prepared me for this role. It was the combination of formal education, professional certifications, and handson experience across multiple departments that gave me the knowledge and perspective needed to serve as a Municipal Administrator. Butler was facing SHBP premium increases of over 36% for 2026 — a crisis facing municipalities across the state. You designed and implemented a High Deductible Health Plan incentive program with HSA and HRA components rather than leaving the State Plan entirely. Walk us through how you arrived at that solution. When I stepped into the role, I knew the ongoing challenges surrounding the State Health Benefits Program were going to be one of the Borough’s biggest issues. After reviewing our active employee and retiree claims experience, I quickly concluded that leaving the State Health Benefits Program simply wasn’t a realistic option. Given our claims history, the Borough would likely face prohibitively high costs on the private mar-
ket. That meant I needed to find a way to make the best of a difficult situation rather than simply accepting it. I had spent considerable time learning about high-deductible health plans and understood that they could dramatically reduce premium costs for both employees and the municipality. The challenge wasn’t the lower premiums; it was addressing employees’ legitimate concerns about potentially facing significant out-of-pocket medical expenses if they needed healthcare. That’s where the idea of combining Health Savings Account (HSA) contributions with a Health Reimbursement Arrangement (HRA) came from. By using a portion of the Borough’s premium savings to fund those accounts, we could substantially reduce employees’ financial risk while still realizing significant savings for both the employee and the Borough. When I began running the numbers, the benefits were difficult to ignore. For example, in 2026, the annual premium for family coverage under the Direct 10 plan was approximately $69,000, while a comparable high-deductible health plan was roughly $34,000. Under the State’s contribution structure, an employee earning $85,000 and enrolled in family coverage would see their monthly healthcare contribution drop from approximately $1,500 to $750, saving nearly $9,000 annually by switching to the high-deductible plan. Even after funding the HSA and HRA incentives, the Borough would still realize significant savings. At that point, I knew the concept was worth pursuing. Employees would pay significantly less for their healthcare while still being protected against catastrophic out-of-pocket costs, and the Borough would achieve meaningful savings without reducing the quality of benefits. The challenge was no longer whether the idea made financial sense; it was bringing everyone together to make it a reality. That required working with our unions, employees, and governing body, and I’m grateful for their willingness to embrace a new approach.
In the end, out of the Borough’s 47 active employees enrolled in our health insurance, 46 chose to participate in the high-deductible health plans. That level of participation confirmed that when employees are presented with a well-designed program that benefits both them and the municipality, meaningful change is possible. The numbers are striking — employees saving an average of $7,500 annually in premiums and the Borough saving $10,000 to $15,000 per employee. How did you get both your PBA and Blue-Collar unions on board, and what was the key to making that negotiation work? The key was that I never approached the discussions as a negotiation where one side had to win, and the other had to lose. From the beginning, I approached it as a shared problem that we needed to solve together. Everyone understood the State Health Benefits Program was becoming increasingly unsustainable, so the conversation wasn’t about whether change was necessary; it was about finding the best path forward. Transparency was critical. Rather than simply asking our unions or employees to trust me, I shared the data and walked them through the numbers. I created individualized spreadsheets that showed each employee exactly what they stood to save by switching plans. That allowed every employee to understand how the proposal would affect their own family’s finances instead of looking only at the broader picture. I also made myself available to meet directly with any employee who had questions or concerns. I think that willingness to engage one-on-one demonstrated that I wasn’t trying to sell a plan; I was genuinely trying to help people make an informed decision. Throughout the process, I also listened. Our PBA and Blue-Collar representatives raised thoughtful concerns, and several aspects of the program were refined based on their feedback.
