Monthly Archives: February 2021

We have a complicated relationship with resources and materials.We continue to extract, to create, use andoverwhelminglywaste.

This not only creates a mammoth amount of human-made items in our natural world, but it leaks greenhouse gas (GHG) emissions. Billions of tonnes of them.

Its not all bad news though: this article considers how we can break free of our toxic relationship and reevaluate the values that have exacerbated our warming climate. Here, the findings of the Circularity Gap Report 2021 show us what is possible and within reach.

Roadmap

The circular economy provides the ingredients for an astonishingly rich transformation of how we produce, design and consume. With circularity, we are envisioning an economy that is low-carbon and regenerative by design.

Current national emissions-reducing pledgesNationally Determined Contributions (NDCs)overwhelmingly focus on the energy transition and moving to non-fossil sources.

Although undoubtedly important, this narrow focus will not bring us to where we need to be: limiting global temperatures to well below 2-degrees, and ideally 1.5-degrees.

Even if all NDCs are implemented, the rise in temperatures is still forecast to hit 3.2-degrees this century.

Our Circularity Gap Report outlines 21 circular economy strategies that prioritise using materials less and for longer. If implemented, the circular roadmap can keep temperatures to well below 2-degrees by 2032.

Industries

It can also close the globe's current circularity gap of 91.4 percent the mass of materials that are not cycled into the economy by a further 8.4 percent.

And we are optimistic that change can happen. Our report gives world leaders a roadmap of circular strategies that can be integrated into current and upcoming climate pledges.

As governments design post covid stimulus packages, they are making decisions on how to spend capital to build back better and help set new goals for resilience and preparedness. These decisions will shape our future climate.

Climate mitigation efforts are centered around industries with high and verifiable historical GHG emissions: namely, energy tied to electricity, heat, construction, transportation and manufacturing.

Often Efforts result in making existing assets or incumbent industries more efficientrather than exploring truly sustainable or transformable alternatives.

Consumption

The circular economy can sytemically transform our society. Its core tenets design out waste and pollution, keep products and materials in use for longer and regenerate natural systems. But how exactly does narrowing the circularity gap close the Emissions Gap?

Of the 59.1 billion tonnes of emissions we release every year, 70 percentof these can be traced back to resource extraction, processing and use. Only 30 percentgo toward energy needs (heating and cooling our homes, fuelling passenger transport from A to B).

This means that to really make a dent in global emissions, we need to look toward material processes and how they feed into satisfying our lifestyles; from the food we eat and the cars we drive to the clothes we wear.

Circular economy strategies that transform how we produce, design and consume within our economies are powerful because they require fewer resources for the sameif not betteroutput for society, and with fewer GHGemissions.

Circular strategies at the intersection of materials and emissions hotspots in the economy can increase value-retention and cut excessive consumption, thereby slashing GHGs.

Mitigation

The Circularity Gap Report finds that circular strategies have the power to axe global emissions by a massive 39 percentand cut virgin resource extraction by 28 percent. Housing, nutrition and mobility are the areas in which the most impactful circular strategies largely fall.

In housing, more efficient use of buildings in reducing floor space had the largest impact. Smaller spaces need fewer finite resources to build, and requireless heating and energy.

In transport, supply chain efficiencies such as the circular design of vehicles leads the way in terms of impact, as vehicles that use recycled content or are more durable have longer lifetimes and mitigate the need for virgin resources.

And in nutrition, a healthy diet that includes more satiating, unprocessed and nutrient-dense, as well as plant-based, foods reduces the carbon and material footprint of how we feed ourselves. This diet ultimately requires less carbon-, water-, feed- and space-intensive calories: livestock, for example.

By now, hopefully, you are convinced that the climate mitigation agenda must look towards our relationship with resources and materials to make major gains in mitigationand that the circular strategies to address this are in reach.

Obsolescence

Although we need resources to sustain our livesin the same way some emissions will always be dispersedthere is a problem with our reliance on and inefficiency with virgin resources.

Our 2020 Circularity Gap Reportshowedthat our annual material use exceeds 100 billion tonnes of materials every year. Its basically tripled over the last five decades and is forecast to amount to between 170 and 184 billion tonnes by 2050. This is a lot of stuff.

Many scholars have commented on the post-second World War value-shift where having more 'stuff' be it a car, a house or the newest kitchen blender began to be increasingly equitable with success, especially in the West. This consumption heavy culture has been taking its toll on our planet.

