The meeting’s most pressing topic was the presentation by the Water Pollution Control department, which processes an average of 7.1 million gallons of wastewater daily for Hamilton and Robbinsville residents. The representative emphasized the facility’s aging infrastructure, which includes components over 85 years old, posing significant challenges for maintenance and operational efficiency. Despite rising costs, the department proposed a 0.3% decrease in operating expenses for the 2025 fiscal year, setting total operating expenses at $24.8 million. This budget reflects a balancing act amid staffing issues, with the department maintaining a headcount of 68 full-time employees despite difficulties in hiring qualified workers. The retirement rate of licensed operators surpasses the influx of new hires, compounding these recruitment challenges.

The department’s capital projects were another focal point, with plans to replace six rotating biological contactors (RBCs) as part of a larger initiative to replace all 48 RBCs over six years. These RBCs are important to the facility’s biological treatment process. Additional projects include the enlargement of an NJ DOT pump station to foster commercial development and the acquisition of a new roll-off truck for sludge transportation.

The dialogue also touched on the anticipated completion of the WPC master plan by year’s end, delayed due to various factors. New regulations to lower ammonia and phosphorous levels in wastewater discharge were discussed, alongside concerns about spending allocated capital funds, primarily due to manpower shortages. A council member inquired about the difficulty in filling positions, prompting explanations about wage competitiveness, job appeal, and commuting distances affecting recruitment. Despite retention efforts through training and certification opportunities, the risk remains that trained staff might seek better opportunities elsewhere.

The conversation also covered the outsourcing of projects due to internal manpower constraints, with the department engaging external engineers for design and construction services. While outsourcing helps manage multiple projects, internal coordination challenges often prolong timelines. A council member questioned whether outsourcing was viable, and the representative confirmed its necessity but stressed the importance of internal oversight for effective project management.

Attention then shifted to the financial implications of managing waste in-house, particularly after increases in sludge hauling costs. A participant noted that hauling a box of sludge has spiked from $350 to $1,000, prompting the council to consider cost savings from using an in-house truck. The potential for the truck to pay for itself within a year and a half was discussed, although future outsourcing needs remained uncertain.

The council also discussed the annual renegotiation of the wastewater treatment agreement with Robbinsville, focusing on rate structure reviews to ensure continued mutual benefits.

Budget analysis revealed a decrease in the reserve for debt service from $850,000 to $100,000, with a 279% increase in bond anticipation note principal payments. This shift was attributed to paying down bond anticipation notes and corresponding interest. Ongoing loans from the I-Bank, offering interest-free financing for select projects, were lauded for substantial savings despite extending project timelines due to the technical approval process.

Police department vehicle needs were another major concern. Discussions highlighted the growing maintenance costs and risks of using aging vehicles, with some fleet vehicles expected to exceed 120,000 miles. The council debated the necessity of purchasing new vehicles versus utilizing older ones, especially for side jobs, and considered the potential of hybrid vehicles despite uncertainty about their reliability and maintenance costs.

The police department’s current staffing level of 173 officers was noted, just below the ideal 174. Efforts to hire a certified officer from another department were underway, maintaining staffing despite retirements. The department expressed satisfaction with administrative support but voiced a desire to eventually increase staffing to a previous maximum of 182 officers.