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MUNICIPAL INSURANCE BROKERS GUIDE That collaboration ultimately produced a stronger plan and helped build confidence that this wasn’t simply a cost-cutting exercise; it was a genuine effort to improve healthcare affordability while ensuring the Borough’s longterm financial sustainability. On a personal level, I think my perspective also shaped the negotiations. I’m in management, and my responsibility is to protect the Borough’s financial interest, but I’m also the son of a lifelong public school speech teacher, so I’ve seen firsthand how rising healthcare costs and shrinking benefits have affected public employees over the years. I truly believed this proposal would improve our employees’ financial well-being while also benefitting the Borough. Because I genuinely believed it was the right thing to do for both our employees and our taxpayers, I think that sincerity came through during the negotiations. I’m also grateful for the support of the Mayor and Council throughout the process. They were willing to consider an innovative approach rather than simply accepting the status quo, and ultimately everyone involved remained focused on the same goal: creating a solution that benefited both our employees and the taxpayers we serve. In the end, that end goal and trust is what made the negotiations successful. You structured salary increases in the 2026–2028 contracts to be tied to participation rates in the new plan. That’s a creative approach to aligning incentives. What gave you the idea — and how are you monitoring whether it’s working? From the Borough’s perspective, the healthcare savings only materialize if employees actually enroll in the new plans. While we were asking employees to embrace a different approach to healthcare, the Borough was also making a multi-year financial commitment through the collective bargaining agreements. I wanted to structure an
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agreement where both sides shared in the success of the program. That’s what led to tying salary increases to participation rates. Under our agreements, at least 70% of active union members must remain enrolled in the high-deductible health plans for the negotiated salary increases to remain in effect. If participation falls below 70%, the negotiated salary increases are automatically reduced in accordance with the terms of the collective bargaining agreements. That gave the Borough confidence that the projected healthcare savings would actually be realized while also allowing us to offer competitive salary increases that otherwise would not have been financially sustainable. In many ways, it aligned everyone’s interests rather than putting them in conflict. I also want to credit both our PBA and Blue-Collar unions. They came to the table with realistic expectations and understood the financial challenges facing the Borough. Because they were willing to work with, not against, management, we were able to negotiate contracts that provided meaningful wage increases while also creating a better healthcare model. As for measuring success, several factors are monitored. We track participation in the high deductible plans, HRA utilization, and employee feedback. We fully funded the HRA in the first year, and my hope is that claims remain low enough over time that we can establish a Health Reimbursement Trust, reducing the Borough’s future funding obligations while continuing to protect employees. Employees are also learning more about the triple tax advantages of HSA accounts and how they can be a real wealth-building tool. The most important measure of success will come during future open enrollment periods. If employees continue choosing the high deductible plans even though they have the option to return to more traditional coverage, that will tell me we’ve built a program that people genuinely value, not be-
COMMUNITIES & MUNICIPALITIES MAGAZINE
cause they have to participate, but because they believe it’s the better option for themselves and their families. Based on the feedback I’ve received and the premium increases projected for 2027, I’m optimistic that participation will remain high. What advice would you give to other NJ borough administrators who are staring down similar SHBP cost increases but feel stuck between bad options? My advice would be to recognize that there isn’t a perfect local solution because the real fix has to come from the state or federal level. The current trajectory of health care costs is simply unsustainable. What we implemented in Butler wasn’t a cure; it was a bandage on a much larger wound. We were making the best of a very difficult situation. I also think policy makers need to recognize the broader challenge facing the State Health Benefits Program. Municipalities with favorable claims experience are naturally going to look for alternatives, but every employer that leaves makes it more difficult for those that remain. That creates a cycle that local governments simply can’t solve on their own. On the local level, the best advice I can offer is to educate your employees. Take the time to walk them through the different plan options, explain their actual out-of-pocket costs, and help them understand which plans best fit their individual circumstances. Many younger and healthier employees may find that a high-deductible plan paired with a HSA provides the coverage they need while saving both them and the municipality money. Finally, if you’re considering an approach similar to what Butler did, there has to be genuine buy-in from everyone involved. Our approach only worked because management and the unions were willing to work together, understand the financial realities, and share in both the benefits and the responsibility for making the program successful.
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Interview with Councilwoman Maria Lacca 5TH WARD ATLANTIC CITY COUNCIL | ATLANTIC COUNTY, NJ the premier entertainment capital of the East Coast, and I am committed to playing a part in making that happen.