This value-system, however, appears to have seeped into many of the cultures around the world; and its proving hard to shake.

In business, the idea of planned obsolescence that artificially shortens products life spans, became more and more common from the 1930s onwards.

Civilisations

For years we have cursed our phones short or unreliable standing, but until recently, this wasnt even considered a bad business practice. The linear economy and its take-make-waste habits are deeply ingrained in the global economy.

But history warns us that taking our natural resources for granted can spell disaster. Many civilisations have died out for this very reason. According to Pulitzer Prize-winning author Jared Diamond in Collapse, multiple failed civilisationsfrom the Anasazi of North America to Vikings of Greenlandall share a history of fundamental use and abuse of the natural world. They also share the trait of ignoring the early warning signs.

Early warning signals are not always obvious. We know this: global heating hasn't occurred in a structured way. Global temperatures have fluctuated and rises have been incremental.

We tend not to notice the signs until the issue is so prominent it feels as if it suddenly arrived on our doorstep; an unwelcome guest. This may be especially true in the global West, which is largely responsible for the emissions that feed into climate breakdown, but don't yet bear the brunt of its impacts.

Diamond suggests that to succeed, civilisations need long-term planningespecially in making anticipatory decisions before crisis proportions are reached.

Journey

Now, in 2021, the political climate leading up to the COP26 foreshadows promising change.

The EU parliament has voted in favour of increasing the targets of Member States, aiming for a 60 percentreduction in emissions by 2030; the Biden Presidency rejoined the Paris Agreement; a host of nations have pledged for zero-carbon futures.

Countries around the world have an excellent opportunity to formulate more defined blueprints, supported by circular strategies, towards closing the emissions and circularity gaps. Perhaps we can start to be optimistic that our 21st-century civilisation is learning from the warnings of our past.

One thing that the Circularity Gap Report makes clear is that this journey will look different depending on where you live around the world. Governments must adapt their approach when striving for long-term, circular change and we have categorised countries within three broad groups: Build, Grow and Shift.

Build: Some countries have more biomass-orientated economies and emit fewer GHG emissions, but may also struggle to deliver solid healthcare or education.

Referred to as the Build profile in our report, countries such as those in Sub-Saharan Africa and Pakistan are included.

Their priority areas to slash emissions and increase circularity would include reforming agricultural practices away from monocropping and deforestation; applying circular thinking across the much-needed construction; ensuring infrastructure for distributed and accessible mobility in growing cities and combining informal and formal waste management infrastructure.

Grow: In the Grow profile are countries that are manufacturing and export hubs, which host a growing middle-class. Latin American and larger Asian countries, like China, are included in this profile.

Given their national contexts, priorities for the circular transition include prioritising sustainable agriculture, especially in products set for export; mainstreaming resource-efficient and low-carbon construction materials; satiating the growing appetite for energy with renewable sources where possible and establishing infrastructure for effective material cycling, including construction and demolition waste.

Shift: Lastly, our report considers Shift countries: these are high-income and high-emitters.

Solution

For countries in this profile, like much of Europe and the US, priorities include taking responsibility for and reducing consumption by integrating circular strategies across construction, mobility, nutrition and consumer goods by transitioning from ownership to sharing models; making the most of goodsfrom buildings to vehiclesbefore, during and after their functional lifetimes and optimising how waste is valorised in the already mature waste management systems.

As calls for action intensify, the solutions are here. Now, this is the year of truth. With 2020 struck by covid-19, lockdowns around the globe not only contributed to a sharp decline in emissions, but also accelerated decommissioning of fossil assets. Despite this progress being unintended and arguably temporary, it can teach us valuable lessons to translate into structural changeand now, the world seems to be listening.

Our report gives world leaders a roadmap of circular strategies that can be integrated into current and upcoming climate pledges. It also informs governments on how to spend capital to build back better. We must not fall back on business-as-usual which could leave us vulnerable, divided and susceptible to the mistakes of history. Destructive and instructive as the pandemic proved, it is ultimately climate breakdown that will be the biggest global health-threat of the century.

In a time of building back better, the circular economy has never been more relevant. Circular strategies can, and must, form a massive part of the solution to this global crisis.

This Author

Laxmi Haighcompletedher MSc in 2017 andhas worked as a writer, editor and journalist. She now works at Circle Economy and was one of the lead authors of the Circularity Gap Report 2021, launched on January 26th.Read the 2021 Circularity Gap Report here.

