VOTE411 Voter Guide

pump stations are best to manage storm and tidal waters - this option was passed on after Sandy when FEMA funds were more available. Cost is very high but is the only almost 100% effective option.

Requires a professional planner to provide highest and best use along with both public and private funding options. Entire block to be considered as well as incorporating two pump stations.

75% of appropriations are wages and benefits. Almost all are under collective bargaining agreements. Health costs are rising faster than all other elements. We have enhanced revenues other than tax and can replace the occupancy tax with a tourism district which requires a neighboring town to join us. All other expenses are being reviewed for necessity and value. Contracts are being canceled and/or consolidating/bundling services.

Shared services can work in many areas. It is important though that your service provider is willing to provide adequate coverage. The best shared service is a consolidation of the activity in a joint departmental unit that operates as one entity serving multiple communities. Being the contracting community leaves gaps in service. All of the above areas can be consolidated but would likely require a govenmental change so they can operate in a consolidated fashion. Coverage and equitable cost sharing becomes more complex based on the service and structure.

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The best way to achieve this is through implementation of the Flood Mitigation Master Plan, updated in 2026. This includes: 1) ensuring both public and private bulkheads meet current ordinance with respect to height and permeability; 2) installation of shut-off valves on all storm water outfall pipes to eliminate tidal flooding from bay back flow; 3) elevating the 81st marina boat ramp which is a major source of flooding on the north end; 4) installation of several pumping stations to facilitate storm and rain water removal; 5) raising the elevation of certain low lying structures in flood prone areas including streets, sidewalks and curbing; 6) updating warning systems and adoption of new flood prediction technology. The good news is we know what to do - the bad news is we need to find the best way to pay for it. Federal and state grants are essential to complete this work in a reasonable time frame. We must balance public safety and benefit with fiscal realities.

The most important short term improvement is to reduce / eliminate tidal flooding by 1) elevation of the boat ramp, and 2) installation of shut-off valves on storm water outfall pipes. The bayside bulkhead is at an acceptable height (~6') but the structural integrity, which is ok for the short term, will need to be addressed longer term. I believe that the marina should continue to provide water access for residents and visitors along with seasonal docking for boats, bay fishing, kayaking and paddle board access, and some of the best sunset views on the island. While plans for marina "beautification" were drafted and presented to the public several years ago I think we need to get a better handle on our finances before this proceeds. More recently there has been talk of private investment in this area, but I do not believe any significant planning should occur before there is adequate public discussion on this opportunity. Much of the borough land there is utilized by public works.

Stone Harbor currently holds significant general obligation debt. Principal and interest payments alone account for close to 20% of our operating budget. Healthcare costs for employees are rising at rates far outpacing inflation and several key contracts are up for renewal, which will put addition strain on our budget, all while the state limits allowable property tax increases. The aforementioned flood mitigation activities also come at a high cost which, depending on grant money availability, could increase borrowing. We need to continue to look for cost reduction efficiencies and additional income opportunities beyond property tax. We did not get into our financial difficulties overnight nor will we get out of them quickly, but I do believe we are turning the corner. Nothing new comes without detractors (increased parking fees, tax on hotels, shared services ...) and I believe we need to be clear to our residents about costs and benefits with complete transparency.

Shared services can offer the opportunity to reduce costs in all of the aforementioned areas, but a key question is how much - in both operational expenses and capital expenses? Residents will also need to know what shared services mean regarding possible changes to the quality and quantity of services provided and "is the juice worth the squeeze"? The only way to answer this is wth a detailed quantitative assessment on both sides of the ledger to determine what might make sense and what doesn't. Avalon is often citied as a potential partner for some shared services where proximity in location (public safety) is critical, but Avalon will ask, what's in it for us? The bottom line is we need to look at potentially sharing services and that process should include community participation (residents and businesses) from the outset. While this initially complicates the process it will help bring in more voices early and ultimately help build consensus for recommendations.