You spent over 30 years living, working, and investing in Atlantic City — in real estate, marketing, and advertising — before running for office. What made you decide that the moment was right to step into public service, and what does that business background bring to the council table that career politicians often don’t have? Living, working, and investing in Atlantic City for over 30 years, I watched firsthand the city that I loved fall short on its potential. State and local leaders stood as things worsened. I saw casino revenues collapse in the 2010s, four casinos close in 2014, and thousands of residents lose their jobs. As a realtor, I saw property values crash while abandoned buildings began to scar our once beautiful streets. I felt an obligation as someone with a business background to get into the political arena, and begin to play a role in reversing course. I want to see the restoration of the beautiful, safe, and vibrant Atlantic City we all deserve, with clean streets, sidewalks, and thriving storefronts. We have all the assets we need, from the beach, to the world famous boardwalk, to hotels, restaurants, and entertainment. Atlantic City as everything it needs to become
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Your very first council meeting was a 6½-hour showdown over the Atlantic Shores offshore wind cable project running through the 5th Ward. You voted no — and famously asked your colleagues how they’d feel if their own ward was dug up for three to four years. That ordinance was later repealed after a resident petition. What does that fight tell us about what grassroots advocacy can accomplish in local government? Yes, I remember that first meeting very well. The cable project that was going to rip up the streets of the Fifth Ward played a major part in my campaign, and really opened the eyes of many of the local residents as to how important of a role they play in being advocates and speaking up when the odds may seem completely against you. We fought the fight and ultimately we won after many many long months of back and forth. It made me so proud to see the residents come out and really fight for what they believed in. This fight showed that grassroots is not just important, but proved that determined residents can hold everyone accountable, from top to bottom in government. The voice of the people is still the most powerful force of all. Atlantic City is a city of remarkable contrasts — worldclass entertainment and hospitality on one hand, and deeply underserved residential neighborhoods on the other. What does the 5th Ward need most right now, and what are you doing to deliver it? The Fifth Ward is Atlantic City’s most diverse ward, and what I believe it needs first and foremost is continued beautification and enhancement as a model for the rest of Atlantic City. Investing in our streets, improving our lighting, and making sure every corner is looking great. I have started multiple cleanup & restoration projects that will “wow” people when complete. There are exciting enhancements coming soon that will create a stunning first impression for everyone entering the city. Stay tuned for that one! You’ve described Atlantic City as having ‘incredible potential.’ But the city has been under state oversight
for years and faces persistent fiscal and social challenges. What does a genuinely revitalized Atlantic City look like to you — and what’s your role in getting it there? In my opinion a revitalized Atlantic City is one where our tourism and residential neighborhoods flourish together. A city where families want to live year round, not just visit in the summer. A city where small business thrives and where residents are proud to call home. Most importantly a city that controls its own future instead of remaining under long-term state oversight. The role I would like to play personally would be to target beautification projects that make our city the shining city on the sea it was meant to be, beautiful and prosperous. You introduced a City Council Resolution honoring the SkateAC community — a small but meaningful moment of recognizing residents often overlooked by local government. What is your philosophy when it comes to constituent service and making sure every voice in the 5th Ward is heard? Recognizing SkateAC was very important to me as I believe local government should always highlight and promote our local entrepreneurs and people who want to contribute to the wellbeing of their neighborhood. Something so positive like SkateAC that brings people together deserves to be acknowledged and supported. My philosophy on constituent service and making sure every voice is heard is simple. I have a responsibility as Councilwoman to listen to every single resident. I will always reply to a phone call, an email, or a text message. It is about trust and showing residents that their elected officials work for them. I make it a priority to be responsive, accessible, and committed always. You came in as one of only two Republicans on a nine-member Democratic council. What has governing in the minority taught you — and where have you found opportunities to build coalitions across the aisle for the benefit of your ward? At the end of the day, the residents do not care for the politics. They want a city hall that works for the best interests of the city. I’ve learned a lot in my first year and a half, and most importantly I would say is respect, preparation, and persistence. Don’t come to complain, but come to solve problems. I get along with all of my colleagues on both sides of the aisle, including the Mayor. We may not agree on everything, but we have a common goal in putting Atlantic City in the best possible position to succeed. Leadership is not about the politics to get there, but rather how can we get things done together. There is only one team that matters, Team Atlantic City.