Original post:

The circularity gap and climate emissions - The Ecologist

The Bureau of Land Management is tasked with overseeing the nations public lands for a variety of uses.

This story was originally published by CPR News and is republished here by permission.

When youre located in a place that has no public lands at all, you just dont understand it, said Robin Brown, executive director of the Grand Junction Economic Partnership.

Its just one of the reasons shes glad that, after years of talking about moving, the Bureau of Land Management headquarters relocated its headquarters from Washington, D.C. to the Western Slope of Colorado, a place with lots of public lands.

On top of that, Brown celebrates the fact that its been a boon to the local economy, bringing jobs and theyre high wage jobs. and the cachet that comes with being the home of the BLM headquarters also doesnt hurt, either.

But more than a year after the move became official, others hold a dimmer view of its results.

The move caused a lot of damage to the agency, said Scott Braden, director of the Colorado Wildlands Project, a group working to conserve BLM-managed public lands in Colorado.

He also previously served on a BLM Resource Advisory Council.

I feel like it hasnt been a fully functional headquarters, Braden said.

The Department of the Interior released numbers at the end of January showing that of the 328 D.C.-based BLM headquarter employees whose jobs were moved to offices in the West,only 41 stayed with the agency. The rest just over 87% retired or found employment elsewhere. With vacancies at the top of the agency and the pandemic shifting many people to remote work just as the Grand Junction office was opening, its unclear how many staff are currently located in Grand Junction.

Aaron Weiss, deputy director of the Center for Western Priorities, described the move in blunt terms.

This headquarters move has just been a total failure, Weiss said.

Some people would argue thattrimming governmentis not necessarily a bad thing, and supporters of the move have argued that BLM employees unwilling to relocate closer to the lands they managewerent a good fit for the agency anyway. But for Weiss, the numbers confirmed his worst fears about the Trump administrations real motivation.

The headquarters move was not a move. It was simply an evisceration of the agency.

The headquarters move was not a move. It was simply an evisceration of the agency, Weiss said.

Some Democrats in Congress raised other concerns. They said there was a lack of transparency over simple questions like how many people were actually planning to move or even a detailed cost-benefit analysis to accompany the justification. The lack of information created a weak foundationfor large congressional supportfor the move.

The Bureau of Land Managements Grand Junction, Colorado, office is housed in this office building on Horizon Drive.

Nick Bowlin/High Country News

So, what to do about a move as messy as the BLM? Thats the question now facing the Biden administration.

Its much more complex than asking where a person should work. And everyone with a stake in the BLM has ideas. Weiss thinks the place to start is with a clear assessment of how hollowed out the agency really is.

Once we know what the damage is, then you can start to make a plan for how to rebuild the agency, he explained.

That means looking atwhy people left and it just wasnt the move. Most employees knew that was anoption for years before it became a reality. Colorado Sen. Cory Gardner first brought up the possibility of moving an agency like the BLM out west in June 2016, during a hearing with then-director Neil Kornze.

There were other reasons people were looking for the exits.

There hasnt been a confirmed director of the agency since the end of the Obama administration. President Donald Trump didnt nominate someone to fill that role until his final year in office, when he nominated then-acting director William Perry Pendley, a controversial figure who at one point called for the sale of public lands, and whosenomination was pulled.

The Trump administration also took a different view of career staff than the previous administration. Numerous accounts of the White House described the president dismissing their opinions and suggesteda deep-seated distrust of career civil servants.

It's been incredibly hard to see our civil servants so degraded over the past four years, said Christy Goldfuss, with the Center for American Progress.

She also co-wrote a roadmap of climate recommendations,Climate 21, for the new administration, which includes moving BLM headquarters back to D.C.

Goldfuss said there was a dramatic sea change in the agencys focus from the Obama administration to the Trump administration.

I dont think we're ever going to see the kind of shift that weve seen in the past four years, she said.

The BLMs mandate is wide-ranging its responsible for balancing multiple uses on 245 million acres of surface public lands and 700 million acres of subsurface minerals in the western U.S., everything from hiking and hunting to grazing and energy. While Obama put the focus onclimate and renewables, the Trump administrationaimed to maximize energy production, oil and gas in particular.

Steve Ellis, who worked for the agency for 38 years, rising to become deputy director of operations under the Obama administration, said President Joe Biden must think through where the BLM needs to go.