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An Interview with Township Administrator Michael P. Thokas BORDENTOWN, NJ | TOWNSHIP ADMINISTRATOR
You hold a Mini Master of Public Administration from Rutgers. How has that academic grounding in public administration translated to the day-to-day realities of running a township? I firmly believe in continuing education. The academic programs don’t always guide you on the everyday challenges of managing municipalities, but they give you a foundation with which to work from. And, perhaps more importantly, it gives you the opportunity to interact with your peers and learn from them and make contacts that continue well beyond the course work.
You came to municipal administration with a background that spans the private sector — including territory management at Michelin North America — as well as public library administration and fire department operations in Hightstown. How has that diverse experience shaped your approach to running Bordentown Township? My experience in the private sector, both in corporate sales and as an entrepreneur, have helped me immensely in serving Bordentown Township. I’ve learned how both sides of the aisle think, and what their respective needs are. There are parts of corporate life and entrepreneurship that translate into public service, and some that don’t. But understanding the different wants and needs, and having exposure to different processes and resources have been invaluable. Similarly, I have been fortunate to work in smaller municipalities, urban cities, and now larger growing townships like Bordentown. When you work in diverse environments, you take in all the unique features of each, and carry them forward.
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COMMUNITIES & MUNICIPALITIES MAGAZINE
Bordentown Township operates under a Township Committee form of government. How does that structure shape the way you work with elected officials and execute policy? I am very fortunate in my current position to have a very strong and supportive governing body. They are clear in their goals and expectations, and that makes things imminently easier for me to execute my job. I have built a relationship with them where they trust my judgement and allow me to run the daily operations with the vision they have set forth. In a Township Committee form of government, there isn’t a lot of authority ceded to the Administrator; most everything needs to be approved by Committee. This can be cumbersome IF the relationship isn’t good or if the communication lines aren’t open. How would you describe your leadership style when managing township staff and departments? I am very involved in daily operations, across all departments, but I am very careful not to micromanage. I do my best to hire the best, smartest, most qualified people available and them support them and let them do their jobs. I am not big on formal meetings; I interact almost daily with my departments. My opinion is that we are all professionals who are competent and care about what we do. All long as the intent to do good is evident, we can figure out most any issue together. The strength of my team is critical to any success the Township will have, so I take great measures to build a great team and help them succeed.
Managing a $25.5 million capital project while keeping day-to-day operations running is no small feat. How did you and your team manage that workload — and what did you learn from the experience? We made the decision from the very beginning to hire a construction management firm to help with the project, and it was by far the best decision we could have made. Having said that, the tasks that we internally still had to do were monumental, and everyone chipped in, from the planning to the actual move itself. We all learned so much about prioritizing, planning, organization, and the need to make adjustments as issues arose. The process is something I will take with me forever, but again I was very fortunate to have a great team to work with. You noted at the time that the full $25.5 million appropriation was authorization to borrow, not necessarily borrowing. How are you managing the township’s debt position now that the project is complete? We began the financial planning for this project years before construction began. We started a program back in 2017 of early defeasment of debt in anticipation of the building. We anticipated amortization schedules so that when the building finance payments started to come due, it would not have any adverse effects on the municipal budget or local tax rate. Our Finance Team and consultants did a great job of this, and the cost of the new building will not negatively affect the annual budget or the local tax rate in the coming years. The Township’s overall debt position remains relatively low; we did slow down some other infrastructure projects and relied more on grant funded projects for a few years in order to maintain a solid debt/value ratio. Bordentown Township recently reported a municipal surplus of $7.3 million — 37.2% of the total 2026 municipal budget, which is significantly above the healthy threshold. How did the township build that surplus, and how are you protecting it? We built the surplus by managing our revenues properly. The Township saw some significant growth in the past several years, much of which came from the industrial/warehouse market. Some of those facilities were granted short term tax abatements, which we did not anticipate in our budget. Those funds went straight to the surplus, which at $7.3M is the highest in recorded history in the Township. We are very conservative in our use of that surplus, and the Township Committee fully understands the value and strength of maintaining that strong surplus, and also understands the dangers in relying on annual surplus use in the budget. What initiative or project are you most focused on for Bordentown Township over the next one to two years? The Township is focused on continuing to grow our staff-
ing and public support needs to meet our burgeoning population. We’ll continue to invest in our infrastructure (streets, roads, parks, facilities) and aggressively pursue smart commercial growth. Of course, fiscal stability is at the forefront of all of this; keeping our tax rate stable while strengthening our overall financial picture is the primary goal. What do you wish the state legislature better understood about the operational and financial realities of running a township like Bordentown? I wish the State Legislature would understand that sharing services and regional operations are a much more efficient way to do public business in New Jersey. We have way too many individual municipalities with overlapping and duplicative services. There has been a decent push for increased shared services or County led services, but I would advise the Legislature to take a more macro approach to consolidating municipalities and cutting down on all the individual towns, boroughs and cities trying in vain to exist on their own. What advice would you give to someone just starting out as a municipal administrator in New Jersey? Build your own network of mentors, confidants, and resources. Continue to learn and listen to those who have been through all the struggles out there. Build a great team of the best and smartest people you can, put your own ego aside, and remember we are all truly public servants.
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Interview with John Francis Roman HIGHTSTOWN, NJ | BUSINESS ADMINISTRATOR
Can you tell us a little about your background and what led you to a career in municipal government? I chose to study government when going into college because my parents had some really tough moments and I never understood why it seemed the government made it harder on them and did not help them. I chose to study, learn everything I could about the government in the hopes of fixing it for them. Idealistic as that was, I ultimately landed in Municipal Government after stretches on all levels because I knew small local government was where my care and empathy could be most impactful. What are the two or three biggest challenges Hightstown is facing right now as a borough? Water Infrastructure - our biggest challenge is ultimately our water infrastructure. Hightstown is historic yes, but with that comes historic infrastructure. With such a small municipal government and a small municipal budget, we are investing as much into replacing our water pipes as we can. We sit on a water aquifer with a high iron content, so we are replacing our water filters with the intention to stop any iron
from getting through to the rest of the system. We also are working towards replacing all lead service lines as mandated by the NJDEP. Redevelopment - Hightstown has been historically (pun intended) plagued by redevelopment projects falling through. Municipal Redevelopment and the process is a specialty of mine, having come from Linden where I served on the Governing Body for almost a decade. We have defunct parcels, like our Rug Mill, which has been in the process of being redeveloped for almost 30 years. Finally after all these years, this project is starting to move forward but with responsible development. Often, redevelopers want to create a larger density in their housing redevelopment projects. Since the tax revenue through the PILOT process is so substantial, this is leading to redevelopments being greenlighted through every municipality in New Jersey. We are going to take a different approach than many other municipalities in New Jersey. We have one main road (RT. 33) that is already full of traffic. We are already a densely populated 1.2 square mile borough, so given these two facts, our redevelopment will be rooted in low to medium density while creating an environment that people can easily navigate/park to enjoy our restaurants, Peddie Lake, etc. I hate to use the term 15-minute city but that is what Hightstown will be when it reaches its full potential. Anywhere you live in Hightstown, whether it be in one of our beautiful Victorian homes in the historical district, or a new construction town house, you will be able to walk and access the downtown within 5-10 minutes. Yes, ultimately this approach will mean less tax revenue for the borough, but what good is revenue if your residents have to sit in traffic every day in an already congested area. It’s a balancing act and I am happy to be here to shepherd it. People don’t yet know what is coming here in Hightstown, but this will be one of the premier places to live in Mercer County. What makes Hightstown unique compared to other NJ municipalities you’ve worked with? Hightstown’s history is incredible and unlike any other municipality I’ve ever worked in. There are over 100 houses in Hightstown from the 1800s. It’s the definition of a small town, small government feel.