Dont look in the rearview mirror, but look forward, Ellis said. Focus on the future. Solidify what you want the BLM to be and then organize around that.

Ellis, who has and continues to be an outspoken critic of the move, thinks Grand Junction could still play a role in the bureaus future. And hes not alone.

I think that its difficult to rescue a decision that I believe was made in bad faith by the last administration, but Im optimistic, Braden said. Im optimistic that the BLM can find a way forward that maintains a headquarters in Grand Junction.

But Braden is quick to add it would have to share that title with a central office in Washington, D.C. Most people think the best Grand Junction can hope for is to get demoted to western headquarters or hub.

Whatever you call it, Nada Culver, vice president for public lands for the National Audubon Society, said the BLM as its currently structured isnt really working.

Right now, its not able to function because there isnt a headquarters in D.C. and there isnt a real headquarters in Grand Junction. You know, I think everyone can agree on that, she said.

Culver adds the Biden administration should avoid repeats of past mistakes, like having some immediate edict that says now you shall all have to move, even if that move is a return to D.C.

Signs for Rep. Lauren Boebert could be found all across Colorado's 3rd Congressional District, which includes Grand Junction, in the lead-up to the 2020 elections.

Caitlyn Kim/CPR News

Theres a saying in Washington: If youre not at the table, youre on the menu. As much as people like to criticize the D.C. bubble, its a bubble for a reason.

Government operations are centralized there, and Ellis argues you want the decision-makers where the decisions are being made, especially with regards to their agency. They need a chance to form relationships, friendships with leaders across government.

I could never have developed those relationships on Zoom, on conference calls or an occasional fly in from the West, Ellis said.

Republican Congresswoman Lauren Boebert, who represents the district, takes a different view.

It only makes sense to have the people managing hundreds of millions of acres of land located near that land and accessible to those communities, she said during a tele-town hall recently.

But Braden points out the move didnt stop D.C. from overruling one of the biggest recent decisions BLM made about lands in Colorado. After years of community input and work with BLM field directors on theUncompahgre Resources Management Plan, it was changed by the Interior Department in D.C. to better align with the Trump administrations focus on energy dominance.

That was, sort of, in contradiction from a lot of the messaging we were hearing that (this) moves D.C. leadership and decision-making closer to the community served, he said.

Coloradohas filed suit against the BLMover the plan.

Braden and others also counter that the bureau could better serve communities by empowering its state directors or field managers.

Still, Boebertwrote a letterto the Biden administration, one that other House Republicans including Colorado Reps. Ken Buck and Doug Lamborn signed onto, touting easier access to leaders, better decision-making and lower costs if the headquarters stays in Grand Junction.

Weiss doesn't expect it to have much impact.

Lauren Boebert has zero sway with the Biden administration, he said.

It's not just that she's a Republican and a freshman, but her actions from her combative tweets to her objection to the election certification dont set her up as someone the administration will likely be eager to negotiate with.

And that's certainly not a good starting point when it comes to BLM headquarters, Weiss said.

This trail system is located in the Book Cliffs of Colorado, less than 25 miles from the current BLM headquarters.

Instead, just as Gardner was the focal point of negotiations with the Trump administration on the move, many expect it will be on Colorado's Democrats to make the case now for Grand Junction.

Sens. Michael Bennet and John Hickenlooper sent ajoint letterto Biden arguing the problem with the Grand Junction office is mainly that not enough positions are located there. Most people, including Brown, were expecting hundreds of headquarters staff to move to Grand Junction, far more than the 41 currently allocated there.

We continue to support a full BLM headquarters in Grand Junction. We believe that such an effort must be more than symbolic and must include the staff and resources to improve management and protect our public land, they wrote.

Gov. Jared Polis sent hisown letter, too, saying hes extremely supportive of the Bureau of Land Management keeping and expanding their national headquarters in our great state.

I think the only thing that will save the BLM headquarters in Grand Junction is a true bipartisan effort from the entire Colorado delegation, a coordinated effort, Robin Brown said.

That might be easier said than done given the current personalities and the lack of a coordinated bipartisan delegation letter, although the letters from Boebert and the senators both urged the president to work across the aisle on the issue.

Brown has organized a round table with the senators, the governor and 20 municipalities today to work on a game plan for their lobbying effort and come up with deliverables to make the headquarters a truly viable one.