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How do you approach the annual budget process — and how do you manage council and community expectations around it? Prior to my arrival, the Borough of Hightstown had not passed a budget on time in over a decade. Our CFO, Donna Condo has been instrumental in Hightstown’s revival. Her and I got to work on the budget in December, and were largely finished before February. We introduced and adopted the budget within state statute with only a 2.85% increase on the municipal level, which was unheard of in the past. What infrastructure priorities is the borough focused on right now, and how are you funding them? The Borough has had issues with their water facility and infrastructure in the past. Just prior to my arrival, the borough allocated over 1.5 million for an emergency repair to our borough water facility. We are now looking to replace a major porition of our water filtration system to something new and state of the art. Thankfully, we have been utilizing the I-BANK, which often makes us eligible for 50% loan forgiveness and 50% low to no interest. I cannot say enough about this program. Without this program, we would be unable to do these types of large infrastructure projects.
What advice would you give to someone just starting out in municipal administration in New Jersey? If you want to get into government, I think municipal government is the most awarding and the level of government where you can make the most impact. Not to say state and federal is not impactful, but the decisions you make in municipal management directly affect the residents you serve daily lives. If you do it right, that in itself can make all the hard work worth it. What does success look like for Hightstown three to five years from now? Success for Hightstown three to five years from now means we are financially stable with a new, permanent borough hall, responsible redevelopment that strengthens our downtown while preserving the community’s character. It means making meaningful progress on long-standing priorities such as the Rug Mill, municipal facilities, roads, water and sewer systems, parks, and underutilized properties. It also means maintaining a professional, supported workforce where employees work collaboratively and residents receive responsive service. Ultimately, success for Hightstown is being considered a community that residents are proud to call home.
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COMMUNITIES & MUNICIPALITIES MAGAZINE
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How Towns are Dealing with Local Property Taxes BY WILLIAM CLARK
T
here’s a natural duality to property taxes. Homes in highly desirable areas are saddled with property taxes in line with those values. The more residents pay, the more they will expect to benefit from services the local, county and state governments provide. Property values can be seen as an indicator of the quality of life residents of municipalities will experience over the course of owning their homes. When homes go on the market, the crush of buyers bidding up those values affects how other comparable homes are viewed and even current homeowners' prospects when they put their home up for sale. When changes occur in the community, homeowners take a critical eye to how it will impact their property values. The promise of both a home and a long term investment is always front of mind. However, especially to Ocean Township Mayor John Napolitani, it could also mean a shock to the wallet during the next assessment. “The bar gets set by whomever decides to make the offer and increase the property values,” Napolitani said. Napolitani is seeing this in his own town as properties are being sold well above asking price. The balance comes in keeping property taxes manageable and avoiding a precipitous increase from one year to the next. Napolitani has made a push on development, creating new opportunities for ratables that will bring in revenue in the coming years easing the burden placed on homeowners. It creates a double edged sword as the new developments add to the reason homeowners look at Ocean Township as a desirable place to settle. Some voice complaints about overdevelopment, others welcome the modernization of retail and residential offerings. Napolitani is cautious regarding the rate at which costs are rising, contractual obligations come due, and the need to maintain or improve the level of services the township provides creates friction during budget season. The town identifies the bottom line and has to craft a strategy to ensure the revenue it relies on meets the need. The reveal in terms of Ocean is that certain departments are operating with employee rolls at less than one hundred percent. “We have not increased our workforce,” Napolitani said. “We went from twenty-eight public works employees down to eighteen.” Napolitani is aware of the rub. To hire more employees would mean to ask the taxpayers to potentially pay more. Napolitani lauds the jobs that the township employees do, from Public Works to the Police Department to Recreation. But certain areas could improve for the homeowner with more people.
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Those employees cost money. “We don't want to overtax,” he said. “We want to keep it level. We've done the town, honestly, over a period of ten or more years a disservice to the community specifically because we've tried to maintain a flat tax rate.” Then there is the largest factor in terms of a property owner’s tax bill: the local school district. Napolitani said that he has a cordial relationship with the township’s Board of Education. Townships where the relationship between the two governing bodies is less than amicable is a mistake, Napoltani said. Working together is always preferable as opposed to antagonism. Napolitani said that the township and BOE have attempted to find common ground on shared services and other options that could bring the impact of certain liabilities down from previous levels. Those agreements take time, Napolitani said. Metuchen Mayor Jonathan Busch also made clear that the township and district maintain a separate but collegial relationship. “The school district is a separate taxing entity that accounts for approximately two-thirds of each property owner’s tax bill,” he said. “The Borough has no control over the district’s budget. But we do collaborate on shared services, including fuel and athletic fields, to help reduce costs for taxpayers.” Busch said the efforts to find partners extends past just the municipality and the school district. “Our Borough is always pursuing additional revenue opportunities, including grants, cost-saving partnerships with other municipalities, and direct state budget appropriations,” he said. Services such as libraries and parks have improved thanks to state grants and funding allocations, easing any strain they would put on local budgets or allowing them to deteriorate. “These investments allow us to advance important capital projects that might otherwise be unaffordable or require significantly greater local fund-
ing,” he said. Napolitani pointed to one of the biggest factors that municipalities have to contend with in recent years: inflation. Ocean’s Council is handcuffed by a two percent increase cap. “Inflation’s way higher than that!” Napolitani said. Money that had been allocated in the past for projects with years long time horizons now stare down a dearth of funding in the present time. He referenced the millions the township put into the road program a decade ago. “My twenty-five year road program is now turning into a forty, fifty year program,” he said. Fanwood Mayor Colleen Mahr looks at the balance as well in terms of how her municipality attacks the budget and in turn what they expect of the property owners. Mahr said that Fanwood has become a desirable community over the past decade due to a variety of factors. Proximity to New York City, its spot on mass transit, a blossoming downtown, and a high performing school district are all factors that have contributed to property values that have escalated sharply. In terms of homeowners’ portion of the budget, Mahr said that as homes are reevaluated, there’s a partition in affected properties. Some bills increase, some decrease, while others hold steady. “You're not looking to collect more taxes than the town needs,” she said. “You're taking the same pot and putting it towards the homes that, depending on where the market is, reflects the value.” Fanwood, Mahr argues, provides proportionate value to property owners based on the taxes they pay. Mahr points to two types of expenses when the budget is created. The obligatory expenses like health care, insurance, salaries and pension payments make up about seventy percent of the budget. Citing the most recent budget, Mahr said that health care increased twenty-six percent, liability insurance another ten percent, and pensions an additional five percent.
The other thirty percent the municipality analyzes closely. “We have the increases and then we go back and ask what are the things that we can do to try to control the taxes,” she said. Shared services can help take the strain off certain areas as Fanwood does in partnerships with nearby Garwood, Westfield, Scotch Plains and Rahway in the health department, vehicles, court systems and construction officials. Another strong avenue to help bolster the budget is in the form of grants. “We received over $500,000 in grant funding for this year, which is a lot for a small town,” she said. The school system is the largest portion of the tax pie like any other town, but it is regionalized with Scotch Plains. Although Mahr says that taxation in New Jersey is contentious, especially with how the school funding formula is at this moment, what the municipality is liable for makes for excellent services to residents. Mahr said that if you take one hundred dollars that a taxpayer is responsible for, the township receives only twenty. The rest goes towards schools, county, and other local taxes. “We provide exceptional service and have a town that people are very happy to be in,” she said. New Jersey remains in demand. Its population grew last year and the housing market continued its upward trajectory. Leadership at all sizes of municipalities continue to search for ways to provide the quality of life that is commensurate with the tax bills that arrive each year. Shared services, regionalizing school districts and a continuous search for grants and funds from the county, state, and federal level help keep liabilities in line. But governments are not immune to the greater workings of the economy at large. As costs continue to rise, municipalities continue to research ideas to prevent homeowners from taking the brunt of the burden and to find that balance. “We don’t want to overtax,” Napolitani said.
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