She admits shes disappointed by the partisan tinge the move has taken on, but she sees it as a microcosm of whats happening across every issue and decision being made at the federal level. She is hoping the Interior Secretary-designate, Deb Haaland, who has been critical of the move, will come out to Grand Junction in person.

The Interior Department said in a statement that its new leadership will work with BLM career staff to understand the ramifications of the headquarters move and determine if any adjustments need to be made.

Caitlyn Kim is the public affairs reporter for CPR News, based in Washington, D.C.EmailHigh Country Newsat[emailprotected]or submit aletter to the editor.

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Should BLM be closer to Western communities or Congress? - High Country News

FROM JANUARY 2020: (From left) Montvale Council President Douglas Arendacs, Chamber Secretary Christine Issackedes, Emerson Mayor Danielle DiPaola, Chamber President Robin Effron Malley, Woodcliff Lake Mayor Carlos Rendo, Park Ridge Mayor Keith Misciagna, Oradell Mayor Dianne Didio, Hillsdale Mayor John Ruocco, Township of Washington Mayor Peter Calamari, Chamber Vice President Skip Kelley, Chamber member Olga Epstein, and Westwood Mayor Raymond Arroyo. This year's get-together was virtual.

WESTWOOD, N.J.Mayor Ray Arroyo had more to say than his time allowed at the Jan. 27 session of the 2021 Greater Pascack Valley Chamber of Commerce Mayors Breakfast, held on Zoom this year instead of at the warm and gracious Iron Horse Restaurant.

I didnt realize the 5-minute rule was in effect, especially with the number of questions that were put forth, he told Pascack Press following the annual event, which was his second such since being sworn in as mayor.

Of note, he said keeping parking, a finite resource, in sight, We anticipate increases in vehicular traffic and in shopper parking demand as a result of the ongoing addition ofas [host] Robin [Malley] stated, thousands of apartments nearby along the north-south corridor.

That point resonated with Arroyos fellow mayors, all of whom have had to contend with the pressures of development and redevelopment, anddepending on ones point of viewoverdevelopment.

Arroyo shared his prepared remarks with us, and so this is an expanded look, in the mayors words (lightly edited), at challenges and trends in his borough, the self-described hub of the Pascack Valley:

Regarding the Central Business District, first floor vacancies, and new occupancies: Last year I rebutted claims that downtown Westwood was struggling to find tenants, that businesses were closing at uncomfortable rates. This was before the Covid-19 pandemic hit.

Based on data Id asked Celebrate Westwood to provide, I can report this year, that over the past 12 months10 of which were within the ongoing global pandemic16 businesses have either closed or relocated out of Westwood.

Eighteen businesses have newly opened or expanded to nearby storefronts along the ground floor of the Westwood Central Business District. That is a net positive gain of two businesses to the Hub of the Pascack Valley.Breaking it down a bit further, two of the five businesses that closed include Bank of America and New York Sports Club. Their spaces are unused and under renovations respectively, and their closures were in the works prior to the pandemic.

The Sports Club will become a new mixed use residential/commercial anchor on the south end of the district, offering five affordable units per the terms of Westwoods Fair Share Housing Settlement agreementThe bankhoused in an imposing Art Deco landmark building at the towns main intersectionwas a victim of the growing inutility of brick-and-mortar bank locations in downtown settings.

This reverses a trend that was popular just 15 years ago.

Online banking and mobile apps have done to retail bank branches specifically what Amazon has done to brick and mortar retail more generally. Westwood now has three former bank sites empty and available. So far, two of the threewith the upside of plentiful onsite parkinghave generated interest for adaptive reuse.

Of the 16 storefronts that went dark during 2020, nine are now reoccupied or soon will be, and 10 belong to nine entrepreneurs new to Westwood. They have brought their business models to a town that they believe will withstand the pandemics worst economic impacts.

This new investor interest and business churn has occurred not only during severe public health and economic crisis, but without Westwood having added new uses, recommended for as-of-right zoning amendments in its recent Master Plan re-enact.

Nevertheless, Westwoods well managed and cared for Central Business District remains a desirable destination for business investment due to its scale, charm, and pedestrian friendly environmentunique for our areaand for its Parking Authoritys engaged management of customer, commuter and employee parking.

The ParkMobile app, implemented by the WPA in fall 2020, streamlines the downtown parking experience and allows for better data collection. This data, when used in conjunction with recording the manual meter and kiosk collections, will better inform our land use, planning decisions.

Westwoods parking inventory has been mostly fixed for 25 years. The additional meters were added in private/public partnerships pursuant to developers agreements across two CBD properties.

Keeping this finite resource in mind, we anticipate increases in vehicular through-traffic and consumer parking demand, stemming from the pending addition of thousands of apartments across neighboring towns, this to partially satisfy their affordable housing mandates.

We have taken a cautious approach with respect to adding parking intensive uses as of right in the CBD. We plan to study, post-pandemic trends with an eye towards appropriately scaled growth, intensity, and commercial improvements.

Historically, Westwoods land use governance has been thoughtful and deliberative: qualities that have avoided mistakes and produced much evident success. Wed prefer to plan for additional public parking, or better allocation of existing resources, based on data and actual observation rather than assuming that rideshare services, and public transportation, will soon replace owner operated vehicles in a truly appreciable way.

In fact, over the last decades, neither train nor bus commuters have generated much CBD activity, except for the occasional coffee and newspaper a commuter may grab in the morning or a take-out dinner meal in the evening. And now, without those 300 daily train commuters passing through the Westwood Train Station, commuter/consumer impact is even more negligible.

The post-pandemic rebound of transit into New York City is an unknown, but will likely follow a long-term trajectory.

High earning knowledge workers in finance, insurance, information services, and tech prefer the work at home model. Time is a most precious commodity. For many industries, there is no need and, perhaps, a newfound detriment to the commuters three-hour round trip daily slog:

Employees save on the expense of NYC priced travel, clothing, food, and entertainment and employers reduce their overhead rental costs for vanity office locations, utilities, maintenance, and client entertainment expenseswhile realizing increased productivity.

Those saved dollarsrepatriated from NYCbecome discretionary dollars that can be spent locally. Few commuters are currently on the trains and buses, but Goldbergs is still booming. CBD lunch business, largely moribund pre-pandemic, has also picked up, in line with more folks working from home.

Today, office buildings in New York City are allowed 40% occupancy under Covid regs, but in practice, facility managers are seeing closer to 10% occupancy.

Make no mistake: people and businesses are leaving for reasons other than the virus. Murders in New York City were up 42% and shootings up 15% in 2020 over 2019s totals.

The streets are filthy, the subways are dangerous, and business properties are not adequately protected. Those who can are voting with their feet, just as the citys similar unraveling in the 1990s brought myself and my wife to Westwood.

We ought not emulate that governance. Repeating its follies will only produce the same results here. But what does it all mean for the suburbs and for post pandemic localism?

After the 1918 pandemic, the euphoria of the roaring 20s spread nationwide. Westwood, for its 2.3 square miles, saw its third largest population boom in population growth, trailing only by comparison to the decade after its 1894 incorporation, and the postwar baby boom.

Similar pent-up demand is in the offing for us as long as the economy, like the virus, remains poised to surge locally. I believe it is. That belief is not based on faith. Its based upon the reasoned investments entrepreneurs have continued to make in Westwood despite the pandemic, and in our currently booming residential real estate market. That market is fueled by those seeking to trade overpriced, cramped and dangerous urban living arrangements for suburban, small town spaciousness, personal safety and the relative ease with which one can be socially distancedand comfortably sheltered from the storm.

In 2020 almost half51 out of 105single family homes in Westwoodsold for over their asking prices. In the second half of the year, 40 out of 75 sold for above list. With interest rates still low, Realtors are reporting increased foot traffic at open houses, and multiple same-day offers.

Westwood continues to offer what urban refugees like myself and my wife sought 27 years ago. And people are willing to pay a premium for it. The governing bodys job is not to screw it up.

As we look toward a post-pandemic future, we need to be smart about our expenditures and the ways in which our municipalities are funded. Despite the positive net of businesses in the Central Business District, we know many are struggling to make ends meet and our property owners have taken on additional burdens to retain viable tenants.

Our tax assessor has written down commercial values by 5%, adjusting to the economic hardships the pandemic lockdown and restrictions have wreaked on commercial property owners. This was done not only in the interest of equity, but in the hopes of reducing the number of tax appeals which generate litigation expenses and refund payments should property owners prevail.

In 2020 we realized an $86,000 shortfall in anticipated revenues. We were able to mitigate some of that through a hiring freeze, as well as reduced spending on salaries wages and overtime. Fortunately, the borough was reimbursed for its covid-related expenses via the Bergen County Cares Municipal Grant Program.

One place where we might best be able to lessen the strain of tightened budgetary belts is through the consideration of shared services. Westwood is open to participating in mutually beneficial, shared service arrangements.

For example, in 2018, both Westwood POA and HUMC donated two newer passenger vans to the borough, replacing two older ones that frequently broke down. The vans regularly serviced a small group of Westwood seniors, but CDL drivers were hard to get for the relatively few hours they were in service.

The pandemic shut that service down, but Councilman Chris Montana, SAB liaison, is working with Emerson Mayor Danielle DiPaola to expand the universe of users via a shared service provided for seniors in both towns. We can start in small impactful ways.

My final points bring us back to the omnipresent pandemic. As you know, COVID 19 vaccine distribution is managed federally, on a per capita basis. That puts populations with higher percentages of at-risk demographics at a disadvantage.

Other states, not so situated, are able to inoculate their 65 and older populations and get the vaccine into their general populations sooner, while we in New Jersey, particularly Bergen County, are backlogged with seniors waiting for appointments, contingent on the shots arriving.

We know many seniors do not have the computer skills to navigate the online application for pre-registration. Westwoods Senior Advisory Board is putting together a team of volunteers willing to help our seniors by preregistering them online and following up to make sure they know where and when to arrive for inoculations. Volunteers have offered to drive them to their appointments as well.

Councilwoman Cheryl Hodges organized a similar effort during the pandemics March/ April peak, shopping on behalf of seniors to reduce their exposure to Covid-19.

We are also exploring the possibility of in-town vaccinations for seniors and inquiring how shut-ins might receive in-home inoculations.

We especially appreciate our ongoing relationship with PVMC, which has provided weekly updates on hyper-local case and transmission rates, hospitalizationsfacilitating an analysis on what this all means for our community.

Our master planners have always recognized the importance of our hospital, perhaps never more so than during this pandemic. And for that reason, the governing body will be taking up their land use recommendations for the Hospital Zone, in order to strengthen this important institutional sector of our local economy.

Each town shares similar burdens but each brings its own subplots and inflections. We each have excellent professional advisors, citizen volunteerswhether elected officials, board appointees or people who truly care about each other.

We still have a number of hard months ahead of us but the light at the end of our tunnel is not that of an oncoming, largely empty NJT train: its the light of our post-pandemic afterlife summoning us forth.

Were going to be okay.

Westwood Mayor Ray Arroyo

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Arroyo on 'business churn,' shared services, and trends Pascack Press & Northern Valley Press - Pascack Press & Northern Valley Press

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Autotrader Best New Cars for 2021*

2021 Acura TLXAcurahas returned to its luxury/performance roots with the fully redesigned TLX -- this time, with a greater emphasis on performance and technology. It's an excellent sport sedan that has nimble handling, a smooth ride and a pleasing engine note. If you're in the market for a midsize sport sedan, but you don't like the price or ownership costs of the German all-stars, then the TLX is an excellent alternative with little compromise.

2021 Chevrolet TahoeThis redesigned Chevy Tahoe has four-wheel independent suspension, which provides a more comfortable ride both on- and off-road, and offers more interior space for both passengers and cargo. It comes in an appealing range of engines, including diesel. The new Tahoe is an evolution of a winning formula.

2021 Ford Bronco SportFord fantastically executed the bold undertaking of bringing the personality of the new Bronco into a smaller crossover that's not afraid of a little adventure. The Ford Bronco Sport is a road-friendly crossover that has off-road capabilities. Ford also did an excellent job of making the Bronco Sport a totally new and unique crossover, while still embracing the spirit of the larger Bronco.

2021 Ford F-150Ford knows a thing or two about what people want in a full-size pickup truck, and the 14th-generation F-Series simply gives us more of everything. This new Ford F-150 gives drivers more choices, more flexibility and more details that make using a truck easier, including a ruler built into the inside of the tailgate, power outlets and upscale interior options.

2021 Genesis GV80The new Genesis GV80 is a midsize premium SUV with available three-row seating that starts under $50,000, squarely competing with much more expensive European rivals. This imposing, slick, refined, and comfortable SUV may be completely new, but it's already at the top of its class.

2021 Hyundai Santa FeHyundai's update of the two-row Santa Fe makes it feel like a larger vehicle with a lot more variety under the hood. There's a powerful turbo option, a hybrid (standard AWD), and a plug-in hybrid model. Hyundai is rather good at SUVs and at hybrids, and it was about time the two came together. The interior is notable, too. Hyundai vehicles are quietly becoming more and more premium with each update.

2021 Kia K5Replacing the Kia Optima, the new Kia K5 is a midsize sedan with a head-turning exterior and a roomy, high-tech interior. Cool-looking high-end options, sharp handling, and a fresh new look are all reasons to test drive the new K5. It's an eye-catching sedan that's good enough to make BMW 3-Series shoppers seriously reconsider their optionsespecially in GT trim.

2021 Kia SorentoThe new Kia Sorento goes from budget-friendly SUV to near-luxury SUV just by adding a few options. With the Sorento, Kia has captured the spirit of the wildly popular Telluride in a smaller package. The interior and engine choices are impressive and it's fun to drive. The new, rugged-looking X-Line version is especially noteworthy.

2021 Lexus ISThis newly updated sedan is beautifully balanced, precise and crisp, and a pleasure to drive. The update comes with long-term reliability and an affordable ownership experience, something you don't always get in a driver-focused car. This latest version of the IS shows that Lexus is serious about delivering both luxury and sporting performance.

2021 Nissan KicksThe Nissan Kicks is the most affordable car on the list with a sub-$20k starting price, and it has tons of personality and customizability that a wide range of drivers can afford. It's a great first car because of its price, value, tech and personalization options. This Nissan crossover is proof that an affordable new SUV doesn't have to be just basic transportation.

2021 Toyota VenzaThe Toyota Venza is back, this time as a hybrid-only midsize two-row crossover. This vehicle debunks the myth that hybrids are a compromise on performance for better fuel economy. A totally new and modern crossover SUVif you are considering a hybrid luxury SUV, make sure to test drive the Venza.

2021 Volvo XC40 The Volvo XC40 is an excellent small SUV. The Recharge version is especially compelling because it's a fully electric vehicle with stand-out styling, 402 horsepower and 208 miles of range. It has impressive acceleration and decent range, plus Volvo's well-earned reputation for safety. It's an all-electric subcompact luxury crossover that does just about everything well.

In addition to providing a resource for shoppers to help narrow down their search for the perfect vehicle, the trust and speed of Autotrader's digital shopping experience makes the process a breeze. Buying a car is now easier and safer than ever with the addition of Autotrader's Dealer Home Services, which helps shoppers buy and service a car without ever leaving the safety and comfort of their homes.

To learn more about the Best New Cars for 2021 from Autotrader, including photos, detailed vehicle information and available inventory, visit http://www.Autotrader.com/BestNewCars.

For more information and news from Autotrader, visit press.autotrader.com, follow us on Twitter at https://twitter.com/Autotrader_com(or @Autotrader_com), Instagram at https://www.instagram.com/autotrader_com/(or @autotrader_com), like our page on Facebook at https://www.facebook.com/autotrader/, and LinkedIn at https://www.linkedin.com/company/autotrader-com.

About AutotraderAutotrader is the most recognized third-party car listings brand, with the most engaged audience of in-market car shoppers. As the foremost authority on automotive consumer insights and expert in online and mobile marketing, Autotrader makes the car shopping experience easy and fun for today's empowered car shopper looking to find or sell the perfect new, used or Certified Pre-Owned car. Using technology, shopper insights and local market guidance, Autotrader's comprehensive marketing and retailing solutions allow consumers to build their deal online, and guide dealers to personalized digital marketing strategies that grow brand, drive traffic and connect the online and in-store shopping experience. Autotrader is a Cox Automotive brand. Cox Automotive is a subsidiary of Cox Enterprises. For more information, please visithttp://press.autotrader.com.

About Cox AutomotiveCox Automotive Inc. makes buying, selling, owning and using vehicles easier for everyone. The global company's more than 27,000 team members and family of brands, including Autotrader, Clutch Technologies, Dealer.com, Dealertrack, Kelley Blue Book, Manheim, NextGear Capital, VinSolutions, vAuto and Xtime, are passionate about helping millions of car shoppers, 40,000 auto dealer clients across five continents and many others throughout the automotive industry thrive for generations to come. Cox Automotive is a subsidiary of Cox Enterprises Inc., a privately-owned, Atlanta-based company with annual revenues of nearly $20 billion. http://www.coxautoinc.com

SOURCE Autotrader

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Autotrader Announces Best New Cars for 2021 to Help Car Shoppers Find Their Perfect Match - PRNewswire